TERM PAPER TATA
PREPARED BY:(GROUP ‘A’) VAIBHAV SWAROOP
TABLE OF CONTENTS
Chapter-1: Company Profile
5 5 8 14 15 17 18 19 20 20 22 23 23 26 29 29 33 35 36
About Tata Group Tata Motors
• Objectives • Management
• • • • • • • • •
Mission of Tata Motors Vision of Tata Motors Joint Venture Companies Manufacturing Worldwide Business Countries Research Central Tool Room Tata Motors procurement Process Product Profile of Tata Motors
Chapter-2: Marketing Strategies
• • • •
Strategic Framework of Tata Motors Michael Porter’s Five Forces Model of Tata Motors Ansoff Analysis of Tata Motors Ansoff Product Marketing Strategy
Balanced Score Card Analysis 38
• • • •
Financial Analysis Firm Strategy & Rivalry Michael Porter Diamond Model Demand Conditions
40 42 42 45 46 46 49 50 51 52 53 55 56 57 60
Chapter-3: Market Growth
• • • • • • • • • •
Growth of Tata Motors Growth in Indian Market Organization Structure Key Challenges Three Wheeler Auto Industry Three Wheeler Market Survey Market Drivers Passenger Vehicle Production Indian Passenger Vehicle Market Commercial Vehicle Production
Chapter-4: Strategic Analysis
BCG Matrix Portfolio 69
• • • •
70 70 71 72 73
Conclusion Findings Suggestions Bibliography
CHAPTER .I COMPANY PROFILE
The group has operations in more than 80 countries across six continents.41 billion (as on December 16. Tata Power.4 billion (around Rs319. with 57 per cent of this coming from business outside India. Each of these companies has its own board of directors and shareholders. Indian Hotels and Tata Communications.000 people worldwide. to whom it is answerable.5 million. and a shareholder base of 3. Every Tata company or enterprise operates independently. The total revenue of Tata companies. Tata Global Beverages.
. and its companies export products and services to 85 countries.534 crore) in 2009-10. energy. was $67. services. There are 28 publicly listed Tata enterprises and they have a combined market capitalization of about $102. Tata Consultancy Services (TCS). Tata Motors. Tata companies employ around 395. engineering. materials. 2010). The major Tata companies are Tata Steel. The Tata name has been respected in India for 140 years for its adherence to strong values and business ethics.ABOUT TATA GROUP The Tata group comprises over 90 operating companies in seven business sectors: communications and information technology. consumer products and chemicals. Tata Chemicals. taken together.
USA. Tata Global Beverages is the second-largest player in tea in the world. It pioneered several industries of national importance in India: steel. Tata’s early years were inspired by the spirit of nationalism. Tata Chemicals is the world’s second largest manufacturer of soda ash and Tata Communications is one of the world’s largest wholesale voice carriers. a UK-based consultancy firm.22 billion and ranked it 65th among the world's Top 100 brands. hospitality and airlines. later renamed Tata Steel Europe. India’s first software company. Uruguay and China. with delivery centres in the US. Brand Finance. Brazil. Tata Motors is among the top five commercial vehicle manufacturers in the world and has recently acquired Jaguar and Land Rover. its pioneering spirit has been showcased by companies such as TCS. Hungary. the Tata brand is also gaining international recognition.
.Tata Steel became the tenth-largest steel maker in the world after
acquired Corus. TCS is a leading global software company. which made India’s first indigenously developed car. and Tata Motors. In tandem with the increasing international footprint of Tata companies. in 2009 rated it 11th on its list of world's most reputable companies. In more recent times. besides India. UK. recently valued the Tata brand at $11.
Founded by Jamsetji Tata in 1868. power. Business Week magazine ranked Tata 17th among the '50 Most Innovative Companies' list and the Reputation Institute.
Two-thirds of the equity of Tata Sons. medical research. Tata companies also extend social welfare activities to communities around their industrial units. Tata companies have always believed in returning wealth to the society they serve. in 1998 and recently unveiled the world’s lowest-cost car.the Indica.
. Anchored in India and wedded to traditional values and strong ethics. Tata companies are building multinational businesses that will achieve growth through excellence and innovation. while balancing the interests of shareholders. as is the Eka supercomputer (developed by another Tata company). healthcare and livelihoods. the Tata promoter company. The combined development-related expenditure of the trusts and the companies amounts to around 4 per cent of the net profits of all the Tata companies taken together. which in 2008 was ranked the world’s fourth fastest. Going forward. The Nano car is one example. Tata is focusing on new technologies and innovation to drive its business in India and internationally. is held by philanthropic trusts that have created national institutions for science and technology. employees and civil society. social studies and the performing arts. The trusts also provide aid and assistance to non-government organisations working in the areas of education. the Tata Nano.
with consolidated revenues of Rs. and the world's second largest bus manufacturer.9 million Tata vehicles ply on Indian roads. The company is the world's fourth largest truck manufacturer. Tata Motors' presence indeed cuts across the length and breadth of India. midsize car and utility vehicle segments. 92. Pantnagar (Uttarakhand) and Dharwad (Karnataka).Tata Motors Limited is India's largest automobile company. and among the top three in passenger vehicles with winning products in the compact.
. The company's dealership. Following a strategic alliance with Fiat in 2005.519 crores (USD 20 billion) in 2009-10. Tata Motors also distributes and markets Fiat branded cars in India." Established in 1945. Over 5. it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. since the first rolled out in 1954. The company's 24. sales. best in the products we deliver. It is the leader in commercial vehicles in each segment. and best in our value system and ethics.000 employees are guided by the vision to be "best in the manner in which we operate. services and spare parts network comprises over 3500 touch points. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand). The company is establishing a new plant at Sanand (Gujarat). Pune (Maharashtra). Lucknow (Uttar Pradesh).
while also exporting these products to several international markets. Tata Motors acquired a 21% stake in Hispano Carrocera. Tata Motors has operations in the UK. In 2006. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. it acquired the Daewoo Commercial Vehicles Company. South Korea. Tata Motors formed a joint venture with the Brazil-based Marcopolo. Among them is Jaguar Land Rover.Tata Motors. In 2005. Through subsidiaries and associate companies. a reputed Spanish bus and coach manufacturer. Hispano's presence is being expanded in other markets. South Korea's second largest truck maker. a business comprising the two iconic British brands that was acquired in 2008. and subsequently the remaining stake in 2009. with the Xenon having been launched in Thailand in 2008. the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004). Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand. In 2004.
