A Project On

“Study on Consumer’s Response

Towards
Tata NANO”

(Submitted in partial fulfilment of the requirement of Master of Business Administration,

Distance Education Guru Jambheshwar University of Science & Technology , Hisar

Research Supervisor:
Ms. Sridevi Chaudhuri Submitted By:
Designation : Sr. Lect. Marketing Ashwani Bajaj
Enrollment No.08061148097
Specialization: MARKETING

Session 2008-10
Directorate of Distance Education
Guru Jambheshwar University of Science & Technology Hisar (India)
 CERTIFICATE

This is to certify that Mr. Ashwani Bajaj, Enrollment No.08061148097 has

completed and submitted the Project Report entitled “Tata Nano” towards part fulfilment of
the requirements for the award of the Post Graduate Diploma in Management .

This Report is the result of his/her own work and to the best of my knowledge no part of it
has earlier comprised any other report, monograph, dissertation or book. This project was
carried out under my overall supervision.

Ms. Sridevi Chaudhuri

Date:
Place:
 Table of Contents
Chapters Contents Page No.

Letter of Acknowledgement
Executive Summary

Chapter 1 Introduction
1.1 Introduction to the Group
1.2 Introduction to TATA Motors
1.3 Introduction to TATA NANO

Chapter 2 Literature Review

2.1 Industry Structure & Developments
2.2 Articles
2.3 The Blue Ocean Strategy

Chapter 3 Research Methodology & Data Collection

3.1 Statement of Problem
3.2 Objective
3.3 Research Design
3.4 Questionnaire Development & Pre-testing
3.5 Sampling Methodology

Chapter 4 Data Analysis & Interpretation

Chapter 5 Conclusions & Recommendations

Annexure 1 Bibliography

Annexure 2 Questionnaire

Letter of Acknowledgement

I would like to take this opportunity to thank all the people whose support and co-operation
led to the successful completion of this project.
I express my sincere thanks to Ms. Sridevi Chaudhuri for his valuable guidance, support and
suggestion in the competition of the project.

Ashwani Bajaj

Executive Summary
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. Some of the major players in Indian
automobile industry are Maruti Suzuki, Tata Motors, Hyundai, Honda and many more.
The launch of Tata Nano by Tata Motors had brought a revolutionary change in the
automobile industry. It has lead to the launch of a new segment, a new entry level car which
is almost half the price of its closest competitor (in terms of price) Maruti 800.
This research project is based on understanding the consumers’ response towards Tata Nano.
How do consumers’ see Tata Nano, What is there perception towards Tata Nano, how do
they perceive its quality and performance as compared to its competitors. Do they find it to
be value for money or they find that quality and performance is lacking behind.
To find answers to all the above questions and to fulfil the objectives, a primary research was
conducted. Before conducting the primary research, a lot of books, articles were read on
Indian Automobile industry, Tata Nano and the consumer Behaviour. Then, the primary
research was conducted.
The project started with keeping in mind the objectives to be fulfilled. Then the type of
research and the survey was decided. After that, Questionnaire was developed and its pilot
testing was done. Then Sampling technique and sampling size was determined. Then, the
most important, filed survey was conducted and data entry was done and various statistical
tools were applied, so that the data can be converted into information and certain trends can
be found and decision can be taken accordingly.
 Chapter 1

INTRODUCTION
 Introduction to the Group

Tata Group operates in seven business sectors: communications and information technology,
engineering, materials, services, energy, consumer products and chemicals. They are, by and
large, based in India and have significant international operations. The total revenue of Tata
companies, taken together, was $70.8 billion in 2008-09, with 64.7 per cent of this coming
from business outside India, and they employ around 357,000 people worldwide. The Tata
name has been respected in India for 140 years for its adherence to strong values and business
ethics.

Every Tata company or enterprise operates independently. Each of these companies has its
own board of directors and shareholders, to whom it is answerable. There are 27 publicly
listed Tata enterprises and they have a combined market capitalisation of some $60 billion,
and a shareholder base of 3.5 million. The major Tata companies are Tata Steel, Tata Motors,
Tata Consultancy Services (TCS), Tata Power, Tata Chemicals, Tata Tea, Indian Hotels and
Tata Communications.

Tata Steel became the sixth largest steel maker in the world after it acquired Corus. Tata
Motors is among the top five commercial vehicle manufacturers in the world and has recently
acquired Jaguar and Land Rover. TCS is a leading global software company, with delivery
centres in the US, UK, Hungary, Brazil, Uruguay and China, besides India. Tata Tea is the
second largest branded tea company in the world, through its UK-based subsidiary Tetley.
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.

In tandem with the increasing international footprint of Tata companies, the Tata brand is
also gaining international recognition. Brand Finance, a UK-based consultancy firm, recently
valued the Tata brand at $9.92 billion and ranked it 51st among the world's Top 100
brands. Businessweek magazine ranked Tata 13th among the '25 Most Innovative Companies'
list and the Reputation Institute, USA, recently rated it 11th on its list of world's most
reputable companies.

Founded by Jamsetji Tata in 1868, Tata’s early years were inspired by the spirit of
nationalism. It pioneered several industries of national importance in India: steel, power,
hospitality and airlines. In more recent times, its pioneering spirit has been showcased by
companies such as TCS, India’s first software company, and Tata Motors, which made
India’s first indigenously developed car, the Indica, in 1998 and recently unveiled the world’s
lowest-cost car, the Tata Nano.

Tata companies have always believed in returning wealth to the society they serve. Two-
thirds of the equity of Tata Sons, the Tata promoter company, is held by philanthropic trusts
that have created national institutions for science and technology, medical research, social
studies and the performing arts. The trusts also provide aid and assistance to non-government
organisations working in the areas of education, healthcare and livelihoods. Tata companies
also extend social welfare activities to communities around their industrial units. 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.

Going forward, Tata is focusing on new technologies and innovation to drive its business in
India and internationally. The Nano car is one example, as is the Eka supercomputer
(developed by another Tata company), which in 2008 was ranked the world’s fourth fastest.
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, employees and civil society.

Introduction to Tata Motors Limited

Tata Motors Limited is India's largest automobile company, with consolidated revenues of
Rs.70,938.85 crores (USD 14 billion) in 2008-09. It is the leader in commercial vehicles in
each segment, and among the top three in passenger vehicles with winning products in the
compact, midsize car and utility vehicle segments. The company is the world's fourth largest
truck manufacturer, and the world's second largest bus manufacturer.

