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} Opportunities for the future

VOL 2 | ISSUE 1 | APRIL 2011

Interview with Carl-Peter Forster

} 50 years of global growth } Milestones } Rear view

A journey down the years through images

} Globetrotter } Hitting the 50,000 mark

25| NEWS
In the news
News about Tata Motors from around the world

} Green flag flying high

Indica Vista EVX wins at Brighton to London Future Car Challenge

} An upward battle

An Italian affair
Interview with Julia Wilson, Tata Motors distributor in Italy

Tata Motors overcomes hurdles to develop business in Afghanistan

} Tata Pixel

A new city car concept for Europe displayed at the Geneva Motor Show


Service with a smile
Tata Motors customer care and training initiatives


} A comfortable ride

An Indica Vista customer on his impressions about the car

} Tata earns our respect

A delighted customer speaks about her sturdy Indica

EDITORIAL TEAM Gayatri Kamath Maya Gunavanthe Medini Bhatwadekar Roxana Cooper Shalini Menon Shubha Madhukar DESIGN TEAM Anil Keswani Sonal Sonavane

} Geneva Motor Show } Commercial Vehicles

Middle East
} Vista launch in Turkey } Automechanika in

South Africa

A Tata Motors International quarterly Content and design by The Information Company


Tata Aria Tata Starbus


White nights in St Petersburg A trip back in time


Our ears are still ringing from the cheers as India won the cricket World Cup for the second time after 28 long years. That same sense of pride mixed with nostalgia is running through Tata Motors International Business as the division marks 50 years of operations. When the Strides team thought of putting together an issue on the 50th anniversary, we didnt realise what an enjoyable effort it would be. Those old images of Tata trucks, carrying the Mercedes Benz logo, being shipped out of the country have brought home just how much the company has accomplished in this time. Today Tata Motors is a market leader not just in India, but also in other countries such as Ukraine, Bangladesh and Nepal. The `T' of the Tata Motors logo is now on a wide range of passenger cars, utility vehicles, buses, pickups and small-toheavy trucks and other vehicles. The story of Tata Motors International Business over half a century, running as the cover story in this issue, was one we were proud to write. And of course we're very happy to provide our readers with a rare opportunity to step back in time (see historic images in Rear View). There was also a strong sense of pride that the number of commercial vehicles being exported has nearly doubled in the last one year. The story of the IB-CVBU strategy, commitment and effort is detailed in the must-read `Hitting the 50,000 mark' article. This issue is special for yet another reason. Tata Motors group CEO Carl-Peter Forster spent time chatting with the Strides team, giving his perspective on Tata Motors International Business and the road for the future. There's a green story in the issue on how the Indica Vista EVX won two awards in the Brighton to London Future Car Challenge in November 2010. The Future Car Challenge is a clean vehicle event and the Indica Vista EVX came out ahead of other electric, hybrid and low-emission vehicles mooted by some of the world's leading automotive makers. The other important story is on Afghanistan. For a number of years now, despite severe challenges and issues of security, Tata Motors has put in a lot of effort in developing a market in the beleaguered terrain of Afghanistan. `An upward battle' is the story of that experience. All in all, the Strides team is proud to flag off the anniversary celebrations with this issue. Regards, The Strides editorial team

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Opportunities for the future

With the economic activity balance tipping towards Asia, the timing is right for Tata Motors to drive its international business even further, says Tata Motors group CEO Carl-Peter Forster in an interview with Gayatri Kamath

environment of growth and opportunity whereas in many other markets, theres stagnation. Also in mature markets like Europe, the market segments are quite firm; whereas in India, there is more fluidity, which allows more creativity. If you look at the Ace, the Super Ace and the Nano, these are all segments that are evolving almost from zero. Such situations, where you see big segments springing up, are unknown in Europe. The fluidity of the environment, which allows you to think and act out of the box, is something that I appreciate. With your strong background in the automotive industry, what strengths do you see in Tata Motors? What are the challenges and opportunities that you see for the company? The strengths of the company are obviously a result of the environment. Tata has learnt to deal with a less structured or rigid environment and there is the ability to act and react once people have made up their minds. Tata is also comparable to most international low-cost operations. This is born out of the cost situation here the wage levels and the keen and young workforce. We have to make sure that we stay a low-cost operation or see if we can do it at an even lower cost. We also have a very good understanding of markets with the typical requirements of India, where people are very sensitive towards price and total cost of ownership. We understand harsh environments, poor road conditions, climate conditions, overload conditions, and conditions where customers do not always require a sophisticated service capability. This set of requirements is not completely unique to India. We find it in other markets in Africa, Latin America, Russia, South East Asia, etc, and we are

You have been a part of Tata Motors (TML) for some time now. What has the experience been like? I have been with Tata Motors for more than 13 months now and my experience in dealing with people in both Jaguar Land Rover and India has been a very pleasant one. I have found that people interact with a sensitive and positive spirit. Many of them are tremendously engaged and very engaging. Personally it has been a very pleasant experience. Professionally I am enthused by the opportunities, both in India and overseas. In India, its clearly an

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able to serve these markets. One of the challenges is that we need to continuously improve our build precision. We have many good products the Ace, Prima, Nano, etc and we need to continue to drive this progress. Another challenge is that we have a very wide product range so, in the future if we want to expand and serve all major markets, well need to manage the complexities well. Going international is another challenge, as we need to prove that we understand those markets and their requirements as well as Nanos for the Smile Train we have understood the Indian market. The past has shown that the devil lies in the details. We need to understand the charm of it. We should also We are thinking of the international market and we need to stay close use new technologies to add to the international customer. features and electronic gadgets focused areas of the targeting the younger world where we want How would you rate Tata Motor products as population. The Indian market compared to their international counterparts? is such that a new car buyers to play a significantly We have products where youll have a hard time age is in the 20s, whereas in larger role. We see good finding any competitor at all, like the Nano. We Europe a new car buyers age opportunities and Tata is have a reputation for durability, sturdiness, is in the 30s. robustness, being able to carry overloads, etc. Our ambitious. vehicles are engineered to satisfy typical Indian We should also have specific requirements whereas most other manufacturers segments in which we excel, sell products meant for other markets. Our vehicles for example in small have good to excellent fuel economy. We typically commercial vehicles. There are few manufacturers offer more space than other manufacturers. These in the world who can deliver very capable small are our key strengths. commercial vehicles at very reasonable costs. In passenger cars, there is a market for smaller Tata Motors has several products in global markets. compact cars. In utility vehicles, there are specific Could you tell us how the global automotive products that have export potential the Safari, industry and the marketplace perceive the Tata Sumo, etc. Motors brand image? Where do you see its ideal Tata Motors exports and international business is positioning? now 50 years old and the company is focusing on In the commercial vehicle industry, where weve strengthening the business. What is the vision and had a longer history and are a much better-known entity, most professional observers see us as one of mission for the International Business division and how does it align with TMLs vision and mission? the future challengers from Asia. Our competitors The international business divisions vision and are certainly watching us carefully and see us as a mission will be a core part of the overall company threat. In the passenger car industry, we are not vision and mission. We have spent quite a bit of well known yet; but after the Nano, people have energy and put a lot of thought in the last year or noticed that something very creative and innovative more to fully understand the strengths of Tata and came out of India, and we have moved on to their how to leverage these for the international market. radar screen. As far as ideal positioning is The advantage is that we have a very broad concerned, we should be seen as a brand that spectrum of products and most of these are Indiareliably delivers comfortable, spacious and proven, ie, for road surfaces, fuel quality, fuel innovative cars and SUVs. Dependability and economy, spaciousness, load-carrying capability and trustworthiness is something that is a part of the climatic conditions. We are now thinking about how Tata brand promise already. So in commercial vehicles we should be seen as offering a robust and to serve the major international markets. We are already exporting over 50,000 vehicles and we are reliable transport solution that focuses on low cost now at the point where we can do that with more of ownership. In cars we would like our products to focus on specific markets. We are thinking of enthuse people, like the Nano, which people like for