. In 2006. has also emerged as an international automobile company. a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. Thailand and Spain. The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market.
the Middle East. South Asia and South America. established through exports since 1961. The company's commercial and passenger vehicles are already being marketed in several countries in Europe. It was Tata Motors. Africa. India's first fully indigenous passenger car.000 engineers and scientists. In 2005. South East Asia.Tata Motors is also expanding its international footprint. Tata Motors created a new segment by launching the Tata Ace. in 1998. Tata Motors unveiled its People's Car. Lucknow. Senegal and South Africa. has enabled pioneering technologies and products. The Tata Nano has been
. Tata Indica became India's largest selling car in its segment. which India and the world have been looking forward to. Dharwad in India. the company's Engineering Research Centre. With over 3. Within two years of launch. the Tata Nano. India's first Sports Utility Vehicle and. Spain. The company today has R&D centres in Pune. Ukraine. and the ability to translate them into customer-desired offerings through leading edge R&D. It has franchisee/joint venture assembly operations in Kenya. Bangladesh. the Tata Indica. India's first indigenously developed mini-truck. Jamshedpur. and in South Korea. The foundation of the company's growth over the last 50 years is a deep understanding of economic stimuli and customer needs. and the UK. In January 2008. which developed the first indigenously developed Light Commercial Vehicle. Russia. established in 1966.
as planned. In their power. it has a lower pollution level than two-wheelers being manufactured in India today. In terms of overall pollutants. they will introduce new benchmarks in
.000 (excluding VAT and transportation cost). In May 2009. carrying capacity. it has a roomy passenger compartment with generous leg space and head room. The standard version has been priced at Rs. Its tailpipe emission performance too exceeds regulatory requirements. speed. Its monovolume design will set a new benchmark among small cars. Its safety performance exceeds regulatory requirements in India. Tata Motors introduced ushered in a new era in the Indian automobile industry. The high fuel efficiency also ensures that the car has low carbon dioxide emissions. The lean design strategy has helped minimise weight.subsequently launched. the Nano brings the comfort and safety of a car within the reach of thousands of families. by unveiling its new range of world standard trucks called Prima. A development. in keeping with its pioneering tradition. which helps maximise performance per unit of energy consumed and delivers high fuel efficiency. in India in March 2009. It can comfortably seat four persons.100. operating economy and trims. which signifies a first for the global automobile industry. Designed with a family in mind. thereby providing the twin benefits of an affordable transportation solution with a low carbon footprint.
. and automotive retailing and service operations. education. construction equipment manufacturing. significantly enhancing resource conservation Through its subsidiaries. automotive vehicle components manufacturing and supply chain activities. The goal of environment protection is achieved through tree plantation. The company's support on education and employability is focused on youth and women. They range from schools to technical education institutes to actual facilitation of income generation. our intervention is in both preventive and curative health care. The activities touch the lives of more than a million citizens. Tata Motors is committed to improving the quality of life of communities by working on four thrust areas – employability. health and environment. Tata Motors is equally focussed on environment-friendly technologies in emissions and alternative fuels. machine tools and factory automation solutions. the company is engaged in engineering and automotive solutions. It has developed electric and hybrid vehicles both for personal and public transportation. In health. high-precision tooling and plastic and electronic components for automotive and computer applications. It has also been implementing several environment-friendly technologies in manufacturing processes.India and match the best in the world in performance at a lower lifecycle cost.
. by introducing appropriate technologies in our vehicles and operations for constantly enhancing environment care. With the foundation of its rich heritage.conserving water and creating new water bodies and. last but not the least. Tata Motors today is etching a refulgent future.
Tata company nano car has a four passenger city car built by Tata motors aimed primarily at India market.
. honesty. It is 0.808 wider in the comparison of its Indian part.•
Tata motors nano car is ready to start its journey on the global road as it display version of the hatchback of the worldwide market place. This new version was introduced in at 79 geneva motors show.
International version is more powerful and stronger than its Indian counterpart. The company aimed towards selling the nano car in Europe far 5000 Euros.
The Company believes in the conduct of affairs of its constituents in a fair transparent manner by adopting highest standard of professionalism.19 meters longer in length and 0. integrity. it last year edited whistle blower policy for the benefits of the company and society.
Tata group had never compromised in ethics. ethical and behavior.
C Ramakrishnan Mr. S M Palia Dr. V K Jairath Mr. Subodh Bhargava Mr. T Leverton Head. P M Telang
Senior Management Mr. Ravi Kant Tata (Chair man) Dr. Nusli N Wadia Mr. Carl-Peter Forster Mr. Ratan N Mr. Nasser Munjee Mr. Ralf Speth Mr.Board of Directors
Mr. P M Telang Mr. R Pisharody
Chief Executive Officer & Managing Director Managing Director-India Operations Chief Financial Officer President (Commercial Vehicles Business Unit)
Mr. Carl-Peter Forster Mr. Vice President (Manufacturing Operations-CVBU)
. Ranendra Sen Dr. S B Borwankar Sr. R A Mashelkar Mr. Advanced and Product Engineering Mr. J J Irani Mr.
MISSION OF TATA MOTORS
It was this very conviction of Ratan Tata that led to the birth of Indica . One that Tata Motors took head-on.the car that put India on the automobile world map. R Ramakrishnan Mr. N Pinge Mr.PCBU) Chief (Strategic Sourcing) Vice President (ADD and Materials . Vice President (Latin America-Operations) Sr. Debasis Ray Head . A A Gajendragadkar Mr. P Y Gurav Mr. R Bagga Mr. Systems. U K Mishra Mr. Vice President. Girish Wagh Mr. encouraged by the faith and confidence Chairman Ratan Tata had in the Company’s engineering
. ERC) Head (Small Car Project) Head (Pantnagar Plant)
Corporate Communications Mr. Finance-Business Planning) Chief Internal Auditor Vice President (Legal) Vice President . Developing an indigenous Indian car was a daunting task.Mr. Vikram Sinha Mr. Human Resources Head (Jamshedpur .CVBU) Vice President (Corp.Plant) Head (Car Plant . S Ravishankar Mr. Vice President (Corp. S Krishnan Mr. Finance-Accounts and Taxation) Sr. H K Sethna
Sr. Atul Renavikar Company Secretary Mr. Prabir Jha Mr P K Chobe Mr. B B Parekh Mr.Sales & Marketing(CVBU) Vice President (Engg.