The company's 24,000 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."

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 in India is spread across Jamshedpur (Jharkhand), Pune
(Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka).
Following a strategic alliance with Fiat in 2005, 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. The company is establishing a new plant at Sanand (Gujarat). The
company's dealership, sales, services and spare parts network comprises over 3500 touch
points; Tata Motors also distributes and markets Fiat branded cars in India.

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. Through subsidiaries and associate companies, Tata Motors has operations in the
UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business
comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the
Daewoo Commercial Vehicles Company, South 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, and subsequently the remaining stake in 2009.
Hispano's presence is being expanded in other markets. In 2006, Tata Motors 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. In 2006, 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. The new plant of Tata Motors (Thailand) has begun production of the
Xenon pickup truck, with the Xenon having been launched in Thailand in 2008.

Tata Motors is also expanding its international footprint, established through exports since
1961. The company's commercial and passenger vehicles are already being marketed in
several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South
America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine,
Russia, Senegal and South Africa.

The foundation of the company's growth over the last 50 years 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. With over 3,000 engineers and scientists, the
company's Engineering Research Centre, established in 1966, has enabled pioneering
technologies and products. The company today has R&D centres in Pune, Jamshedpur,
Lucknow, Dharwad in India, and in South Korea, Spain, and the UK. 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.
In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first
indigenously developed mini-truck.

In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the
world have been looking forward to. The Tata Nano has been subsequently launched, as
planned, in India in March 2009. A development, which signifies a first for the global
automobile industry, the Nano brings the comfort and safety of a car within the reach of
thousands of families. The standard version has been priced at Rs.100,000 (excluding VAT
and transportation cost).

Designed with a family in mind, it has a roomy passenger compartment with generous leg
space and head room. It can comfortably seat four persons. Its mono-volume design will set a
new benchmark among small cars. Its safety performance exceeds regulatory requirements in
India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of
overall pollutants, it has a lower pollution level than two-wheelers being manufactured in
India today. The lean design strategy has helped minimise weight, which helps maximise
performance per unit of energy consumed and delivers high fuel efficiency. The high fuel
efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the
twin benefits of an affordable transportation solution with a low carbon footprint.

In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry,
in keeping with its pioneering tradition, by unveiling its new range of world standard trucks
called Prima. In their power, speed, carrying capacity, operating economy and trims, they will
introduce new benchmarks in India and match the best in the world in performance at a lower
life-cycle cost.

Tata Motors is equally focussed on environment-friendly technologies in emissions and

alternative fuels. . It has developed electric and hybrid vehicles both for personal and public
transportation. It has also been implementing several environment-friendly technologies in
manufacturing processes, significantly enhancing resource conservation. 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.

Tata Motors is committed to improving the quality of life of communities by working on four
thrust areas – employability, education, health and environment. The activities touch the lives
of more than a million citizens. 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. In health, our intervention is in both preventive and
curative health care. The goal of environment protection is achieved through tree plantation,
conserving water and creating new water bodies and, last but not the least, by introducing
appropriate technologies in our vehicles and operations for constantly enhancing environment
care.

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

Introduction to Tata NANO

Tata Nano is a rear engined, four-passenger city car built by Tata Motors, aimed primarily at
the Indian Market. The car has a fuel efficiency of around 26 kilometres per litre on the
highway and around 22 kilometres per litre in the city. It was first presented at the 9th
annual Auto Expo on January at Pragati Maidan in New Delhi, India. The Nano had its
commercial launch on March 23, 2009 and a booking period from April 9 to April 25,
generating more than 200,000 bookings for the car. The cars started to be delivered to
customers after July 17 2009, with a starting price of Rs. 1,00,000. This is cheaper than
the Maruti 800, its main competitor and next cheapest Indian car priced at Rs 184,641. Tata
had sought to produce the least expensive production car in the world — aiming for a starting
price of Rs 100,000.

Design:

Ratan Tata, the Chairman of Tata Motors, began development of the world's cheapest
production car in 2003, inspired by the number of Indian families with two-wheeled rather
than four-wheeled vehicles. The Nano's development has been tempered by the company's
success in producing the low cost 4 wheeled Ace truck in May 2005.

Contrary to speculation that the car might be a simple four-wheeled auto rickshaw, The
Times of India reported the vehicle is "a properly designed and built car". The Chairman is
reported to have said, "It is not a car with plastic curtains or no roof — it's a real car".

To achieve its design goals, Tata refined the manufacturing process, emphasized innovation
and sought new design approaches from suppliers. The car was designed at Italy's Institute of
Development in Automotive Engineering — with Ratan Tata requesting certain changes,
such as the elimination of one of two windscreen wipers. Many components of the Nano are
made in Germany by Bosch, such as fuel injection, brake system, Value Motronic ECU, ABS
and other technologies.

The Nano has 21% more interior space (albeit mostly as headroom, due to its tall stance) and
an 8% smaller exterior compared to its closest rival, the Maruti 800.

Cost cutting features:

 It has no power steering

 The base model has only three lug nets on the wheels instead of the usual four
  The base model has only one side view mirror
 Some use of plastic and glue in place of welded steel
 Manually operated side windows
 Air conditioning/heating not part of base model
 Airbags not part of base model

Pricing:

Tata initially targeted the vehicle as "the least expensive Production Car in the world" -
aiming for a starting price of Rs. 1,00,000 despite rapidly rising material prices at the time.

As of August 2008, material costs had risen from 13% to 23% over the car’s
development and Tata faced the choice of:

 Introducing the car with an artificially low price through government subsidies and
tax-breaks
 Forgoing profit on the car
 Using vertical-integration to artificially boost profits on cars at the expense of their
materials industries
 Partially using inexpensive polymers or Biodegradable Plastic instead of a full metal
body
 Raising the price of the car
 Chapter 2

LITERATURE REVIEW

Literature Review
Automobile Industry in India:

Since the first car rolled out on the streets of Mumbai (then Bombay) in 1898, the
Automobile Industry of India has come a long way. During its early stages the auto industry
was overlooked by the then Government and the policies were also not favorable. The
liberalization policy and various tax reliefs by the Govt. of India in recent years has made
remarkable impacts on Indian Automobile Industry. Indian auto industry, which is currently
growing at the pace of around 18 % per annum, has become a hot destination for global auto
players like Volvo, General Motors and Ford.