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Flagging in of the Tata Nano Superdrive caravan

focused areas of the world where we want to play a significantly larger role. We see good opportunities and Tata is ambitious. Which are TMLs biggest markets? In the current economic scenario, where does the biggest potential lie to push sales and market presence? What are the challenges? Currently the markets surrounding India, the SAARC countries, the Middle East and southern and eastern Africa are our biggest markets; we also have passenger cars going to Europe. The biggest challenge lies in building up a network of trusted partners dealers, distributors, importers, etc who are willing to stay with us for the long run. Everything else can be sorted out once you have established this network of dedicated partners who are willing to be a part of the Tata brand promise. For international business, how does TML exploit synergies between the passenger car and commercial vehicle spaces? We believe that we have to offer to our existing or future partners, in existing or future markets, a business proposition that allows them to earn a decent return on investment. The good thing about

Tata is that with our extensive range of products, we can create a tailor-made package with both commercial and passenger vehicles that cater to the specific requirements of a market. We can pick and choose and create a product lineup that will allow our partners to very quickly ramp up business. We should be able to reach a critical mass of volume faster than many others because of our wide product portfolio. This is a major advantage, one that has, in many cases, allowed us to make attractive propositions to our partners. What do you see as the prospects for the future? In the automotive industry, the balance is tipping towards Asia. This is the age of the upcoming Asian manufacturer. There are not too many manufacturers who can play this game as well as Tata. In the medium and long term, a lot of competition will come from China, especially on the cost front. On the technology and quality front, we will face competition from the west. We can handle the cost competition. And we have shown that we are able to deliver interesting technologies that are innovative. So there are plenty of good opportunities for Tata Motors.

Tata Motors has made investments in the setting up of an advanced emission-testing laboratory. It is the first Indian company to introduce vehicles with Euro norms well ahead of the mandated dates.

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50 years of global growth

For half a century now, Tata Motors trucks, buses and cars have been driving its brand story in markets across the world, making this Indianborn automotive maker a strong contender on the international stage
imports. Instead, in 1961, less than two decades after independence, India became an exporter of trucks, with the first set of trucks that were sent to Sri Lanka. The era of the 1970s, 80s and 90s saw Tata Motors in a flurry of export activity. Delegations from all over the world came to visit the Tata Motors plant one could often find ministers from diverse countries from Argentina to

ometimes an image can speak a thousand words. In the Tata Archives, the Strides team found a photo, taken back in the early 1960s, of one of the first Tata trucks that was destined to drive on international soil (see Rear View). That sepia-toned image represented a new beginning and an end. It was the beginning of Tata Motors development as a commercial vehicle (CV) manufacturer that could and did supply strong, wellmade, value-for-money trucks and buses to countries whose requirements were similar to the Indian market. That historical truck also marked the end of Indias dependence on foreign-made trucks and expensive

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and spare parts overseas, this function was largely based in India, with just a handful of service engineers posted abroad. All of this changed about ten years ago. In 2001, Tata Motors set out a new vision and a well thought out roadmap for building its international business. The objective of the new international business strategy was to: Drive volumes in markets where Tata Motors already had a strong foothold. Build market share and the Tata Motors brand in these selected markets in a consistent manner. In fact, exports became a focus area for the company a business vector that would allow volumes to grow beyond the domestic pull and would help the company offset the risk of local market downturns.
Ratan Tata handing over the key of the 20,000th vehicle sold in South Africa

In boosting its international business, Tata Motors could comfortably rely on several home advantages. For one, the company had a big pool of skilled engineers and technical resources. Second, India was a low-cost base of operations with labour costs and manufacturing costs lower than the western markets and the company had a natural competitive edge. Third, new product development costs were low. But the last and most critical advantage was the scale of its operations the plants and assembly lines with built-in capacities, and the wide product ranges developed across segments. Whatever the market wanted, Tata Motors could definitely make it, and moreover, make it competitively. With these strategic advantages, Tata Motors set out its new international business strategy one that was remarkably different from the earlier random approach.

Australia, from South Africa to Russia driving trucks on the newly built test track or inspecting chassis at the factories in Pune and Jamshedpur. Army generals from South East Asia and Africa came to look at the array of Tata armoured trucks. There were thousands of Tata-made buses plying the roads of Kuwait and Bangladesh. Seychelles put the Tata bus on a commemorative stamp, so pleased was that country with the Tata buses that made up the core of its public transport system. So did Burkina Faso. In 1993, the company had even started exporting its utility vehicles Sierra, Tatamobile, and later the Sumo and the Safari. With the launch of its passenger cars, the Indica and Indigo, Tata Motors opened up new frontiers in Europe, with the Tata logo cruising the streets in Italy, Malta and Spain. By the 2000s, Tata Motors was exporting cars, trucks, buses and construction machinery to as many as 50 countries around the world.


In the new approach, Tata Motors did three critical things: Relooked at overseas markets with a view to prioritise the potentially larger and growing markets from the smaller markets. Focused on standardised processes for increased efficiencies and effectiveness. Restructured the distribution network. Where export markets were concerned, the company decided to stop shipping vehicles to all corners of the world and focus on those markets where it could build a satisfactory market presence. This meant pulling out of a large number of markets and instead concentrating on markets where it could show a firm footprint. The new destinations

Yet, for Tata Motors, the first 40 years of its export growth was not driven by strategy as such; it was mostly about getting orders from various markets and supplying the customers requirements. In fact, until the 1980s, the company was entirely dependent on its agents or distributors for after-sales service and customer support. By the year 2000, Tata Motors was exporting around 11,000 vehicles (including about 5,000 cars) but these were dispersed to about 60 different destinations, making it difficult to leverage any economies of scale. Though International Business (IB) had an after-sales team for providing service

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were deliberately limited: Sri Lanka, Bangladesh and Nepal in South Asia; Saudi Arabia in the Middle East; South Africa; and Ukraine and Turkey were some of the key destinations. Internally the entire approach to IB became more process-oriented. High performers with intensive sales and marketing experience were posted in IB. Processes and systems that were tried and tested in the domestic market were tweaked to become suitable for the export business; for instance, the Tata Motors customer and dealer relationship management system (CRM-DMS) was customised for international channel partners, sales and service processes were standardised for all markets, etc. New functions were set up for IB a product management group and a channel development team which would speed up the process of introducing new products as per market requirements and would work on the market entry strategy for new chosen markets. Externally Tata Motors focused on strengthening its distribution channels. Tata Motors people were posted overseas in the markets they handled to be closer to the customer, the channel and even the competition. The focus shifted from the number of vehicles shipped from India to number of vehicles actually retailed to customers. In its focus markets, Tata Motors started monitoring retail sales, market share, market dynamics, positioning vis-a-vis the competition, customer needs, and so on. This information was consistently fed back to the manufacturing team and the Engineering Research Centre so that products and services could be further improved. In many cases entirely new products were developed for IB markets. The information provided by IB included inputs and experience on international competition, latest technology trends, and of course feedback on Tata Motors products operating in extreme climates from Middle Eastern deserts to the cold conditions of Russia; this was a valuable edge for the domestic team.