the Indica is a small step towards fulfilling Ratan Tata’s vision of Tata Motors as a has steered the Company in challenging times. Tata Motors is charting for itself a global path in the automotive world. instilling ethics and credibility in the Company. Under his leadership . According to Ratan Tata.at a total cost of $ 400 million. Ratan Tata’s global ambitions for Tata Motors have taken wing with the recent acquisition of Daewoo great car manufacturer. UK to manufacture and sell Rover branded Indicas in UK and Western Europe is a step in that direction. Among the many firsts Tata Motors has achieved under Ratan Tata’s leadership is the listing of the Company on the New York Stock Exchange (NYSE)
. On the Tata Motors board since 1981. Conceived within a time frame of 31 months . The Daewoo acquisition will give Tata Motors a substantial presence in the Korean market in addition to synergies in manufacturing. the acquisition is a historic occasion for Tata Motors and the Tata Group as this is the largest acquisition by any Indian company in Korea.. Ratan Tata continues the traditions of Jamsetji Tata and JRD Tata.from concept to commercialization . He believes that the South Africa could be a possible stepping stone for other countries in Africa. emerging victorious under even adverse conditions. marketing and research. South Korea and Tata Motors’ entry in the South African market. The agreement with MG Rover.skills. He Commercial vehicle Co.
- the first company in the Indian engineering sector to list its securities on the NYSE. His next mission for Tata Motors is the development of the Rs 1 lakh car the people’s car. As he says, “India is capable of doing anything it wishes to do if you do not constrain the people...”
VISION OF TATA MOTORS
Vision, implementation, risk taking, and meeting the needs of a changing economy are all apparent in Tata's pet project: the creation of Indica. "I believed in the product. In fact I was very much involved in conceiving its initial fundamentals and design parameters. Yes, it's like seeing a child being born, almost limb-bylimb. Today we have in excess of 50,000 Indicas on the road and I feel a sense of great exhilaration every time I come up next to one.
JOINT VENTURE, SUBSIDIARY AND ASSOCIATE COMPANIES
Tata Motors has several joint venture, subsidiary and associate companies: Jaguar Land Rover Tata Technologies Ltd. (TTL) and its subsidiaries Telco Construction Equipment Co. Ltd. (Telcon) HV Axles Ltd. (HVAL) HV Transmissions Ltd. (HVTL) TAL Manufacturing Solutions Ltd. (TAL) Sheba Properties Ltd. (Sheba)
Concorde Motors (India) Ltd. (Concorde) Tata Daewoo Commercial Vehicle Company Ltd. (TDCV) Tata Hispano Motors Carrocera S. A. Tata Motors Insurance Broking & Advisory Services Ltd. (TMIBASL) Tata Motors European Technical Centre plc. (TMETC) Tata Motors Finance Limited Tata Motors (Thailand) Limited (TMTL) Tata Marcopolo Motors Ltd (TMML) Tata Motors(SA) Proprietary Ltd (TMSA) TML Distribution Company Ltd (TDCL) TML Holdings Pte. Ltd.
WORLDWIDE BUSINESS COUNTRIES
• • • • • • •
Africa Asia Pacific China Europe Middle East North America South America
Tata Motors owes its leading position in the Indian automobile industry to its strong focus on indigenisation. This focus has driven the Company to set up world-class manufacturing units with state-of-the-art technology. Every stage of product evolution-design, development, manufacturing, assembly and quality control, is carried out meticulously. Our manufacturing plants are situated at Jamshedpur in the East, Pune in the West and Lucknow in the North. Jamshedpur: Established in 1945, the Jamshedpur unit was the company's first unit and is spread over an area of 822 acres. It consists of 4 major divisions - Truck Factory, Engine Factory, Cab & Cowl Factories. Pune: The Pune unit is spread over 2 geographical regions- Pimpri (800 acres) and Chinchwad (130 acres). It was established in 1966 and has a Production Engineering Division, which has one of the most versatile tool making facilities in the Indian sub-continent. Lucknow:
desirous of the car a safe. The capacity of the plant.
Sanand Tata Motors’ plant for the Tata Nano at Sanand. affordable and environmental friendly mode of transport.000 cars per year to be achieved in phases. will be 250. The plant began. Uttarakhand The company has set up a plant for its mini-truck Ace and the passenger carrier Magic (based on the Ace platform) at Pantnagar in Uttarakhand. Provision for further capacity expansion has also been incorporated in this location.Tata Motors Lucknow is one of the youngest production facilities among all the Tata Motors locations and was established in 1992 to meet the demand for Commercial Vehicles in the Indian market. in Ahmedabad district of Gujarat. marks the culmination of the company’s goal of making the Tata Nano available to hundreds of thousands of families. and with some balancing is expandable up to 350.000 cars per year. to begin with. which in
Research&Development: Research provides the much-needed inspiration for the birth of new ideas.
Engineering Research Centre (ERC): The Research Centre at Jamshedpur regularly upgrades components and aggregates.'The DSIR National Award for R&D Effort in Industry . Equipped with the latest CNC Machines. The Engineering Research Centre in Pune was setup in 1966 and is among the finest in the country.turn breathes new life into products.
. this tool room has the proven capability of developing tooling solutions for all applications. It has been honoured with two prestigious awards . Tryout Presses and Inspection facilities. A well-equipped torture track enables rigorous and exhaustive testing of modifications before they are used as regular fitments. JAMSHEDPUR The Central Tool Room at Tata Motors. World-class automotive research and development are key factors that contribute to the leadership of the Company.1999' and 'National Award for Successful Commercialization of Indigenous Technology by an Industrial Concern . Jamshedpur is one of the most modern tool rooms in India.2000.'
CENTRAL TOOL ROOM.
on the nature parts/aggregate.TATA MOTORS PROCUREMENT PROCESS
Sourcing is very important and critical function for Tata Motors. In recent past. Quality assurance plays an important role of establishing quality of new parts developed. Further. Quantum of outsourcing work and nature of technology to be developed decides the corresponding development agency. After which specific nodal agency is responsible for development of parts and aggregates till the product is brought to the level of regular procurement. Macro level parameters such as commodity prices. either central materials agency or the sourcing group attached to the respective factory (where the part will be consumed) will initiate the process for regular procurement. Strategically important sources with a potential of developing relationship into strategic alliances are finalised during this step. fluctuations in foreign exchange rates
. It starts as early as early vendor introduction when the product is in concept stage. Different agencies participate during the entire product life cycle. Cost is an important parameter of our business model. oil prices. It also keeps vigilance for maintaining consistency in regular suppliers.
productivity improvement cell plays an important role of helping vendors for improving productivity by special task force. The matter of cost increase or decrease is addressed by a separate agency that initiate and settle cost saving activities. both local and overseas.