A well developed transportation system plays a key role in the development of an economy,
and India is no exception to it. With the growth of transportation system the Automotive
Industry of India is also growing at rapid speed, occupying an important place on the 'canvas'
of Indian economy.

Indian Automobile Industry is the Tenth largest in the world with an annual production of
approximately 2 million units. It is expected to become one of the major global automotive
industries in the coming years.

Indian Automobile Industry is:

 Largest three wheeler market in the world

 2nd largest two wheeler market in the world
 4th largest passenger vehicle market in Asia
 4th largest tractor market in the world
 5th largest commercial vehicle market in the world

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.

Porter’s Five Forces Analysis of Indian Automobile Sector

Threat of New
Entrants

Indust ry Rivalry Bargaining

Bargaining Power of
Power of Suppliers Customers

Threat of
Substitutes

1. Industry Rivalry
 Industry Concentration:
The Concentration Ratio (CR) indicates the percent of market share held by a
company. A high concentration ratio indicates that a high concentration of
market share is held by the largest firms - the industry is concentrated. With
only a few firms holding a large market share, the market is less competitive
(closer to a monopoly). A low concentration ratio indicates that the industry is
characterized by many rivals, none of which has a significant market share.
These fragmented markets are said to be competitive. If rivalry among firms in
an industry is low, the industry is considered to be disciplined.
 High Fixed costs
When total costs are mostly fixed costs, the firm must produce capacity to
attain the lowest unit costs. Since the firm must sell this large quantity of
product, high levels of production lead to a fight for market share and results
in increased rivalry. The industry is typically capital intensive and thus
involves high fixed costs.
  Slow market growth
In growing market, firms can improve their economies. Though the market
growth has been impressive in the last few years (about 8 to 15%), it takes a
beat in even slight economic disturbances as it involves a luxury good.
Aggressive pricing is needed to sustain growth in such situations.
 Diversity of rivals:
Industry becomes unstable as the diversification increases. In this case the
diversity of rivals is moderate as most offer products which are close to
standard versions and the competitors are also mostly similar in strength.
 Highly competitive industry:
The presence of many players of about the same size little differentiation
between competitors, and a very mature industry with very little growth were
the features of a highly competitive industry. Higher the competition in the
industry lower would be the profit margin. To remain ahead in competition,
auto-makers were tempted to offer value added services to the customers
incurring more costs.

2. Threat of New Entrants

These are the characteristics that inhibit the entrance of new rivals into the market and
in turn protect the profits of the existing firms. Based on the present profit levels in
the market, one can expect the entrance of new firms into the market or not. The
entrance is however also affected by the start-up costs.

 Economies of scale:
The Minimum Efficient Scale (MES) is the point at which unit costs are
minimized. The greater the difference between the MES and the entry unit
cost, greater is the barrier. Economies of scale are becoming increasingly
important as competition is driving the profit margins to lower levels. Also
being a capital intensive industry economies of scale have important
consequence
  Government policies:
o Automobile Industry was de-licensed in July 1991 with the
announcement of the New Industrial Policy
o The passenger car industry was de-licensed in 1993. No industrial
licence is required for setting up of any unit for manufacture of
automobiles except in some special cases
o The norms for Foreign Investment and import of technology have
been progressively liberalized over the years for manufacture of
vehicles including passenger cars in order to make this sector globally
competitive
o At present 100% Foreign Direct Investment (FDI) is permissible under
automatic route in this sector including passenger car segment. The
import of technology/technological upgradation on the royalty
payment of 5% without any duration limit and lump sum payment of
USD 2 million is allowed under automatic route in this sector
o The automotive industry comprising of the automobile and the auto
component sectors has made rapid strides since delicensing and
opening up of the sector to FDI in 1991
o The industry had an investment of about Rs. 50,000 crore in 2002-03
which has gone up to Rs. 80,000 crore by the year 2007. The
automotive industry has already attained a turnover of Rs. 1,65,000
crore (34 billion USD)
o The industry provides direct and indirect employment to 1.31 crore
people. The contribution of the automotive industry to GDP has risen
from 2.77% in 1992-93 to 5% in 2006-07. The industry is making a
contribution of 17% to the kitty of indirect taxes of the Government

With all the policies regarding the FDI and Tariff barriers as mentioned above, it has
become easier for the foreign players to enter the Indian automobile industry.

3. Threat of Substitutes
  The replacement market is characterized by the presence of several small-scale
suppliers who score over the organized players in terms of excise duty
exemptions and lower overheads.
 A product’s price elasticity is affected by the presence of substitutes as its
demand is affected by the change in the substitute’s prices
 The cost of the automobiles along with their operating costs was driving
customers to look for alternative transportation options
 The new technologies available also affect the demand of the product
E.g.: In case of Maruti’s products, the threat of substitutes is high. The
competition is intense as several players have products in the
categories given by Maruti. However, in the 800cc range it is the
market leader and the threat of substitute products is low. Price
performance comparison favors heavily towards Maruti in most
product categories. Also the high availability and quality of services
offered by Maruti gives the customer a better trade-off

4. Bargaining Power of Suppliers

 Suppliers can influence the industry by deciding on the price at which the raw
materials can be sold. This is done in order to capture profits from the market.
 Steel is a major input in this industry and so steel prices have a sharp and
immediate impact on the product price
 The industry being capital intensive switching costs of suppliers is high, other
than steel as raw material which is highly price sensitive and the firm may
easily move towards a supplier with lower cost

5. Bargaining Power of Buyers

 It specifies the impact of customers on the product
 When buyer power is strong, the buyer is the one who sets the price in the
market. Here there is purchases of large volumes
 There is prevalence of alternative options
  Price sensitive customers were some of the factors that determined the extent
of influence of the buyers in this industry
E.g.: In the case of Maruti, the sales volumes have shown increasing trend
over past so many years. The customers are more or less concentrated in metros or
other tier two cities. The industry is also concentrated in these regions mostly. Most of
them are have good amount of knowledge about the product. Except the 800cc range
in other categories brand loyalty is only moderate. Also it is difficult to measure since
repurchases are rare. Product differentiation is high as there are many categories in the
passenger vehicle segment. Buyers get incentives in the form of cost discounts and
better after sales services
 The major focus of Indian Component suppliers is Quality as suggested by one
of the Japanese Quality focus firm. The Industry association ACMA reports
that over 170 of its members have already received ISO-9000 certification and
23 have received QS9000 certification. There are examples of Indian suppliers
becoming single source global suppliers for leading OEMS (GM and Ford),
and also becoming global leaders with Sundaram Clayton receiving the
Deming award but there are few drawbacks as shown by A.T, Kearney survey
which found that defect rates in India are in the range of 1000-2000 ppm
against Japanese average of 100-200 ppm
 The rising gasoline price is bound to influence the buyers