There were changes in the product portfolio as well. From basic models, Tata Motors started to market complete transport solutions for big customers. One of the first breakthroughs came in 2003, when Tata Motors won a $19 million contract from the World Bank to supply 500 buses that would revamp the public transport in Senegal. For this an assembly plant was established in Senegal, along with workshops and after-sales facilities, and including supply of spare parts and workshop tools and equipment. Tata Motors even undertook training of drivers and mechanics. From there, Tata Motors went on to become one of the principal suppliers of buses for a number of cities Colombo, Dhaka, Kinshasa, Lagos, Accra amongst many others. In 2004, Tata Motors obtained an institutional order for 2,300 Safaris from Algeria after technical testing and against competition from the likes of Toyota. Then came a spate of global acquisitions and mergers that gave Tata Motors a strong presence in several international markets. It acquired South Korea-based Daewoo Commercial Vehicle in 2004, coach builder Hispano Carrocera of Spain in 2005 and Jaguar Land Rover (JLR) in 2008, and entered into joint ventures with Fiat, Thailand truck maker Thonburi and Brazilian bus manufacturer Marcopolo. Each of these further boosted Tata Motors build capability, product portfolio, technological skills, market presence and brand identity. The Daewoo truck range enhanced Tata Motors CV portfolio by adding high-powered engines, giving it a spread from the 70HP class all the way up to 420HP. The partnerships with Hispano and Marcopolo gave Tata

The new vision started paying off slowly. Although the number of countries came down, the shipments, after a slight slump, started to show a steep rise. The judicious mix of developing and developed world markets meant that Tata Motors could leverage its cost-competitive edge while staying on top of new technologies and market trends.

Indica on the assembly line

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In the passenger cars market, Tata Motors has pushed itself to gain a strong foothold in markets such as South Africa, where Tata Indicas are zipping shoulder-to-shoulder with bigger brands. New models are being taken overseas soon after their Indian launch the Manza is already in Nepal, the Vista is cruising in South Africa, Nepal, Italy, Sri Lanka, Poland and Turkey. Crossing the fence, Tata Motors is helping out international channel partners to upgrade facilities, improve product portfolios and connect better with customers. There are 650 distributors and dealers all over the world who are supported by the 200 strong IB team in Mumbai. Tata Motors new product portfolio has several popular items that are catching on quick Ace and Super Ace, the small commercial vehicles; the small but innovative Nano; the Vista and its electric counterpart; the small, mid-size and inter-city range of buses. Whats remarkable is that the Ace and the Nano are examples of success where Tata Motors has innovated and created segments that are new to the automotive world. It has been 10 years since the Tata Motors International Business has worked to formally establish the Tata brand in new markets and geographies, and just as important, with new capabilities. And the effort has paid off hugely. The year 2011 marks several milestones for Tata Motors. It has been 50 years since the first truck was shipped out to Sri Lanka, and therefore the 50th anniversary of its international business. It is also the year when exports have touched an all-time high as many as 58,000 cars, buses and trucks bearing the distinctive Tata `T rolled out from Indian factories have found happy customers on foreign soils. The Tata Motors brand is getting bigger by the day in the international market.
Gayatri Kamath

Tata Daewoo Commercial Vehicle plant in Gunsan, South Korea

Motors access to world-class designs and top-end manufacturing capabilities in buses. The introduction of Tata Motors cars in Europe led to new technologies as the cars became compliant to European norms from Euro III to Euro IV and subsequently Euro V. Over the years, Tata Motors has invested in building capability for local assembly and manufacturing in various markets to meet local requirements. Now there are assembly operations based on completely knocked down and semiknocked down kits in Thailand, Ukraine and Bangladesh (and another coming up in South Africa), giving the Tata Motors brand an international flavour.

Today Tata buses are being used as safe and luxurious transportation by Saudi Arabian school girls. In Haiti, Tata Xenons and Safaris are used for much-needed relief and rehabilitation work in the aftermath of the earthquake that rocked the country in January 2010. The Tata Ace is working its magic in developing markets such as Sri Lanka, Bangladesh and some of the African nations by providing not only the best economies for the last mile transportation but also livelihood for many of the unemployed youth in the countries.

What's the Tata Cobra? It's the name given to a car transporter that Tata Motors sold to Campbell Motors of New Zealand in 1973, the first Tata vehicle in that country. When the Cobra crossed 15,000 miles without a single complaint, the customer asked for 28 more transporters!


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1945: Tata Engineering and Locomotive

Company (Telco) set up.


2001: Exits joint venture with Daimler 2003: Telco renamed Tata Motors.

1952: Tata makes the first locomotive.

1954: Tie-up with Mercedes Benz

to make trucks.

1961: The first Tata truck exported to

Sri Lanka.

2004: Tata Motors acquires South Korean company Daewoo Commercial Vehicle; Tata Motors lists on the NYSE. 2005: Tata Motors buys into Spanish company Hispano Carrocera which becomes a wholly-owned subsidiary in 2009; The hugely-successful Tata Ace is launched.
with Brazilian coach maker Marcopolo; and with Thailand company Thonburi.

1969: The `T' replaces the Mercedes

Benz logo on Tata trucks.

1977: HCV production commences. 1986: First LCV manufactured. 1989-90: Telco wins Top Exporter
Shield for five years in a row; Exports touches `100 crore.

2006: Tata Motors enters into JVs

2007: Tata Fiat plant at Ranjangaon inaugurated. 2008: Tata Motors showcases the Nano; acquires Jaguar Land Rover. 2009: Tata Motors launches Prima, the world truck.
four-wheel drive crossover, hits the road; Tata Nano plant inaugurated at Sanand; Tata Motors heavy truck plant at Myanmar inaugurated.

1991: Tata launches its first passenger

car, the Sierra.

1994: Joint ventures with Holset

Engineering to produce Cummins engines; with Mercedes Benz to manufacture the E-class sedan.

2010: Tata Aria, the first Indian

1996: Tata Motors annual sales

crosses 100,000 vehicle mark.

1998: Tata Motors launches the Indica,

Indias first fully indigenous car; displayed at the Geneva Motor Show.