. Similarly a centralised import cell co ordinate all import related activates. respective sourcing agency co-ordinates for fulfilling on field spare part requirements.and slacking domestic demand has resulted into tremendous pressure on product costing as it is very difficult to TML to pass it to end customer. E sourcing tool is effectively used to reduce cost of procurement. which works at
supplier’s locations. At appropriate phase. Tooling division provides necessary tooling as per the policy and planning done by project planning team. Sourcing team co-ordinates with these different internal agencies to smoothly execute the project and meet the project time lines. If insisted by suppliers.
PRODUCT PROFILE TATA MOTORS
Passengers Cars: • INDICA VISTA • INDICA V2 XETA • INDICA V2
• • • • • •
INDICO MANZA INDICO CS INDICO MARINA INDICO XL NANO FIAT CARS
Utility Vehicles: • • • • • ARIA SAFARI DICOR SUMO XENON XT SUMO GRAND MK II
Trucks: • • • • • • • MEDIUM AND HEAVY COMMERCIAL VEHICLES PRIMA CONSTRUCK INTERMEDIATE COMMERCIAL VEHICLES LIGHT COMMERCIAL VEHICLES SMALLL COMMERCIAL VEHICLES TL 4x4
Commercial Passenger Carriers: • BUSES • WINGER • MAGIC
.ne t No rth America South America European Union Other Europ e Jap an Asia-other than Japan 5 2001 2002 2003 2004
Data excludes 2 -wheelers where Asia is not only the largest prod ucer. bu t is also the largest market
0 19 97 19 98 1999 2000 Ye ar Sour ce : OICA.World Vehicle Produ ction Trends (in '000s) Asia’s share of the world vehicle production is growing significantly.
Example. internal space that are more important factors given the road and traffic conditions in India.CHAPTER-2 MARKETING STRATEGIES OF TATA MOTORS
Strategic Framework of Tata Motors:Tata Motors is certified as ISO 9001:2000 compliant in Quality Management System and as ISO 14001:1996 compliant in Environmental Management System. there is no point designing a car that can run at
. They are known to be very much customer focused and are very conscious about the fitment of their products for customer needs. They believe in continuous innovations as they keep on releasing new innovations in their existing models. Hence. Reviews by Indian Motor sites reveal that the Tata Motors Indica & Indigo models possess sluggish performance of engine in terms of speed and performance but are good in terms of fuel efficiency. they possess global recognition in best practices that strengthens their branding at a global level. maintainability. Although the indigenous cars of Tata Motors do not compare with the engineering excellence of a global player like Ford Motor Company. they are well suited for Asian conditions where the comfort factor is more important than cruising at high speeds. This reveals that Tata Motors have focused on the local conditions of the country and have designed cars that are more suitable for customer needs rather than imposing additional but useless engineering on them.
business logistics management. They also use BMC Software for business services management under the ITIL and ISO 20000:2005 framework. customer relationship management. Siebel for Customer network management. human resources management and Finance management. They possess Computer Aided Design and Computer Aided Modeling technologies. Justin (2009) reveals that Tata Motors could commit this price to the industry due to their excellent backend supply chain network.100 miles per hour if the maximum speeds that can be achieved even at best roads is 70 miles an hour. The entire world is surprised by the launch of Tata Nano that shall be priced at $2500 approximately. SAP for supplier relationships and supply chain management. Tata Motors uses Ariba spend management solution as reported by Business Wire in 2005. Ariba is a software based platform that helps in reducing bottom line costs considerably. Tata Motors worked very early with their suppliers in arriving at the cost estimate of the car – to the extent that even the functional specifications of the parts were completed much before even talking about the car to the markets. The IT systems of Tata Motors limited are outsourced to their
. One of the major success factors of Tata Motors are their supply chain excellence. Tata Motors is a modest company when it comes to spending because one of their primary objectives has been achieving highest operational efficiencies at lowest costs. An analysis by Fogarty. Tata Motors extensively uses Information Technology to support their business objectives.
One good thing about this acquisition is that the heritages of India and Britain have many common links including the very establishment of Tata Group that was done during the British rule in India.
. Tata Motors have not done well in entering the motor markets in western countries and hence this acquisition presents an excellent opportunity for Tata Motors to establish their presence in UK and European car markets. Tata Motors do have the fundamentals to play the role of change agent for some of the major changes in the global automobile industry. The BMC tools help them to manage IT services management.group company named Tata Technologies Limited. The fundamentals of Tata Motors possess many best practices of the British industries and hence the employees of Jaguar and Land Rover will be able to easily correlate the culture of Tata Motors with the original British heritage although these organizations have remained under American influence for so long. and ISO 20000:2005. Jaguar and Land Rover may not have done well in the recent past but they have remained the pride and heritage of Great Britain and are very close to heart of the native British citizens. IT change management and also to comply with critical statutory laws and best practices like Sarbanes Oxley Act. ITIL. Tata Motors may just have to apply some technical innovations in these cars and reprice them according to the modern economics and these models for sure will again do wonders in the UK markets. Historically.
com expects a booking of 500. Hence. Tata Nano is going to be a major challenge for Tata Motors whereby they would need to aggressively deploy new plants although they are reeling under cash crunch due to their acquisition of Jaguar and Land Rover in 2008.000 cars per year whereas Brown. overall it is a “do or die” situation for Tata Motors – if they succeed they will attain the status of no. Tata Motors have priced this car at $2500 approximately which itself is a challenge for them to fulfill. Robin (2009) of motortorque. they are in the process of setting up a new factory such that the combined output of Tata Motors can be 250000 cars per year which again will take two years to fulfill the bookings of the first lot itself. After the Singur crisis. Hence. They have already made a loss of more than 300 Million Dollars because they had to shift their entire plant for Tata Nano manufacturing from a location called “Singur” in the eastern part of India amidst local disturbances and security problems. but if they fail they would lose reputation in the global markets permanently.The biggest gamble that Tata Motors is currently playing is the Tata Nano targeted at urban middle class that are yet to afford a car and have been moving on Motorcycles.