Second Hand Market

 Worldwide, the ratio of new cars to old cars is one to four. In India, however, it is still
at one to one; with majority of the sales coming from the small car market
 The second-hand car market in India sees about 40,000 listings online every month
E.g.: Carwale.com also has tie-ups with leading car manufacturers like Maruti, Hyundai,
GM, Tata Motors, Mahindra, Mitsubishi, Ford, Toyota and Skoda, as well as finance
companies and banks like ICICI, Tata Finance and Deutsche bank, to facilitate the process of
buying and selling second-hand cars. “It is this easy accessibility that brings around 25,000
second-hand car enquirers to the portal every month, out of which 40% actually go on to buy
a car.
Articles:
 Low Nano volumes drives prices of used cars
Sohini Das / Mumbai/ Ahmedabad November 18, 2009, 0:46 IST

Low volumes of the 'common man's car', expected to encourage people to buy a brand new
car instead of an used one, has, however, put prices in the used car market back on track.

In March this year, the anticipation of Nano launch coupled with a sluggish demand had
made a sharp dent in used car prices by 25-30 per cent. Dealers had feared a further dip in
prices by around 10 per cent.

"People were postponing purchases in anticipation of the Tata Nano which was pegged at Rs
1 lakh for a starting price, and prices of base cars like a Maruti-800 in the used car market
was down to Rs 85,000-90,000 then," said a Delhi-based dealer.

However, now prices are now picking up partly because the demand is growing and also
because one may have to wait for as long as one year to own the world's most affordable car,
claimed organised multi-brand used car players. Vinay Sanghi, chief executive officer of
Mumbai-based Motor Exchange claimed that there is hardly any impact of the Nano on used
car prices across the country currently.

Industry insiders claimed that the Nano has definitely not been able to bring down prices in
the used car market as was expected before its launch.

A senior official in a Mumbai-based organised multi-brand used car company who did not
want to be identified said, "During the launch of the Nano in March-April this year there was
a general lull in the market when car sales had dipped. A lot of it was speculated to be the
Nano impact. However, the market is now getting back on track and the used car sales are
also picking up without much impact on their prices for the Nano."

He also explained that the Nano has to reach a critical mass in the market to be able to exert
pressure on used car prices. Currently, Tata Motors has been able to deliver around 10,000
cars since July this year. It plans to roll out around 200 cars per day from its Sanand plant
from March 2010 onwards, while it will continue with the car's production at its Pantnagar
plant.

Sanghvi Motors, an Ahmedabad-based dealer in used cars and spare parts said, "The hype
around the car is perhaps slowing down. Currently, the used cars are trading as usual with
hardly any pressure on their prices from the Tata Nano."

Delhi-based A K Motors claimed that prices of used cars were back to the February levels
with a 2007-make Maruti Zen Estillo selling now for around Rs 1.85 lakh in the capital. "This
is primarily because the Nano is not available in sufficient numbers in the market," the
dealership claimed.

A Tata Motors' dealer in West Bengal who sells Nano, admitted that the hype around the car
is perhaps not as high as it was before the launch primarily because of the year-long wait
period.

"Many customers coming over to our showrooms cannot go for a test-drive. We are not really
working on marketing the car, but are now involved in the process of delivering it to the
allottees. Things are expected to get better once the Sanand facility starts rolling out cars next
year," he said while wishing annonymity.

It was expected that the Tata Nano comes with a price tag of Rs 1.3 lakh to Rs 1.7 lakh would
even pull down the prices of entry level sedans like the Tata Indigo CS, Hyundai Accent and
Maruti Esteem.

Prices in the un-organised used car space, that accounts for nearly 70 per cent of the entire
market, is definitely up now.

Currently, a 2007 make Hyundai Accent is available for a price of around Rs 3 lakh, while a
Maruti Esteem is available for Rs 2.45 lakh. Prices of entry level compact cars like the
Maruti-800 and Maruti Alto have not picked up much in the last six months which are selling
around Rs 1.25 - Rs1.45 lakh.

 Long wait for Nano leads to cancellations

Namrata Acharya & Devjyot Ghoshal December 3, 2009, 0:14 IST
Small price difference with Maruti causes customer attrition and back-outs.

Not long ago, public sector banks had taken a fancy to financing the world’s cheapest car —
Tata Nano. This time around, it is the cancellation of the loans that is keeping them busy.

Customers of Nano are queueing up to cancel their bookings, having to pay interest on their
loans long before getting possession of the vehicle. It is said that over a tenth of Nano’s initial
bookings now stand cancelled.

Banks as well as Tata Motors dealers indicated a 10-15 per cent cancellation of Nano over the
past few months. Those customers who were given delivery dates of 2010-end and early 2011
pulled out, they said.

Tata Motors said it was “not unusual”. “There have been cancellations for Nano by some
customers who were late in the queue. We do not find this exceptional, neither by the
occurrence of cancellations nor by their quantum. We had noticed this in the case of Indica
too when the car was launched through the booking route in 1999,” the company said in an
emailed statement.

Report of malfunction in the vehicle is said to have caused the cancellations too. There were
reports of three Nanos having caught fire since September this year.

A key differentiator for Nano from other cars was the nature of the loan till the physical
delivery of the vehicle. A bank financed the booking amount for Nano and charged an
interest against it. “As a result, the loan does not technically qualify for a car loan,” said S K
Dey Purkayastha, general manager, retail banking and marketing of IT products, UCO Bank.
It financed Nano as a bridge loan at 10.50 per cent till cancellation or repayment by borrower,
or till it was converted into a regular car loan with delivery of vehicle. In other words, if the
car was available for hypothecation, it could be financed. Otherwise, a bridge loan could be
considered and continued till the vehicle was available for hypothecation. Bridge loans were
said to be safe income proposition for the bank.

Apart from the interest on the loan, the borrower was not required to repay it and was
essentially settled by way of conversion into a regular car loan, if sanctioned by the bank, or
repayment at a later stage by the borrower through own sources, or a takeover arranged by
the borrower or by the bank exercising its first right of cancellation, a circular on the bank’s
website stated.