2011: Tata Nano crossed the 100,000

ear View R

Take a walk in the past. With the help of Tata Central Archives, Strides has put together a collection of images that give you glimpses into Tata Motors' long and eventful history

Tata Motors was set up as Tata Engineering and Locomotives (Telco) in 1945 to make locomotives with German technology. The first locomotive rolled onto tracks in 1952

From 1954 to 1969, Tata had tied up with Mercedes Benz to make diesel trucks in India. Those early trucks carried the Mercedes star logo


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Built with German technology and made to last, those old Tata trucks were sturdy and reliable

Along with trucks, Tata-made Mercedes Benz buses were a common sight on Indian roads

In 1955, three Tata trucks made an 8,000-mile journey as part of the GenevaBombay Rally without a single breakdown. JRD Tata greeted the team, which had DRD Tata as one of the drivers, at Bombay

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Tata Motors' very first export achievement was in 1961, when a shipment of trucks was commissioned by Ceylon (now Sri Lanka)

The 100,000th truck to roll off the line

By 1969, the Tata Mercedes Benz tie-up had produced over 175,000 vehicles, ie, half of the trucks and buses on Indian roads


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In 1969, the Mercedes Benz tie-up ended and the 3-pointed star was replaced by the Tata T. A proud moment for Tata and India

Tata Motors' Pune line produces its first trucks

The second assembly line at Jamshedpur came in handy for filling in export orders. The first vehicle off the second line was a truck headed for Abu Dhabi

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Armoured trucks and cars form a significant part of the company's portfolio. Tata Motors has been supplying the Indian Army for several years

Tata made a range of construction vehicles including roadrollers, cranes, clamshells and drag lines. Another addition to the export portfolio was the Tata Hitachi hydraulic excavator. In 1989, seven of these were sent to Iraq


The Tata Sierra, launched in India in 1991, found its way to the UK and Spain in 1995


The launch of the Tata Indica, India's first indigenously produced car, in 1998 was a proud moment for Tata Motors. Shortly thereafter, the Indica was shipped to Europe (Malta in 1999 and Italy in 2000) and South Africa (in 2004)



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Then and now

Passenger Cars

The indigenous Indica was a milestone in the Tata Motors journey. Since its introduction, a number of variants have been built on the Indica platform such as the Indigo sedan and the Marina station wagon and also their LPG and CNG variants


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Then and now


From the Sierra to the Safari


From Tatamobile to the Xenon



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Then and now


From Mercedes Benz trucks to the Tata World Truck


Buses from German technology to Brazilian class


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Back in 1985, Tata Motors opened its account in then USSR by shipping 404 trucks. Manufacturing base: Ukraine Sales and distribution units: Russia, Ukraine Highlights: In 2002, Tata Motors partnered with Boryspil Auto Plant to set up an assembly unit for the LP 613 bus in Ukraine. Boryspil has two assembly plans. One in Kiev and the other at Chernigiv. In 2004 Tata Motors appointed another channel partner, Zaparozhiya Auto Plant. Today both the channel partners assemble and sell LPT 613 truck and LP 613 bus in Irena Melkunova entered Russia in 2004 and have assembled Ukraine. Tata Motors LPT 613 truck and LP 613 bus in this region. Currently more than 2,500 vehicles are plying on the Russian roads. What's popular? LPT 613 truck, LP 613 bus

Tata Motors' presence in Africa dates back to 1965 when the first batch of 20 trucks was shipped to Egypt. Since then the region has become a focus area for exports as well as assembly operations for commercial vehicles. Manufacturing base: Senegal Sales and distribution units: South Africa, Kenya, Tanzania, Uganda, Mozambique, Zambia, Ghana, Nigeria, Senegal, Democratic Republic of Congo, Angola, Algeria, Sudan, Djibouti Highlights: Tata Motors supplied 500 buses to Senegal in 2003 under a World Bank contract that included setting up a fully equipped bus body plant, providing maintenance and handling training. Today more than 1,500 Tata buses are plying in Senegal. The Vista is already making its presence felt on South African roads; about 1,000 Vistas were sold last year. A new manufacturing plant is coming up in South Africa. What's popular? Trucks: Ace, 207DI, LPT 709, LP 613, Xenon, LPO 1318 Cars: Indica Vista Indica, Indigo Sedan and Indigo Sw Utility vehicles: Sumo and Safari


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Sri Lanka featured as Tata Motors first export market in 1961. Manufacturing bases: India, Bangladesh, Myanmar Sales and distribution units: Afghanistan, Bangladesh, Nepal, Sri Lanka, Bhutan, Myanmar Highlights: A new truck assembly plant was recently inaugurated in Myanmar. More than 18,000 units of Ace have been sold in South Asia alone. What's popular? Trucks: Ace, LPT 1615, SE 1613, LPT 1109 Cars: Indica Vista, Sumo

The Middle East market opened up for Tata Motors in 1965 when a single truck was sent to Bahrain. In 1969, more exports followed as both trucks and buses proved popular in the region. Sales and distribution units: Abu Dhabi, Dubai, Bahrain, Oman, Kuwait, Qatar, Saudi Arabia, Turkey Highlights: The very first truck to roll out from the second assembly line in Jamshedpur in 1992 was one marked for Abu Dhabi. Last year Tata Motors successfully executed an 1,100 school bus order to Saudi Arabia. What's popular? Pickups: Xenon Buses: LPO 1618, LPO 1316 Cars: Indica Vista


Thailand is the second biggest market for pickups. The Tata Xenon is manufactured locally at Tata Motors Thailand, a joint venture between Tata Motors and Thonburi Automotive Assembly Plant Company. Manufacturing base: Thailand Sales and distribution units: Thailand Highlights: Tata Sumo was the backbone of the UN keeping force in East Timor. The after sales service provided by Tata Motors won many accolades.Tata Motors Thailand has recently launched the Tata Super Ace City Giant, a 1-tonne commercial vehicle. What's popular? Xenon

In the '90s France became a market for Tata Motors pickups. Today Tata Motors passenger cars are compliant with EU norms and are being shipped to several EU countries. Manufacturing base: Spain Sales and distribution units: Italy, Spain, Poland Highlights: In 1994, Tata Motors entered Europe, one of the world's most competitive auto markets, with its TelcoSports model (also known as the Sierra) followed by the Safari and Indica. At one stage Tata Motors was selling more TelcoSports in Europe than at home. In 2008, Jaguar Land Rover came into the Tata fold. Tata Motors also picked up a 21-per cent stake in Hispano Carrocera in 2005; in 2009 Hispano became a full subsidiary. What's popular? Xenon, Indica Vista, Safari

The first Tata Motors vehicle that went to the other side of the world was in 1973 in a shipment to Guyana. Today Chile is a big market for Tata Motors. Sales and distribution units: Chile Highlights: Tata Motors partnered with Conrico International and provided Tata vehicles for rescue and relief operations in Haiti after the region was struck with a massive earthquake in January 2010. Tata vehicles proved as effective ground support for post-earthquake rehabilitation work in Haiti. Tata Motors is now looking at developing a larger footprint in the region. What's popular? Xenon