.000 units in the first lot itself. 1 small car manufacturer of the world. The current manufacturing capacity of Tata Nano is 50. This means that in the current capacity Tata Motors will take 10 years to fulfill the orders of first lot itself.
and threat of substitute products or services.
. We hereby introduce a brief introduction about this model and then determine the competitive positioning of Tata Motors with the help of this model. These forces determine the competitive position of organizations in the markets of their operations. In 1980. Michael Porter presented the five forces that shape competition in the industry for any business organization as – Rivalry among existing competitors. threats of new entrants.Analysis of Tata Motors as per Michael Porter’s Five Forces Model that shape Industry Competition. bargaining power of suppliers. bargaining power of buyers.
The threats of new entrants and substitute products and services are prevalent in industries where major innovations are underway that can potentially cause creative destruction of the existing products and services. New entrants always enter the markets with a desire to capture market shares quickly and hence tend to put lot of pressure on product pricing thus capping the profit potential of the market.One important observation that Michael E Porter made about these forces
that if these forces are intense then almost no company gains distinct competitive advantages and earns attractive returns on investments.
Ansoff Analysis of Tata MotorsAnsoff. Following is the image of original sketch of the matrix drawn by Ansoff himself:
. H I (1958) developed a matrix to analyze the product marketing strategy of an organization when designing a model for diversification.
A simpler Ansoff marketing presented
form of product strategy is below:
the strategy based on existing value chains of organizations possesses lowest risks while the strategy requiring deployment of altogether new value chains by organizations possesses highest risk. Thus market penetration strategies possess lowest risks associated with the implementation but diversification possesses highest risks associated with the implementation. If we take a closer look at the strategies of Tata Motors and map with
.Each of these quadrants describes a specific product marketing strategy as detailed below:
• Existing products to be marketed in existing markets – market penetration strategy • New products to be marketed in existing markets – product development strategy • Existing products to be marketed in new markets – market development strategy • New products to be marketed in new markets – diversification strategy
In order of risks.
If things favor them. then they can suffer losses that will take decades for them to repair. We present the following analysis for justifying this conclusion: Tata Motors is currently implementing high risk strategies given that they have attempted to enter two new markets where they do not possess any expertise – UK and European premium car markets with the help of Jaguar and Land Rover and the $2500 Nano car that may altogether develop a new car market globally. performance indicators (KPIs).Ansoff matrix. they have the potential to become the next Ford of the world but if the happenings do not favor them (like the Singur crisis witnessed by them).
Balanced Score Card Analysis of Tata Motors
Kaplan and Norton (1996) developed the balanced score card strategy to assess the performance of businesses by virtue of their internal competencies measured through key. we can easily conclude that Tata Motors is applying strategies with highest risks and hence is in a make or break mode. The balanced scorecard is presented in the figure below:
Internal Business Process and Learning and Growth.
.The strategy is based on four primary factors that balance each other in a strategic framework – Customer. This dissertation will result in detailed financial perspective of Financials and Customers and hence we will revisit the Balanced Score Card later in the dissertation. The internal business processes and learning and growth perspective has been quite sound in Tata Motors but the perspectives have been entirely different. Financial. The Customer and Financial perspective is the way the company appears to the customers and the Stake Holders whereas the Internal Business Processes and Learning and Growth perspective is the way the company appears to the internal employees and managers.
They have developed Nano as per Indian conditions to start with but are ready to match the localized conditions required at the global level – like the stringent emission norms of Europe. Tata Motors appear to be far behind this strategy as compared to Ford Motors but they appear to be taking the same path towards globalization. the figures published by New York Stock Exchange have been incorporated here for analysis:
FINANCIAL ANALYSIS OF TATA MOTORS
The figures presented here of Tata Motor company have not been matched with their annual statements because the US Dollars to Indian Rupees fluctuations of all the five years may have to be taken into account which may impact the accuracy. They already have the basics in place to apply the knowledge in Nano and it may be just a matter of time that they will be able to achieve compliance for Nano against the regulations of Europe and other countries that they are targeting. Therefore.This has resulted in they able to deliver different variants of cars as per the requirements of different countries using the same spares supplied by their centralized supply chain vendor. They already have their small trucks (Tata Sierra) operating in UK which must have developed their knowledge on UK and European market requirements. after the acquisition of Jaguar and Land Rover their knowledge will be strengthened further.
we present the key ratios of Tata Motors:-
In the table below. Investors have been losing money considerably in Tata Motors has been consistently ensuring returns to investors although the magnitude not growing.Table: Earnings per Share and Dividend per share of Tata Motors
The above analysis shows dismal performance of Tata Motors in the last five years.
Their strategy has been to reserve customers by charging booking amounts such that they first secure the customer base and then start manufacturing. They are very cost conscious about overheads or extra inventory and hence manufacture
.Stock Chart of Tata Motors:-
FIRM STRATEGY AND RIVALRY OF TATA MOTORS
Tata Motors strategy has been different compared to Ford Motors. They defeated their rivals by capturing the opportunities much ahead of competition even before they are prepared to deliver against orders.
strictly against orders.
Michael Porter Diamond Model of Competitive Advantages of Tata Motors:-
Michael E Porter developed the Diamond Model to analyze the competitive advantages of nations to analyze how some countries gain competitive advantages in certain industrial sectors by developing their respective indigenous industries. The Michael Porter’s Diamond Model is presented in the following figure:
. Given that their Nano concept is not yet challenged by any competition. We hereby present the analysis of Tata Motors using these models. it would be easier for them to reserve the bookings such that even if they face a competition. their customers of first lot will remain untouched. This model and the five forces model of firm competitiveness have become empirical generalizations in strategic analysis of companies. Their strategy in the launch of Tata Nano is the same whereby they first intend to secure the customers by charging nominal booking amounts and then deliver the cars gradually as and when they are launched.
1990. in the services.
. Michael E. The innovations of all companies appear to be their own but are actually based on some strong fundamentals of factors that interact with each other considerably (Porter.Organizations that have achieved competitive advantages across the world have carried out innovations in their product offerings. pp75). in the way they do business and in the way they compete in the marketplace. The diamond model presents a strong correlation of the four underlying influencing factors governing the success of an organization at National as well as International level with the help of the controls of the local Government on these influencing factors acting as the Catalyst.
they have decades of experience in developing
.DEMAND CONDITIONS OF TATA MOTORS
Tata Motors have not developed the competency of localization of products and services as per local demands. In India.
they failed in City Rover miserably because they tried to push cars fit for Indian conditions into Europe which is considered as a blunder today.