Analysts believe the waiting period for the small car would continue to affect sales.
“Customers get into a certain frame of mind when look to buy a car. If there is such a long
waiting period, some would not mind switching to another vehicle at a little more cost,” said
Neeraj Bandhu, automobile consulting firm CSM Worldwide’s Director (India).

He added that with most customers opting for the top-end Nano and its price difference with
Maruti Suzuki’s cheapest variant not being much, there could be some attrition.

While Nano LX (BSIII) is priced at Rs 1,80,447 (ex-showroom Kolkata), Maruti 800 costs
Rs 1,92,693 (ex-showroom Kolkata).

 Wait for Nano too long for a few customers

Press Trust of India / Chandigarh July 22, 2009, 14:57 IST

The time lag between booking and delivery of the Nano is leading to a few cancellations in
Punjab.

"Several customers who were selected for the delivery of the Nano earlier are getting their
orders cancelled saying they cannot wait for months to get their car," Rajan Katyal of
Garyson Motors, a dealer of Tata Motors in Ludhiana said.

So far, 10 customers have cancelled their bookings for the Nano, Garyson Motors said.

"Almost 5 to 8 of our customers have cancelled their bookings who were scheduled to get the
delivery in the mid of next year," Chandigarh-based Tata Motors dealer Joshi Auto zone's
Sales Manager Gaurav Mishra said "I always wanted to own the Nano, which carries a price
tag of Rs 1 lakh...That is why I have booked the car...But when I came to know through the
allotment letter that the car will be delivered by February 2010... I decided to cancel the
booking as I cannot wait for such a long time to own the car," said Janak Raj Sachdeva of
Ludhiana.
Sachdeva has even agreed to forego the interest portion, which he had to bear after getting the
car financed.

Dada Motors' Managing Director Rishi Dada, however, said that not everybody is
withdrawing their applications, "but a few are because of the long gap between booking and
delivery".

In addition to it, some of the customers whose names did not figure in the list of the first
100,000 allottees are also not in favour of retaining their applications, he said

Tata Motors had announced the selection of the first 100,000 owners of the Nano out of over
2 lakh applications.

The delivery of the vehicle has started from July and the first 100,000 deliveries are expected
to be completed by the last quarter of 2010.

 Luxury' Tata Nano's success helps avoid price war

Bloomberg / May 26, 2009, 0:08 IST

Tata Motors Ltd Chairman Ratan Tata had 500 engineers work for four years designing the
world’s cheapest car, convinced cost-conscious Indian drivers could live without air-
conditioning and cup holders. He was wrong.

Only 20 per cent of Tata’s initial 203,000 Nano orders were for the no-frills $2,600 model.
Instead, half of the customers booked the ‘top-end’ model, which costs 40 per cent more.

“My children need to travel comfortably,” said Neelakandan Raveendran, 51, who ordered
the most-expensive version of the Nano as his first car. The bank clerk earns 24,000 rupees
($500) a month and will split the cost of the car with his daughter.

Sales of more expensive versions with extras such as air- conditioning mean bigger margins
for Tata and less chance of a profit-sapping price war with rival manufacturers such as Maruti
Suzuki India Ltd., analysts said.
“There is no demand for a bare-bones car,” said Mahantesh Sabarad, a Mumbai-based analyst
at Centrum Broking Pvt. “Based on this experience, it does give other automakers room for
pricing their products higher. They don’t have to be drawn down to a pricing war.”

Toyota Motor Corp. and Renault SA, also planning to sell low-cost cars, may be able to
charge more for their models on demand from customers in India where incomes have
doubled in the past eight years. Higher prices may enable automakers to boost profits in
India, unlike in China, where discounts have hurt earnings amid a boom in sales.

Profit at Maruti Suzuki, maker of half the cars sold in the country, and Tata Motors, the No. 3
carmaker, more than doubled in the five years ended March 31, 2008, on new jobs in the
world’s second-fastest growing major economy.

Maruti’s 800, its cheapest car, retailing for as little as Rs 1.85 lakh ($3,923) in New Delhi
ended its almost two-decade reign as India’s largest-selling model in 2005. It made way for
the Alto, which costs 21 per cent more. The 800 now accounts for less than 5 per cent of
Maruti’s sales, said Mayank Pareek, executive officer, marketing and sales, at the carmaker.

The cheapest Nano retails for Rs 1.23 lakh, while the top- end variant goes for Rs 1.72 ;lakh
in New Delhi. “Higher versions of all cars have better margins,” Debasis Ray, a Tata Motors
spokesman, wrote in an e-mail response to Bloomberg questions.

Shares Surge

“It isn’t that the cheapest car sells the largest,” said Pareek. “There is a clear shift, and
customers are not just buying the cheapest car. They are willing to spend a bit more.” Maruti,
the New Delhi-based unit of Japan’s Suzuki Motor Corp., has said it won’t cut the price of
the 800 to take on the Nano.

Tata Motors was unchanged at Rs 345.7 at the close of trading in Mumbai today. The shares
have more than doubled this year, and are the third-best performer in the benchmark Sensex
index.

Salaries in India will jump an average 8.2 per cent this year, after six successive annual
increases of more than 10 per cent, human resource consultant Hewitt Associates Inc. said in
February.
Toyota plans to introduce a small car in India in 2010, with an initial annual production target
of 70,000 units, said Paul Nolasco, a company spokesman. The company hasn’t disclosed the
details of the car, he said. Toyota has an early prototype for a model that may be able to
compete with the Nano, President Katsuaki Watanabe said in Detroit last year.

 Tata Motors receives 2.3 lakh bookings for Nano

Press Trust of India / New Delhi May 4, 2009, 19:28 IST

Tata Motors today said it has received over 2.03 lakh bookings for its Rs 1 lakh car Nano,
garnering nearly Rs 2,500 crore.

The bookings were double the allotted number of cars for delivery. Fully paid bookings were
nearly Rs 2,500 crore, the company said.

Out of the total bookings, 70 per cent were financed and the rest on application through cash
payment.

About 4,000 cash bookings were made online through www.Tatanano.com, it said.

Out of the three variants of Nano, the base model Nano Standard accounted for 20 per cent,
mid-range Nano Cx 30 per cent and the top end Nano Lx getting 50 percent of the booking.

The bookings for Nano started on April 9 and closed on April 29.
 Tata Motors' special scheme for Nano
BS Reporter / Kolkata April 9, 2009, 13:52 IST

Tata Motors Finance (TMF), the financing arm of Tata Motors, today announced the launch
of an attractive scheme for booking the much awaited ‘People’s Car – The Nano’.