Inputs from MP Sawe

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Hitting the 50,000 mark

Tata Motors Commercial Vehicles International Business achieved a major milestone this year by selling more than 50,000 commercial vehicles worldwide. The company has set its goal on increasing its overseas presence in its bid to become a truly international player in the near future
he year 2011 will go down as a landmark year for Tata Motors Commercial Vehicles International Business unit (IB-CVBU). The business unit has crossed a major milestone by exporting 50,000 commercial vehicles and buses for the first time in its 50 years of operations. The heartening aspect is that the Tata Motors brand is now showing significantly higher market shares in Sri Lanka, Bangladesh, Nepal and Ukraine as well as several nations in Africa and Europe. In Bangladesh and Nepal, Tata Motors is the biggest brand, with more than half the market share to its credit. Tata Motors has made great strides with its mini truck, Ace in Bangladesh and Sri Lanka, and controls more

than 85 per cent of the small vehicle market. In Italy, it has achieved the position of being the fourth largest player. Tata Motors also enjoys leadership position in the light bus market in Ukraine. The most remarkable part of this happy story is the fact that just last year, exports of commercial vehicles were impacted by the global meltdown and had fallen to a low of 27,000-odd numbers. How then, in a time when worldwide automotive sales were stagnating in a post-recession slump, did the company manage to almost double its export volumes?


The answer lies in a carefully thought out strategy that looked at the entire sales, marketing and

One team towards One purpose with only One desire to win in One success to the next raising One bar after another with One soaring mind


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Popular models: Tata Ace, Marcopolo bus and garbage compactors

distribution picture and focused on crucial markets (See box: Tackling the recession). And, just as important, this strategy was brought into play at the right time- catching markets just when they showed signs of revival and growth. The success of the international drive started with a simple thought to think big. In May 2009, at a conference attended by IB-CVBUs head office and regional teams and the Product Management Group, the team created a strategy document that set clearly defined objectives for the international business. The strategy looked at gaining market shares across regions and reaching for leadership positions in terms of customer satisfaction, market share, profitability and network strength in some key markets. This action plan helped to set down goals and targets for each regional manager. Since the markets had started slowly recovering from the meltdown,the formal target for 2010-11 was set at the 40,000 mark, even though the highest the company had ever achieved was 39,463 vehicles in the pre-recession era of 2007-08.

marketing, after-sales support, product management, marketing services, business planning, logistics, finance, etc. The team together decided to take on a highly aspirational target of 60,000 vehicles in FY10-11. Says Mr Wasan, This was a very bold step considering we had closed the 2009-10 year at 27,911 vehicles; it meant working towards a jump of 115 per cent in volume growth. In a gruelling three-day session, the IB-CVBU team along with all the functional support teams, put in place an action plan where every team member was aware of the contribution necessary to hit the big target of 60,000 vehicles.

The new plan was focused on strategic markets and products. A key area of interest was the South Asian Association for Regional Cooperation (SAARC) market, a region which had shown the least impact of the recession. With Bangladesh and Sri Lanka showing political stability, these countries became the prime destinations. Sri Lanka in fact put in one of Tata Motors biggest orders last year 839 commercial vehicles for its defence forces. Tata Ace proved to be a bestseller in many markets; last year, Bangladesh alone shipped in more than 8,000 Ace vehicles. Another big success story came from the Middle East. In a prestigious contract, IB-CVBU bagged an order for 1,100 school buses to be supplied to Hafil Transport of Saudi Arabia. The IB-CVBU team also focused on winning significant orders from Africa. This effort paid off hugely as new orders


Then, instead of settling for easily-won laurels, the IB-CVBU team decided to up the ante. Says RT Wasan, Head IB-CVBU, We felt we could do something better than the best achieved so far, by just stretching ourselves to meet a stiffer target, and by believing in it strongly enough to go after it with full vigour. In May 2010, an annual business conference was arranged with the entire IB-CVBU team, which included the teams from sales and

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growth, as did bus volumes in Middle East and SAARC, along with the recovery in volumes for pick ups in Africa and Turkey. Close coordination with the assembly plants and the teams handling new products and variants on one hand and the shipping companies and service providers on the other hand ensured that products were available as per requirement and supply constraints were minimised. The logistics team worked very closely with the manufacturing team to ensure that the ordered vehicles reached the port on time.
Xenon: Economical and fuel-efficient

started coming in from new customers. The Republic of Benin placed an order for 60 ambulances; Nigeria asked for 100 buses; Senegal ordered 200 buses; Sudan requested 75 garbage compactors and so on. Internally, the teams shifted into high gear. Regional heads worked hard to infuse excitement into their channel partners. The teams focused on identifying the various growth opportunities within each country and for different product segments. The regional teams then worked with the respective distributor teams to look for new opportunities while leveraging existing lines to maximise retail. The effort showed good results: volumes for small, light and medium commercial vehicles in the SAARC region showed strong

The channel partners reciprocated with strong support. Explains Mr Wasan, It was not only the TML team that was excited about achieving this huge target. Each of the channel partners participated wholeheartedly in all the initiatives and even took the lead in many of them. Without equal enthusiasm and dedicated efforts from the channel partners, this goal would not have been possible. So well did the action plan work, that IB-CVBU crossed the 40,000 mark in December 2010, and cruised easily to hit 50,000 by the end of the financial year. By setting the bar higher than ever before, Tata Motors has demonstrated the strength and capabilities of its vehicles and its people. And with this remarkable success behind them, the team is now gearing up to achieve its next major milestone 100,000 vehicles next year.


Challenges w All product segments had shown a severe dip in FY08-09 over FY07-08. w The downturn continued well into FY09-10. w Vehicle-buying capacity impacted by stringent credit norms, high vehicle loan rates and increase in down-payments. w Large volumes of stock remained with channel partners because of low levels of retail. Counter actions CHANNEL STRATEGY w Working closely with channel partners to reduce stock; focusing on retail growth. w Re-assessment of price positioning and revision of retail price. w Motivating and supporting the sales team to take on bigger targets. w Building the network to ensure better customer reach and service to our existing customers. MARKET STRATEGY w Focus on SAARC and Africa to capitalise on opportunities. w Focus on participation in government and large institutional business. PRODUCT STRATEGY w Focus on high growth SCV segment in SAARC. w Focus on Xenon sales in all key markets. w Focus on fully-built application vehicles.


APRIL 2011


In the news
for supplying around 500 buses in the next three years to the Avanza Group, one of Spains largest private passenger transportation groups. The order includes Intea Premium and Intea Low Entry models for medium and suburban routes, the Xerus model for long-distance routes and Area and Habit models for urban transportation routes. The buses for medium and long-distance routes include features such as air conditioning, LED daylight, heating, audio video, multiplex and door safety systems. The Area and Habit models are equipped with wheelchair ramps and other features to make the vehicles easily accessible for all users.