CHAPTER-3 MARKET GROWTH GROWTH OF TATA MOTORS
. The government machinery of India has already helped them to stretch their legs beyond the country limits (like the legal and statutory framework of India has allowed them to acquire British companies and launch Nano worldwide through Geneva). But they have not mastered the art of localization of products as per the regional demands in countries of their operations. Hence. overall it will take a long time for them to establish global branding. Example.products against local demands and hence are very successful.
When we look at the one time income from the sale of investments last year same quarter. which is actually down by 40.
According to Ralf Speth.17 crore for the same time last year.99 percent to Rs 28. then the firm's local profits had increased by 20.70 crore during the period under review as against the Rs 729.801.495. Chief Executive Officer of JLR due to supply constraints there was certainly a bearing on the production of vehicles.78 crore in the year ago period. The firm's net profit increased to Rs 2. 2010 as against the mere Rs 21. with its Jaguar Land Rover division creating history of sorts by posting a hundered folf increase in net profit and all other vehicles also reporting a healthy growth.99 crore for the the second quarter ending September 30. otherwise the sales would have been pretty much more.6 percent.54 crore. The firm is possitive about its sales
. in comparison with Rs 21.Tata Motors is in cloud nine.448 crore by the Bloomberg News poll by analysts. The second quarter profit was tagged at Rs 1.65 percent.222.
Tata Motors has registered a stand alone basis a net profit of Rs 432.14 crore in the previous fiscal. so to say as the largest automotive player in the country. While the total income sizzled by 33.
as almost half of JLR's turnover is in terms of USD and one-fifth is related to euro. as it is the world's largest car market for consolidating in that market. While expressing the anxiety of spiralling raw material costs. at the same time 7. this would defenitely have a bearing on its profit margin.growth in the coming months.7 percent against the euro.9 perccent against the USD. Tata Motors says that there are a good measure of concernes as far as the commodity prices are concerned and adds that firm had initiated various methodologies to tide over the crisis and to reduce the impact into a manegable level. Prakash M Telang. while it is also contemplating on establishing an assembly unit in India. China focus JLR is eying China. Managing Director (India Operations). apparently with the Indian ruppees gaining strength against these two currencies this year. Chief Financial Officer of Tata Motors did not hide his apprehension and added that the exchange rates might as well have a negative impact on the profit margin in the coming days. but what actually worries it is the fact that the fluctuating exchange rate would take a hit in its profit margin. the INR has gained strength by 4.
C Ramakrishnan. Though the officials say there is no such thing
. As early as January this year.
the industry pundits estimate. A slew of new products means.called capacity constraint in Tata Motors but admit that there certainly is constraints on parts supply. What is more.5 percent. JLR can sustain the momentum of upward tick in this fortune. which obviously was commanding a premium of a minimum of ten percent over its existing brands that had helped the firm to enhance its business growth by one percentage point to 16. JLR has had a positive side of story to say.
GROWTH IN INDIAN MARKET
India growth story
. though again it all depends on the currency fluctuations.
As Europe and US markets are on the recovery mode from the economic slowdown. The increase in sales is partly due to the fact that the firm had rolled out new models including the XJ. the UK subsidiary has increased its business to that region by 43 percent to Rs 16. though they have their share of skepticism as to whether the firm could repeat its first half performance yet again in the second half.170 crore.
there is no second thought that Tata Motors would continue to grow in the Indian market. thanks to the strong showing of its bus and trucks business.Tata Motors India growth story is on a sound note as it had posted a sales of Rs 1.15.2 percent higher than the previous fiscal.
.04 crore. meaning 44. What with new products like Tata Aria being rolled out in the Indian market.
Organization Structure – TATA Motors Senior Management Team
Organization Structure TATA Motors – Senior Ma nage me nt Team
R N Tata (Chairman– Tata Motors) Ravi Kant
(Mana ging Director) P P Kadle (ED – Fi nance & Corpora te Affa irs)
A P Arya (Pre sident– Hea vy and Me dium Commerci al Ve hicles
P M Telang (President – L igh t and Small Commercial Vehicles)
Ra jiv Dube (Sr Vice Pre sident Pa ssenger – Cars)
Enginee ring Re searc h Ce ntre
Key C hallenges facing the industry
Increasingl y Stringent Emission & Safety Regulations
Tech nolo gical capa bility Cost
Increase in input prices
Ferrous & No n -Ferro us Met als Crude o il & de rivatives Natural rub ber
Transi ti on of Em ission & S afety R egulations for Vehicl es 3 India Y EAR E mission Regulation Metro Cities Rest of Country B S 2 (Euro II) BS 1 (Euro I ) Safety Regul ati on Underbody Protect ion D evic es A dv anc e Warning Triangles S pray S uppres sion. Headlamp l ev el lers AB S. Pedest rian P rotec tion (Expect ed)
Rising Custom er Expectations
Produ ct fea tures Quality & reliability
BS 3 (E uro II I) B S 4 (Euro IV)
B S 2 (Euro II) BS 3 (Euro II I)
Integration with Global Markets
Lowerin g product life c ycles Reducing time -to-market fo r n ew products Threa t of new competition
KEY CHALLENGES OF TATA MOTORS
. Noise Norms .
100 . 414
150 .W he e le r P rodu ct ion (N os .