Salient feautures of the scheme include no upper limit on the number of cars to be booked
through TMF, once the customers have submitted the forms a booking amount would be
made to Tata Motors on behalf of the customers, applicants who have been allotted the car do
not loose any amount except cost of the booking form and initial payments.
The scheme would be offered to partnership firms, private and public limited companies,
trusts and HUF.

To facilitate the booking process, multiple touch-points have been created all over the
country. As part of the arrangement, TMF will be assisted by Tata Capital Limited, E-nxt
Limited, Tata Motor dealers, Tata Securities outlets and all channel partners – DSAs &
Vendors to ensure wider distribution. The booking scheme offered by TMF will enable a
customer to book the Nano by paying an amount starting Rs 3,199/- only for the base model.

Announcing the scheme Shyam Mani, managing director of Tata Motors Finance said: “It is
our constant endeavor to provide the best of services to our customers. Keeping customer
convenience in mind, we have designed this convenient one-stop scheme for booking the
much awaited Nano. Our wide distribution network will ensure that discerning customers
from all parts of the country will be able to participate in the booking process.”

Sale of application forms commenced on April 1, 2009 and acceptance of booking have
started from today till 25 April, 2009.

The application forms would be available at price of Rs 300, with a range of offers from
select associate Tata Group companies.

The application forms would be available at over 30,000 locations in about 1,000 cities
through Tata Motors Passenger Car dealerships, State Bank of India and its branches, its
subsidiaries and associates, other preferred financiers, and outlets of Westside, Croma,
‘World of Titan’ and Tata Indicom exclusive stores along with Tata Motors Finance now.

 Tata Nano may expand market by 65%: CRISIL

12 Jan 2008, 0349 hrs IST, TNN

Tata Nano’s launch could expand the Indian car market by 65%, according to rating agency
CRISIL. The low price makes the car affordable for families with incomes of Rs 1 lakh per
annum, the agency said.
The increase in the market is expected to push up car sales by 20% over the previous year.
“The unveiling of Tata Nano, the cheapest car in the world, triggers an important event in the
car market. Based on the statement by company officials, CRISIL Research estimates the
consumer price of the car at around Rs 1.3 lakh. This brings down the cost of ownership of an
entry level car in India by 30%,” the company said in a report.
CRISIL said the launch will prompt other players to enter the mini car category over the next
few years. These launches will entice a section of two-wheeler owners (currently nearly 50
million) to upgrade to cars.
CRISIL has prepared these estimates by projecting the income demographic transition pattern
in India and the cost of ownership of existing and new entry-level cars. Given the shape of
the income distribution pyramid in India, the new price point translates into a 65% increase in
the number of families that can afford a car.
At the significantly redefined threshold for car ownership in India, annual car sales have the
potential to increase by 20% over the sales expected in 2007-08.

 Will Tata Nano revolutionise personal transport?

11 Jan 2008, 0152 hrs IST, Pravin Palande & Ashish Kumar Mishra, TNN

His car may well spark a revolution on the streets. Will Tata Nano be the iPod of the car
market or its Nirma? The iPod changed the MP3 device market and it did not really matter
what the competition did. Nirma, in late ’80s, handed out a beating to Hindustan Lever’s
Wheel and created a new mass segment. Experts say Nano will perhaps be more Nirma than
an iPod.

They feel there won’t be any spillovers in the car industry. Nano is expected to change the
automobile market in India, which should ideally mean new strategies for competitors. “This
car is actually a bridge between the automobile market and the two-wheeler market,” says
Ranjit Shastri, MD, Psi, a consulting firm. This new market that Nano will create will not eat
into the market of other car segments, but will affect the two-wheeler market drastically.

The family two-wheeler, which is in the range of 75-125cc, costs Rs 35,000-50,000. This
segment accounts for 92% of the two-wheeler market in terms of sales. With the launch of
Nano, the spillover will happen from this two-wheeler market to Nano. Two-wheeler
manufacturers have realised it and Bajaj Auto and Hero Honda are making plans to enter into
this new segment.
Earlier, Maruti 800 has been the essential small car with a price tag of Rs 2 lakh and all
aspiring car buyers have preferred it as their first car. Today, that may change to a certain
extent. But this will in no way harm Maruti Suzuki or Hyundai Santro as owning a car is still
aspirational and anyone who wanted to buy a car above the 3,400 mm series will continue to
do so.

Maruti 800 held a 30% market share in terms of sales in 2001 among all passenger cars.
Today, it has fallen to a mere 5%. Maruti has laid stress on Alto while relegating 800 to the
background, and it was a calculated move. Thus, they never wanted to be a part of the lower
end segment of the car market. Same goes for Hyundai Santro.

The launch of Nano creates a market for the small car which may allow competitors to enter
this market with new models but should not harm their existing strategies.

“At most, Maruti may want to launch an exchange offer for 800 and give an attractive price
for 800 buyers to migrate to Alto. They should then refurbish and put these used 800s in the
market for Rs 70,000. This should act as a drag on some of the velocity that Nano is going to
pick up,” says Shastri.

For other players, there are two strategies: First, get into this segment yourself. Second, cut
down on operational expenses and make existing products available at a cheaper price.
However, sudden price cuts will not be viable as a strategy.

The competition will have to wait and watch how Nano is received, what all has gone into it
to make it so affordable and then try and work a strategy around it. Even if Nano manages to
convert 10% of existing the two-wheeler market—which is close to 900 million—Nano will
have almost 50% market share of the car market. But that is provided that Nano remains the
only car in that segment. Chances are this will become the hotbed for competition.
 All said and done… A new strategy is required…

The Blue Ocean Strategy

 Red Ocean
Compete in the existing market place
Beat the competition
Exploit existing demand
Make the value cost trade off
Differentiation or Low Cost
Blue Ocean
Create unconsolidated market space
Make the competition irrelevant
Create and capture new demand
Break the value-cost trade off
Differentiation and Low Cost

Focus on the non-customers

 Chapter 3

RESEARCH METHODOLOGY & DATA COLLECTION

Research Methodology

Statement of Problem:

“Study on Consumer’s Response towards Tata NANO”

Title Justification: Study and Understand the consumer behaviour towards Tata NANO by
conducting Primary Market Research. Also understanding the common man’s perception,
attitude and felling about the car.