Employees at work at the new truck plant in Myanmar


The heavy turbo truck factory of Myanmar Automobile and Diesel Engine Industries (MADI) was formally inaugurated by the Prime Minister of Myanmar, Thein Sein, at Magwe on December 31, 2010. MADI is a government enterprise that has been set up by Tata Motors under the $20 million line of credit extended by the Government of India to Myanmar. The state-of-the-art assembly plant in Central Myanmar has a capacity to produce 1,000 trucks per annum initially, with the

flexibility of going up to 5,000 trucks per year. The function was attended by VS Seshadri, the Indian ambassador to Myanmar, and several Myanmar ministers. A senior team from Tata Motors was also present, led by SB Borwankar, Senior Vice President of manufacturing operations (CVBU).


Tata Motors won an award and two certificates in the fifth annual Stevie Awards for Sales and Customer Service, against stiff competition from more than 800 international organisations that participated in the programme. Tata Motors Commercial Vehicles unit won the Peoples Choice for Favorite


Tata Hispano Motors Carrocera SA, Tata Motors wholly owned subsidiary in Spain, has won a prestigious order

Hispano buses rule the roads in Spain

Winning the prestigious Stevie Award

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Customer Service Award and certificates of finalist in the Customer Service Leader of the Year and Customer Service Department of the Year categories. The award was presented to SP Joshi, Head Customer Support, CVBU, during a banquet on February 21 at the Eden Roc Renaissance Hotel in Miami. The Stevie Awards is a prestigious US-based business award programme with a mission to recognise and honour accomplishments of sales, customer service and professionals worldwide; the event sees participation from internationally recognised organisations from Australia, Austria, Canada, Japan, Italy, Africa, Sri Lanka, Far East Asia, South America, the US and the UK.

Tata Motors ambulances on the road in Benin


In a special victory in the motor sports arena, Tata Motors Full Throttle team won the top three positions in the Ndure A category in Desert Storm 2011 rally as well as the first and third positions in Ndure overall. What is remarkable is that the Tata vehicles two Safaris and two Xenon XT triumphed over several Pajeros, Scorpios, Gypsies and a Yeti. The victory is special for Tata

Motors since this was the first time that the company officially fielded a team in the Desert Storm rally. In fact, the event marked the first entry of Tata Motors on the Indian rally circuit. Commenting on the win, SG Saxena, head utility vehicles, Tata Motors said, Nothing can announce our entry into motor sports better than this victory that came soon after the formation of Tata Motors Full Throttle. This achievement encourages us to take Full Throttle to a new level and underscores the capabilities of our products and their performance in the competitive arena of motor sports. Expect more from Tata Motors Full Throttle in future.


Tata Motors recently supplied 60 ambulances built on the SFC 407 platform to the Republic of Benin. The contract comes under a Government of India grant and the ambulances carry signs saying Donation from the Government and people of India to the people of the Republic of Benin. The after-sales support of these ambulances will be through Tata Africa Holding (Ghana), distributor of Tata Motors in Ghana with the help of its dealer in Benin. Tata Motors has a big presence in West Africa and these ambulances will boost the companys brand image in the region.

The Full Throttle team tastes victory in the Desert Storm 2011 rally

Tata Motors enters the arena of motor sports


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Super convenient: The new Super Ace City Giant

The Safari finds takers in Tanzania


Tata Motors Thailand introduced the Tata Super Ace City Giant, a new 1-tonne commercial vehicle, at the Thailand International Motor Expo 2010. The vehicle, specifically designed to boost logistic efficiency in congested areas, is fitted with a 1,405cc SOHC diesel engine with turbocharger and intercooler that generates 70 HP. Its flat body with three drop sides makes loading goods on the vehicle convenient. The Tata Super Ace City Giant was available at a special introduction price of 349,000 Thai baht at the motor expo.

order to supply 839 commercial vehicles worth more than $15 million to the Ministry of Defence in Sri Lanka under an Indian line of credit. The company will also supply 77 units of passenger cars as part of this order. The Tata Motors component constitutes around 65 per cent of the total business under this tender. Tata Motors vehicles, known for ruggedness and ease of operation and maintenance, are popular with Sri Lankan defence forces. Along with the distributor in Sri Lanka, Diesel & Motor Engineering, Tata Motors provides training and maintenance support for all Tata vehicles. With this new order, the Sri Lankan government has shown its continued faith and trust in the Tata brand.


The Safari 4x4 was launched in Tanzania by the Tanzanian Minister of Trade and Industry Cyril Chami on January 30 in the presence of the Indian High Commissioner KV Baghirath. During the ceremony, the first three owners were handed keys to their vehicles. The Tanzanian government has expressed interest in buying attractively priced vehicles in an effort to cut down on costs; Tata Motors plans to target this segment.


The first lot of 50 buses, part of a prestigious order by Senegals public transport system for 200 buses, has been delivered by Tata Motors. In a ceremony attended by more than 3,000 transporters and government officers, the President of Senegal, Abdoulaye Wade, handed over the first bus a LP 709 model to the buyer, Crest Global SA. Tata Motors distributor Tata Africa Senegal in collaboration with its dealer Unitech Motors has opened a service facility for the maintenance of these buses in Touba. The buses have been financed by Fonde de Promotion Economique (90 per cent), a Government of Senegal enterprise, and by the operators (10 per cent).


Tata Motors has recently won an

Tata vehicles for Sri Lanka defence forces

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An Italian affair
Melian Italia has been the sole distributor for Tata Motors in Italy for over 18 years now. In an interview with Strides, Julia Wilson, CEO of Melian Italia, talks about how the relationship has transformed over the years and how the Tata brand is going from strength to strength
Tell us about Melian Italias relationship with Tata Motors and how it came about. In 1993, Tata Motors had decided to look for a distributor in Italy and the Indian Ambassador in Italy at the time suggested we propose our company. We had an appointment in Rome with a functionary from Tata Motors and from that moment we were convinced to carry forward this mission together. After nearly a year, Tata Motors sent us a message that they had decided to nominate Melian importer and distributor for Italy and asked us if we could come to India immediately. Our first visit to Mumbai and Tata Motors was in July 1994 the beginning of our relationship. We have always had very strong ties with people at Tata Motors and this was based on important business relationships as well as personal ones. It has been a long association; could you share some experiences that have served to cement the bond with Tata Motors? Our first visit was obviously an important event and the beginning of the adventure together. On arriving in Mumbai, we had the pleasure of seeing a little girl who had just been born to a Tata employee, and as she started her life we started ours with Tata Motors. We exhibited Tata products at the Bologna Motor Show in December 1994 and have attended all the auto expo exhibitions at New Delhi, since Tata Motors participated. This is apart from our regular visits to Tata Motors in Mumbai and Pune over the years. How has your relationship with Tata Motors evolved over the years and what do you think the future holds for the relationship? Our relationship over the years has evolved so as to be a strong part of our market in Italy. We started with only pickups and then gradually, over the years, new products came along, and these became more suitable for our market. The future of the relationship must be the reaping of all the work that has been done by both parties, to prepare the