300 . 748
250 .) C AG R 1 7 % –
400 . for both G ood s Tra ns por t (4 0 %) a nd Pa s s enge r Tr a ns por t (6 0% ).223 2 76.THREE WHEELERS AUTO INDUSTRY
3. 234 212.000
Pr e dom inan tly use d for c om me r c ia l pur pose s .000
35 6.71 9 203.000
0 2 000-01 200 1-02 2002-0 3 Y ear 2003-04 2004-05
Thr ee W hee le r
INDIAN THREE WHEELER MARKET SURVEY
Indian 3 heeler Market -W Sub-segm ents and Competitive Scenario
Sub Se gments
Sco oter s In dia
Pa sse nge r
Figures denote M kt Share (Apr 05) -Oct
In dia is the larg est three wheeler market in th e wo rld
T he I nd ia n 3he e le r I nd us tr y -W
In d ian -w h ee ler In d u st ry 3
C h arac te rist ics
S im ila rit y w i th G lo b a l In d u •stN on e . ry
• P ro d u ct un iq u e t o e m erg in g m ark et s in S ou ast / S ou t h -E t h Asia & p a rts o f Af rica
Dis-s im ila rit y w it h G lo b al • P ro d u ct de sig n & ex ecu t io n f oc u s o n t ech n o lo g ica l sim p lic it an d ea se o f u se . In d u st ry
• L ess er c om p e ti tiv e in t en si ty as co m p ared t o o t h er se gm e n ts
77 8 c on d itio n s.3 25
51 . 519 63.0 00
60. 371 1.0 00
K e y T re n d s
CA a t f G o od s s eg m en t g ro w in g GR– 17a%st er
Pa ss e nger V e hicle Pr oduc t io n & M ark e t S ub-S eg m en ts ( N os .
M a rke t 782.50 5
s af e ty re g u la tio n s is d o u bt f ul.5 sh b u ild in g u p f o r p ro d uc t p u 62
557. I d ea l f o r co n g es 9ed 67. 479 9 60.0 00 0 127.441 114. 673
In a d eq u a t e u rb a n & rura l p u b lic 8 00.0 00 513. 667
in cre a sin g ly s trin g en t e m is sio n & 146. n t S e lf m p lo y m e415 o pp o rt 500.0 00 tra n s po rt a tio n in f ra st ruc t ur e L o w in it ial ow n ers h ip c o st
4 00. 410
u p g rad a t io n.0 00.MARKET DRIVERS & KEY TRENDS OF TATA MOTORS
K e y M a r ke t D r iv e rs
“L as t M ile” T ra n sp o rta t io n n e ed s .75 1 105.4 00.0 In d ia 00 roa d s a n d tro p ic a l n 1 81. H ig h p rod u c t m anVe hiclehe USilitythe ominatePa by enar s e u v erma bk eAt .0 s la 6 00.
0 2000-01 2001-02 (*) MP Vs we re par t of P ass eng er Ca r seg men -0till 2 000 t 1 20 02-03 Yea r 200 3-04 2004-05
Pas s en ge r C a rsU t ility V ehic le sMu lti-Pu rpose Ve hic les
PASSNEGER VEHICLE PRODUCTION
. A b ility o f p ro d u ct t o m ee t 1.is d Indian d ss lipger ar & (7 t %) d rive ab ilit y. 301 f o r -e u n it y ( nt 2rge 00 eg m e *) of u rba n yo u th 00.2 00.)
U nlik e t cC .
INDIAN PASSENGER VEHICLE MARKET
Indian Passenger Vehic le Market – Competitiv e Sc enario
P assenger Cars Utility Vehicles M ulti P urp ose Vehicles
52% 2% 100%
17% 18% -
19% 1% -
5% 1% -
2% 10% -
2% 1% -
< 1% <1% <1% <1%
42% 21% -
Figures denote M kt S hare (Apr 05) -Oct
4th largest Passenger Vehicle M arket in Asia
• E m erg e nc e o f st ro n g do m e st ic p l aye rs ( TATA. In d u st ry ( 80% o f cars so ld are pri ced b e lo w U S D 120 00)
• L arg e p ro p o rti on o f ch au f f er d riv en ca rs.T he I nd ia n Pa s s e ng e r v e hi c le In du s tr y
In di an P ass en g er Ve h icle In d u st ry C h ara ct erist ic s
S im ila rit y w i th G lo b a l In d u • M ul ti pl e seg m en t at io n ac ros s & w it hi n m a jo r se g m en t s st ry
• C ar s (A.5 % VAT. p erf o rm an ce an d Dis-s im ila rit y w it h G lo b al p o w er. 1 2.ult i
• L arg e v arie ty o f p ro d u ct s & c ho ic e f o r t h e cu st o m er ( 13 m a nu f ac tu re rs. B . 5 0+ M o de ls) • M arke t d o m in at ed b y M i ni Ca rs & H at ch b ac ks (> 80 %) • H ig h i nc id en ce o f t ax es in Ca r P ri ces . Re ar P ass en g er c o m fo r is a cri tic al i nf lu e nc e in p u rc ha sin g d eci sio n s. Se da ns . Lo ca l Ta x e s as a pplic ab le )
• C us to m e r pre f eren ce d riv en b y v alu e fo r m o n ey an d c os t o f o w n ersh i p co n si d erat io n s ra th e r t h an im ag e. N ot chba c k s . M ah in d ra ). St ation W ag on s & S a lo on s) • U tility Ve hic le s (M& Spor ts U tility) . • S t ro ng d em a n d p u ll fo r U t ilit y ve hi cles fro m P riva te Ta xi s eg m en t
(2 4% E xc is e D uty. C . D & E s eg m e n ts ) (H at chb ac k s .
Passenger Car Penetration is low in India
n o i t a l u p o p d n a s u o h t r e p s r a C
The low penetration presents an opportunity for industry players to offer an af ford able fo-ur wheeled alternative to the mass of -wheeler 2 customers
) CAGR – 22%
400 .COMMERCIAL VEHICLE PRODUCTION
Commercial V ehicle P rod uction & Market S ub-S egments (Nos.000 6 8.000
50 .195 150 .752 1 20.000
350 .917 200 .000 8 7.000 10 8. Indian Market has seen dominance by Medium Commercial vehicles
0 2 000-01 200 1-02 2002-0 3 Year 2003-04 2004-05
M edium & Heavy Commercial Vehicles ig ht Commercial Vehicles L
Unlike most developed markets.143 16 6.756 211.922 100 .000 83.890
250 .50 2 65.784 96.
.In d ia n C o m m e rc ia l V e h ic le CM a r ke ttitiv e S c e na r io – om pe
M e diu m & H e av y C -V T r uc k s B u s es L . M – & HCV
24% 30% <1%
8% 5% 4%
3% 6% 3%
<1% 1% -
Lig ht & S m all C o m m V – h 59% e T r uc k s
F ig u r e s d e n o te M k t Sh-O rct (Ap)r a e 05 TAT A M o t o rs d o min a te s o v e r 6 0 % o f th e In d ia n C o m me r c ia l Ve h icle M a r ke t. It is als o th e W o r ld ’s f ifth la r g es t M e d iu m & H e a v y c o m m er c ia l v e h ic le m an u fa ctu re r .