Objective of the study:

The study has been under taken to analyse the customer satisfaction towards all variant of
Tata Nano with a special reference to the Tata motors, the other objective are to gather
information about customer satisfaction toward Nano

 To gather information about customer satisfaction toward Nano.

 To know the customer perception about features, low maintenance cost and looks of
the Tata Nano.
 To know the customer satisfaction about the safety and comfort provided by Nano.
 To provide suggestions, in improving the customer satisfaction and the company sales
and profitability.
 To know the customer satisfaction towards the after sales service offers by Tata
motors.

Research Design:

The research design that is followed for this project is a combination of the following:

 Conclusive Quantitative Research

 Primary Quantitative & Qualitative Research
 Secondary Research
 Descriptive or Survey Research Design

Conclusive Quantitative Research is basically concerned with collecting Primary data by

conducting market surveys. It Provides data on attitudes, feelings, beliefs, past and intended
behaviors, knowledge, ownership, personal characteristic and other descriptive items.

Questionnaire Development and Pretesting:

Initially, a rough draft was prepared keeping in mind the objective of the research. A pilot
study was done in order to know the accuracy of the questionnaire. The final questionnaire
was arrived only after certain important changes were done.

The questionnaire is divided into two sections, one pertains to the demographic information
of the applicant and other pertains to his response towards the Tata Nano.

All the questions are designed and framed keeping in mind the objective of the study and
applicants comfort is also given utmost importance.

Since, this project was basically a Conclusive Quantitative Research; the questionnaire for
this project mainly had Close Ended Questions like Dichotomous & Multiple Choice
Questions.

Pre Testing:

A Pilot study was conducted, by distributing it among friends and faculty members. Proper
feedback of everyone was taken and accordingly necessary changes were made in the
questionnaire.

Please refer Annexure 1 for the Questionnaire.

Sampling Methodology:

Sampling Technique: The Sampling technique that has been used is Stratified Sampling. It is
the process of grouping members of the population into relatively homogeneous subgroups
before sampling called Strata. The strata should be mutually exclusive: every element in the
population must be assigned to only one stratum. The strata should also be collectively
exhaustive: no population element can be excluded. Then random sampling has been applied
within each stratum. This has improved the representativeness of the sample by reducing
sampling error. Strata were formed on basis of information like Age, Family Income, Gender
and Car Status etc.

Sampling Unit:
The sampling unit is the basic unit containing the elements of the population to be sampled.
The respondents who were asked to fill out questionnaire are the sampling units. This
compromised of people who were asked to fill the questionnaires who belonged to different
stratas.

Sample Size:

The sample size was restricted to 200 only

Sampling Area:

The area of research was NCR. Most of the questionnaires were filled from areas like Qutab
Institutional area, Patel Nagar, Saket (Select City Walk Mall), Gurgaon (Malls & Infinity
Tower) etc
 Chapter 4

DATA ANALYISIS & INTERPRETATION

ANALYSIS & INTERPRETATION

Data was collected with the help of a questionnaire that was filled from 200 respondents.
Sample size was divided into various different categories based upon the Age, Gender,
Marital Status, Occupation and Family Income Level.

Stratified Sampling is applied in this project, where populations can be segregated into
several mutually exclusive subpopulations, or strata. Strata were formed on basis of
information like Age, Family Income, Gender and Car Status etc.

Demographic Analysis:

 Gender Wise Sample Distribution –

 Age Wise Sample Distribution –

 Marital Status Wise Sample Distribution –

 Occupation Wise Sample Distribution –

  Family Income Wise Sample Distribution –

Tata Nano Specfic Analysis:

 Do you own a Two-Wheeler or Four-Wheeler?

 Response Absolute Number Percentage
Only 2- Wheelers 28 14%
Only 4-Wheelers 54 27%
Both 112 56%
None 6 3%

 Will you consider Tata NANO while buying a car?

 Response Absolute Number Percentage
Yes 164 82%
No 26 13%
Can’t Say 10 5%

 What might be the purpose for buying Tata NANO? (Multiple selection Allowed)
 Response Absolute Number Percentage
Shifting from 2- Wheeler 22 11%
Small Car for Family 94 47%
The Brand that NANO is 78 39%
For New Drivers 61 30.5%

The percentage is more than 100%, since multiple selections were allowed.

 Which feature of Tata NANO attracts you the most? (Multiple selections
allowed)
 Response Absolute Number Percentage
Price 158 79%
Design / Looks 46 23%
Mileage 72 36%
Interior Space 22 11%

The percentage is more than 100%, since multiple selections were allowed.

 Which all cars will you consider while buying Tata NANO? (Multiple selections
allowed)
 Response Absolute Number Percentage
Maruti 800 140 70%
Maruti Alto 110 55%
Chevrolet Spark 52 26%
Hyundai Santro 56 28%
Others 18 9%

The percentage is more than 100%, since multiple selections were allowed.

 Will you prefer Second Hand Car over Tata NANO?

 Response Absolute Number Percentage
Yes 114 57%
No 52 26%
Can’t Say 34 17%

 How will you feel if NANO is used as an Auto/Taxi?

 Response Absolute Number Percentage
Don’t Care 48 24%
Embarrassed 84 42%
Will Sell NANO 24 12%
Can’t Say 44 22%

 If the price of NANO rises, Will that influence your decision?

 Response Absolute Number Percentage
Yes 72 36%
No 108 54%
Can’t Say 20 10%

Does Gender influence Decision making:

Will you consider Tata Nano while buying a car?
Gender
Yes No Can’t Say
Male 97 17 6
Female 67 9 4
Does Age influence Decision making:
Will you consider Tata Nano while buying a car?
Age
Yes No Can’t Say
18-30 Years 54 8 2
30-40 Years 67 8 3
40-50 Years 27 5 4
Above 50 Years 17 4 1

Does Marital Status influence Decision making:

Will you consider Tata Nano while buying a car?
Marital Status
Yes No Can’t Say
Single 28 11 3
Married 136 15 7

Does Occupation influence Decision making:

Will you consider Tata Nano while buying a car?
Occupation
Yes No Can’t Say
House Wife 25 8 3
Employed 121 8 5
Student 18 10 2

Does Family Income influence Decision making:

Will you consider Tata Nano while buying a car?