Julia Wilson, CEO of Melian Italia, the Tata Motors distributor in Italy


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building blocks, when Tata products take an important place in the Italian and European markets. In Italy we have a dealers network of over 100 dealers that covers the whole territory and is convinced of a future with Tata. Over the years Melian Italia has been a distributor for numerous Tata products. Which of these is your personal favourite to date and why? The products have changed considerably over the years, and the new Vista shows the progress made with a product that stands up well to its competitors. However, I think the Safari (which has accompanied us for many years and with various transformations) would qualify. The Safari was presented to the press in Italy in 1999 when we had the pleasure of having PM Telang (now Tata Motors managing director) with us along with other Tata personnel. The Safari has been a part of our life for nearly 12 years now and we wait impatiently for the new model planned for 2012. What business values do Tata Motors and Melian Italia share that have contributed to strengthening the relationship? Reciprocal respect and a solid personal relationship with Tata Motors management as well as our admiration and affection for chairman Ratan Tata, who we have had the pleasure of meeting on many occasions. The value of our business with Tata has been constructed by people. How does Melian Italia work to counter competition in the Italian automobile market? This is not easy as the Italian market is among the most important in Europe and competition is very high. However, our strong point in Italy has been the formation of our dealers network, which has a very strong relationship with our company and consequently transmits their confidence to future clients. Their conviction in the brand will take forward our products together with the investments made by Tata Motors and Melian Italia for the future. What features of Tata Motors products have garnered the interest of Italian consumers? Pickups, competitive and solid work horses, were the only models available in the years from 1995 to 1998 and formed the backbone of business in Italy. Our whole organisation was geared from the start for the sales of commercial vehicles and with the arrival of Xenon at the end of 2007, we not only had a solid work vehicle but one with an extremely attractive style which was able to compete with the other high-end makes in the market. Xenon is well known in our market and ranks among the top five in terms of market

Julia Wilson with Adriano Doriguzzi, President, Melian Italia

share. Apart from the four basic Our strong point in Italy versions, we have the possibility has been the formation of of offering a large number of special versions with fixed load our dealers network. bodies but also tippers both rear Their conviction in the and three way. In Italy, the Tata name was established thanks to brand will take forward these commercial vehicles. The our products launch of the Tata Nano in Delhi (2008) launched the Tata name to Julia Wilson, CEO worldwide fame. In Italy, it had Melian Italia enormous impact. The Tata Nano has meant that models now launched by Tata are more readily recognised by the general public. Tata Motors and Melian Italia provided Tata Safaris to Centro Turistico ACLI (CTA) in their drive to collect funds for impoverished African communities. Could you tell us about other CSR initiatives that you have been part of? Melian Italia works regularly in the sponsorship field with initiatives involved in raising funds for the benefit of countries / persons in need of help. For several years we have provided support and vehicles for the Cow Parade, a very popular worldwide event life-size fibre glass cows are decorated by local artists, exhibited and paraded in the city hosting the event and at the end sold for charity. We have in the past provided support and ambulances, utilising Tata Safaris at special prices for local organisations working in the civil protection field. With the arrival of the new Safari and Aria, we may be able to offer vehicles again. Through our dealers we provide special support for cars (in the past Indica and now Vista) for raffles for charity where the cars are put up as prizes.

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Service with a smile

Customer care and after-sales service measures have proved to be one of the key differentiators that makes Tata Motors and its partners stand tall in the market
he customer is always king, but when the king is based on a continent thousands of kilometres away and speaks a different language, treating the king right becomes a task that calls for careful management planning. As a leading automotive company with customers in global markets, Tata Motors has devised a customer care plan that looks at several aspects of after-sales service and is standardised to be of top quality across countries. Among the many measures taken for customer care and after-sales service are initiatives such as dealer orientation, driver training, setting up of workshops and spare parts counters, technician training, and so on. Across the world, whether it is the Middle East, Africa or Europe, or in nearby Asian Countries both customers and dealers are pleased with the depth and scope of Tata Motors customer care programmes.

channel partners. The centres provide training in various areas such as troubleshooting, diagnostics and aggregate overhauling. What makes these centres a big success is that they work with local workers, train in local languages and are geared to local conditions. For instance, in South Africa, training is imparted in Afrikaans. According to Tanzania-based Bonite Bottlers, the learning has visible benefits. Says manager Sri Krishna, The training session and tips helped drivers and technicians understand how to maintain and service the trucks in a more efficient way. Across the globe five training centres have been opened in this financial year. In Bangladesh, Oman, Tanzania, Sri Lanka and Kenya full-fledged mechanics training school have been started. In South Africa, Tata Motors has equipped the Imperial Training Centre with aggregates and vehicles that help apprentices with the practical training. Graduating apprentices enter the industry with full knowledge of Tata aggregates thus helping to improve customer support and positively reinforce the brand. Apprentices are offered four levels of training and the courses are approved by the government body Manufacturing, Engineering and Related Services Sector Education and Training Authority. In the Middle East, the Tata Motors customer care team felt the need for a well-equipped technical training school. The region has been a strong market for Tata Motors since 1985, with buses being the most popular vehicle. But in the recent past, several truck models have been shipped implying a need for fresh training on the new vehicles. The Middle East training centre will be set up in partnership with Al Hashar Company, the Tata distributor in Oman. In the meantime, the Tata Motors team is providing direct training to technicians at key dealerships and customer fleets. The Central Training Centre in Istanbul, Turkey, has


One critical investment that Tata Motors has made is in setting up training centres in partnership with

The proper training of technicians is a crucial part of Tata Motors customer care


APRIL 2011


been instrumental in ensuring quality support to Tata Motors customers. Every year, over 200 people are trained at the centre in various skills, with training sessions conducted in the Turkish language. Tata Motors has also made big investments in e-learning modules specially designed for mechanics, that will facilitate distance learning. These modules have been developed in Bengali for Bangladesh, Sinhalese for Sri Lanka and Arabic for the Middle East.

In each country, Tata Motors works with its channel partners to provide customer care down the line all the way to the end customer. Explains Roberto Binotto, after-sales director at Melian Italia, which has been the Tata Motors distributor in Italy since 1994, The final customer is the person who buys and uses our Tata vehicles but the first customer for us is our dealer. Melian Italia works to provide its dealers with a unique service the overhauling of various mechanical groups such as engines, gearboxes, steering gear, etc. Melian Italia stocks the overhauled groups in its warehouse. The dealers are thus provided with professionally and reliably overhauled parts in a reduced time. Moreover, the end customer is satisfied because the vehicle is returned in a shorter span of time. The network provides various value-added services to customers which makes the customer care a cutting edge across regions. For example, a dedicated Customer Assistance Cell works round the clock in countries such as Bangladesh and Kenya. As the vehicle population in SAARC countries is experiencing massive growth, off-road assistance has become a key necessity and Tata Motors has always been prompt in providing this service through its large fleet of mobile vans and mobile workshops.

Special training schools for mechanics and drivers have been set up in several countries

facilities in Sri Lanka and Bangladesh. The project will be completed in mid 2011-12.