• S tro n g p rice en t ry b a rriers crea te d b y do m e st ic p la yers
.T he I nd ia n C V In dus tr y
In d ia n C V In d u st ry
C h a rac t er is t ic s
In dia n C V Ind us tr y
250 200 150 N in'000 os 100 50 0
707 72-71 74.7 8 90-99 92-91 94-93 95 199 6-97 8-9 9 00-0 02-01 3
S im il ar w it h G l ob a lC yc lica l • C V In d u st ry
CAG R : 5 %
D is-s im ila r to • S ecu la r lo n g te rm g ro w t h t ren d G lo b al C V I nd u s tryL o w e r P o w er t o W e ig ht R at io s •
• E arly st ag e o f ro ad d e vel o pm e n t • L e ss d eg re e o f p ro du c t s o p hi st icat io n .3 8 86-85 88.3 76-75 7 78-77 80-89 82-81 84.
Key Market Drivers
G rowth in E c onom ic Ac tiv ity
Roa d Netwo rk Dev elop me nt
Low in terest rates .
High se nsitiv ity t o Fuel prices
. W ide v ariety an d ea sy av a ilability of Fin anc in g opt io ns.
n o i t a r t e n e p k c u r T
n o i t a l u p o p m / V C H M
600 500 400 300
Romani a Portugal Argent ina Brazil Hungary China South Africa Spain
3 2 1
10 15 20 25
China South India (A L) Africa 1 00 Indonesi a I ndia
200 Mexic o 100 0 0
0 0 0 .Ind ian CV Ind ustry: Trucks
The growth of the Commercial vehicle industry is critically dependent on Infrastructure dev elopment & economic activity
Impact of Road development Dramatic impact in initial stage of road development Impact of GDP G row th. Worldbank.5
Indonesi a I ndi a
Road Density 2 Paved Highway (km) / Area (km) Source: VDA ( German Automotive Association).
10 00 9 00 8 00 n o i t a r t e n e p k c u r T n o i t a l u p o p m / V C H M 7 00 6 00 5 00 4 00 3 00 2 00
Germany France UK
1000 900 800
Aus tralia Russi a Argent ina Brazil
3 2 1 1 1. DRI Automotiver eport
GDP per capita 1000 US$ / head
M igrat io n f rom erst wh ile “B asic M CV W orkhorse ” to “H ub & S poke” Mode l In creasing P ower to we ig ht ratio In creasing cust om er e mp hasis on a est hetics a nd com f ort. A rrival of G lob al P laye rs Diverge nce in Truck and Bu s Technolog y Focus on Fu lly B uilt Transport S olutions
43 A rag Pow to W ig ratio ve e er e ht
Average Power To Weight Ratios Of Sele cted Countries
18 Europe 16 14
12 Bra zil 10 C hina 8 India 6 4 2
1 5 25 35 45
G (Ton VW nes)
Great engineering and design in a rules-breaking product that has generated global awareness and admiration • The brand is very well established in the economy segment • Tata’s management is strengthened by the collective experience of its partners and acquired companies – this includes general management.STRATEGIC ANALYSIS SWOT ANALYSIS OF TATA MOTORS
Strengths • The Nano is Tata’s iPod. installing Tata leaders from afar.
Tata Motors is not well positioned in the luxury segment. sales and operations • Tata’s buying power is enhanced and leveraged through its size
Tata is making smart acquisition and partnering decisions so far. marketing.
. Local management teams remain in place vs.
Most of the automobiles Tata manufactures are based on older platforms. 1+1 = 3 seems to be working so far. This is not a problem during recessionary times but a lack of diversification can hurt during better times. The Company’s manufacturing practices trail competitors.
Powerful competitors for the luxury market including Honda. It appears to have an excellent opportunity for future success but like all businesses. faces significant challenges. Expanding markets such as China may find the Nano.Opportunities
The Nano could sell well in other geographic markets.
• Rising material costs will create pressure to increase prices
There is a trending rise in diesel fuel costs which will hurt Tata’s line of products. Ford and Mercedes-Benz are beginning to push into the Indian market.
Jaguar and Land Rover provide Tata with an opportunity to establish itself in the luxury segment.
One of the conclusions I’ve reached in my SWOT analysis of Tata Motors is that the company has done of a very good job in the past five years of strengthening its position in the market.
Tata’s competitive price advantage will be under pressure as environmental regulations are tightened.
BCG PRODUCT PORTFOLIO MATRIX OF TATA
q u a l i t y p r o d u c t s a n d s e r v i c e s o f i n t er n a t i o n a l s t a n d a r d s b y u s i n g environmentally sustainable technologies for improving levels of efficiency and productivity within its plants and ancillaries.TATA motor vehicles have a great brand image as a quality brand in the market for motor vehicles in Mangalore as well as in the country. T AT A satisfaction Motors and is committed to maximizing customer
strives to achieve the
goals of excellence by
continuous improvement through ongoing design and development. manufacture and sale of reliable. safe
coste f f e c t i v e . The company is continuously thriving to ensure Total Quality service (TQS) and which can be compared to the best in the world.
FINDINGS & SUGGESTIONS
. produce power and economy cars for the people of India and worldwide. This project has given me firsth a n d k n o w l e d g e of o n e of t h e l e a d i n g a u t o m o b i l e d i s t r i b u t i o n c o m p a n y i n India.
• Tata Motors is a number three in passenger car market after Maruti-Suzuki & Hyundai.
• Product will have a gradual progress because most industries will wait for the response about the product from other company. • Majority of the customers see Tata Motors with savings. people are highly convinced that Tata Motors will yield them better results. • Most of the customer spend large sum of money. • Out of the samples. • Customers were educated by me about fuel efficient cars by Tata Motors. the following suggestions could be made:
As the sales of Maruti grows as well as Hyundai Santro is still doing well in mid size and small size segment so the Indica may be a good options for the company in this terms for sustaining sales in long run as well as in the current situations.
Suggestions:Based on the findings from the analysis.
www.• Demo of the product should be made available to customers. • Technical details should be made available to the customers in the most accurate numerical form.tata.
The Indica has remained a best seller throughout in the industry figuring in the top 3 selling list of cars for most of the years.
• The distribution channel should be more efficient to cater the demand during peak sessions like during dushera. since most of the purchase decisions based on it.com
. diwali etc.
• docs.com www.google.• • • • •