Family Income
Yes No Can’t Say
<Rs.10000 3 7 0
Rs.10000-Rs. 20000 15 0 1
Rs. 20000-35000 30 2 2
Rs. 35000- 50000 98 7 5
> Rs. 50000 18 10 2
Perceptual Mapping:

Perceptual mapping is a graphics technique used by marketers that attempts to visually

display the perceptions of customers or potential customers. Typically the position of a product, produ

Perceptual maps can have any number of dimensions but the most common is two
dimensions. Any more is a challenge to draw and confusing to interpret. The perceptual map
below shows consumer perceptions of various automobiles on the two dimensions – one of
the dimensions is price of the car and the other dimension is the composite of design/looks,
mileage and interior space. On the X axis we have the composite of design/looks, mileage
and interior space (Quality) and on the Y axis we have Price of the car.
 Price – Expensive

Quality Quality

Spa i
rk NA 10
8 NO
Pric e- Cheap 0
0

Chapter 5

CONCLUSIONS & RECOMMENDATIONS

 Conclusions

 Target Market -
The target market for Tata Nano compromises of all those who own only a two-
wheeler and have an aspiration to own a four-wheeler one day. (Only 28 respondents
owned only a Two-wheeler and out of those 28 respondents, 22 have shown interest
in Tata Nano) New Drivers & people who have a liking towards small cars also come
under Tata Nano’s target customers.

 USP -
Tata Nano’s USP is its Price tag and the very fact that it’s a people’s car which is
economical and affordable.

 Closest Competitor -
Tata Nano’s closest competitor is Maruti 800 followed by Maruti Alto. But the
competition spectrum varies on the basis of the utility of the car and the reason behind
customer’s decision.
 Nano will also face tough time from Second hand car market.

 Utility –
The usage of Tata Nano is either a Small family car used for short distances or the
first car for those who are shifting from two-wheelers or the first car for new amateur
drivers at home.

 Future -
Tata Nano’s future depends upon its Price tag because its USP is its price. A slight
increase its price can create problems in the future. Other than this, Nano’s future also
depends upon its utility. Nano used as taxi can harm its brand image and disturb its
customer’s sentiments.

Recommendations

 Target Market -
Tata Motors shall continue with its emotional bonding marketing strategy and shall
position Nano as common man’s car. By doing so, Nano will be able to create a trust
among its target audience.

 USP -
Tata Nano’s USP is its Price tag. Therefore, Tata Motors must ensure that it remains
competitive in the future even if there are high rise in input cost. Otherwise it will be
difficult for Nano to compete with its competitors.

 Closest Competitor -
Tata Nano’s closest competitor is Maruti 800 followed by Maruti Alto. Also, Nano
will also face tough time from Second hand car market. Therefore, It should try to
differentiate itself from its competitors. Currently, Nano is differentiating itself on the
 price tag, but it also need to differentiate itself on its modern looks, Brand that nano
has becomed over the period of time.

 Future -
To sustain Nano’s Brand, Company must ensure that Nano is not used as a taxi in
future and its price are kept under control and are always competitive.

 Some Extra Points -

o Nano must target Female customers
o Nano must target Young Professionals and Aged People
o Even HNIs also prefer Nano for various reasons
 Annexure 2

BIBLOGRAPHY

Bibliography
Websites-
 http://tatanano.inservices.tatamotors.com/tatamotors/
 http://marketingpractice.blogspot.com/2008/01/tata-nano-promise-is-promise.html
 http://sampadswain.com/2008/01/what-tatas-nano-apples-iphone-have-in-common/
 http://nanocar.wordpress.com/2008/01/15/is-the-two-wheeler-segment-dreading-the-
nano-effect/
 http://in.reuters.com/article/businessNews/idINIndia-31335720080110
 http://www.businessweek.com/innovate/content/mar2009/id20090318_012120.htm
 http://www.vijaygovindarajan.com/2009/03/the_tata_nano_product_or_socia.htm

Other Material –
  Consumer Behaviour By Schiffman Leon G. & Kanuk Leslie Lazar
 Marketing Management By Philip Kotler
 Overdrive, India’s No.1 Car & Bike Magazine

Newspapers -
 Economic Times
 Business Standard
 Mint

Annexure 1

QUESTIONNAIRE
 Questionnaire

Personal Information:

1] Name of the respondent:

2] Gender:
Male: [ ]
Female: [ ]

3] Age groups:
18-30 years: [ ]
30-40 years: [ ]
40- 50 years: [ ]
Above 50 years: [ ]

4] Marital Status:
Single: [ ]
Married: [ ]

5] Occupation:
House maker: [ ]
Employed: [ ]
 Student: [ ]

6] Family Income per Month:

<Rs.10000: [ ]
Rs.10000-Rs. 20000: [ ]
Rs. 20000-35000: [ ]
Rs. 35000- 50000: [ ]
> Rs. 50000: [ ]

1] Do you own a Two-Wheeler or Four-Wheeler?

Only 2-Wheeler: [ ]
Only 4-Wheeler: [ ]
Both: [ ]
None: [ ]

2] Will you consider Tata NANO while buying a car?

Yes: [ ]
No: [ ]
Can’t Say: [ ]

3] What might be the purpose for buying Tata NANO? (Multiple selections allowed)
Shifting from 2-Wheeler: [ ]
Small Car for Family: [ ]
The Brand that NANO is: [ ]
For New Drivers (Children): [ ]
Others:

4] Which feature of Tata NANO attracts you the most? (Multiple selections allowed)
Price: [ ]
 Design/Looks: [ ]
Mileage: [ ]
Interior Space: []
Others:

5] Which all cars will you consider while buying Tata NANO? (Multiple selections
allowed)
Maruti 800: [ ]
Maruti Alto: [ ]
Chevrolet Spark: [ ]
Hyundai Santo: []
Others:

6] Will you prefer Second Hand Car over Tata NANO?

(1=Poor, 2=Satisfactory, 3= Good, 4= Very Good, 5= Excellent)

Price Design/Looks Mileage Interior Space

Tata Nano
Maruti 800
Maruti Alto
Chevrolet Spark
Hyundai Santro
Maruti WagonR
Maruti Zen Estilo
Hyundai i10

7] Will you prefer Second Hand Car over Tata NANO?

Yes: [ ]
No: [ ]
Can’t Say: [ ]
8] How will you feel if NANO is used as an Auto/Taxi?
Don’t Care: [ ]
Embarrassed: [ ]
Will sell NANO: [ ]
Can’t Say: [ ]

9] If the price of NANO rises, would you still purchase it?

Yes: [ ]
No: [ ]
Can’t Say: [ ]

10] Any Complaints, Suggestions & Recommendations regarding Tata NANO

[Thank You]