Another key aspect of Tata Motors support to its channel partners and customers is help in workshop management. For instance, at the Zahira dealer workshop in the Democratic Republic of Congo, several initiatives were taken Ravji Bhai, MD specifically to reduce repeat Radheshiam Transport, Kenya complaints. These included: w Implementation of service process in workshop. w Monitoring of job cards as per service process. w Ownership of jobs by respective technicians. w Work progress monitoring at regular intervals. w Employee motivational system for improving work performance. So successful was this initiative that repeat complaints dropped from 7.3 per cent in January 2010 to zero in July 2010, inspite of the number of vehicles attended going up from 95 to about 180200 per month. Some of Tata Motors distributors Nitol Motors in Bangladesh and Sipradi Trading in Nepal have introduced green processes in workshop management to significantly reduce their electricity, paper and water consumption, and have undertaken tree plantation and waste management drives. For Tata Motors this level of customer care brings with it more than just customer goodwill. The activity goes a long way in building the Tata brand and spreading awareness of the quality of Tata vehicles. And the dealers benefit through the ultimate parameter of customer satisfaction repeat business.
Gayatri Kamath with inputs from KC Sen, V Balakumaran, S Ghosh and Sandeep Bhaduria

I get very good after-sales service support from Tata Motors. Our workshop team has received technical training as well as driver training. The spare parts availability is good and the vehicles perform very well.

One of the most popular measures has been the driver training that Tata Motors offers through its distributors and dealers. For example, fleet customers from the mining or construction sectors are offered driver-training packages that are specific to their usage. Then there is a specific 4X4-wheel drive training that helps reduce wear and tear and extends the life of the vehicle. The packages include basic skills and specialised techniques to help reduce fuel consumption and improve on-road performance of the vehicles, as well as dos and donts for the vehicle. Recently Tata Motors has taken the important strategic initiative of setting up driver training schools equipped with the latest sophisticated

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Geneva rnational Inte tor Show Mo

Tata Motors presented Tata Pixel, a new city car concept for Europe, at the 81st Geneva Motor Show in March 2011. Other Tata Motors displays at the prestigious exhibition included Tata Aria, the first Indian four-wheel drive crossover; Tata Indica Vista EVX, a special version of Tata Indica Vista EV, which participated in the Progressive Insurance Automotive X Prize contest; Tata Indigo Manza, one of Indias best-selling sedans; and Tata Indica Vista, a top-selling hatch. At the shows Green Pavilion, Tata Motors exhibited the Tata Indica Vista Electric Vehicle.


rster at arl-Peter Fo roup CEO C ta Motors G d Ta atan Tata an Chairman R

the show

The Tata Mot

ors pavilion

at the Genev a Motor Show


APRIL 2011


The show was an ideal setting to showcase the Tata Pixel, a new city car concept for European roads

The Tata M

otors tea

m at the


Motor Sh


The passenger car dis


The Tata Indica Vista is steadily gaining popularity in international markets

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ommercial C les Middle Vehic East Show

Tata Motors exhibited the Tata Xenon, Tata Super Ace, Tata LP 913 bus, Tata LPO 1618 Starbus Skool, and the Tata Prima tractor at the Commercial Vehicles Middle East Show in March 2011. The three-day long show was held at the Dubai International Exhibition centre. It is the only event in the Middle East dedicated to commercial vehicles, parts and services. It showcases the best of the commercial vehicles in the region and serves as a platform for manufacturers to interact with key customers, network with industry peers and compare products and services from over 50 local and international exhibitors.

cial The Commer

Vehicles Mid

dle East Show

in Dubai

The stylish Tata Xenon

World-class buses and trucks

from Tata Motors on display

at Dubai


APRIL 2011


Tata Vista, Tata Motors' latest offering, was unveiled in Turkey on January 14, 2011, at the Annual Dealer Convention in Istanbul. The event was attended by Tata Motors dealers and officials, including Johnny Oommen, Head of Tata Motors International Business (Passenger Cars). The launch was backed with nationwide marketing campaigns such as customer test drives, shopping mall displays, media advertisements, a special micro website ( to increase awareness, etc. Following the launch, Vista was introduced to the Turkish press and journalists took the Vista for a test drive. The diesel Quadrajet version of the Vista has been positioned in Turkeys most competitive B segment focusing on fuel efficiency and economy.

Vista Launch in Turkey

The Vista launch event

at Turkey

The Vista h

as been po

sitioned in

the fuel ec

onomy segm

ent in Turk


Show of strength: The Tata Motors team along with channel partners and supporters

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AutoMechanika trade fair

Tata Motors participated in Automechanika, the worlds leading business-to-business automotive aftermarket trade fair, at Johannesburg in March 2011 for the first time this year. The Tata Motors team communicated the message of Enduring relationship - excelling together to customers by showcasing Tata Motors customer support facilities across South Africa, the easy availability of genuine spare parts, the reach of the customer support network as well as the training initiatives for the skill development of the local community. Tata Motors vehicles, spare parts and working models of engines were also displayed at the fair.

Tata Moto

rs in South

Africa: An




Connecting with the


Tata Motors has bu

ilt a strong custome

r support network acr

oss South Africa


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Tata Aria
The Tata Aria combines the sporty look and toughness of an SUV, the comfort and driveability of an MPV, and rough road and bad weather 4x4 capability in a sleek vehicle. Designed to comfortably seat seven people, the Tata Aria provides a smooth, hassle-free drive under all road and weather conditions.

Engine Max engine power Max torque

2.2 litre DiCOR, common rail, turbo diesel 103kW / 4,000rpm 320Nm / 1,750-2,700rpm

Dimensions Length (mm) Width (mm) Height (mm)

4X4 4,780 1,860 1,775

4X2 4,780 1,860 1,760 Features

w Fold flat, flexible seating w Available in 4x4 and 4x2 w Driver, co-driver, side and

w Automatic rain sensing for

inflatable curtain airbags

w ESP with TCS w Navigation system w Bluetooth-enabled

wiper operation and speed control w Reverse parking aids (camera or ultrasonic) w Cruise control w Alloy wheels

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Starbus: Edging out competition

The stylish, contemporary and aesthetic design of the Starbus has captured the attention of bus operators globally. Various unique features have contributed to make it the ideal vehicle for city and long-haul operations, and to hold its own against competition

Aesthetic FRP front face with high lux head lamps; large tinted sliding windows; large rear-view mirrors; 600mm wipers; two wide, full glass, jack-knife doors; separate battery compartment; large rear luggage compartment; sleek tail lamps; large rear windshield serving as emergency exit; full rear bumper

Ergonomic, comfortable high-back seats with seatbelts; adjustable soft head flap; stylish hat rack; strap handles from grab rail; roof hatch; curtain rail and eight-speaker provision; CFL lighting; new stylish driver console with adjustable sun visor, sound- and heat-insulated bonnet and adjustable high-back seat with seatbelt


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Components Technical details
Engine Horse power Torque Engine life Clutch Gear box Performance Turbo-charged Cummins 6 BT5.9/102mm/120mm 125 HP at 2,400rpm 42.3 Mkg @ 1,100-1,400rpm Upto 5 lakh kilometres 330 dia organic with clutch booster GBS 40 synchromesh Max speed 87kmph

No additional fitting required, less costly when replacing Horse power optimised for stage carrier operations High torque at low revolutions per minute for easy driveability and less driving fatigue; ideal for city operations Lower overhauling cost, lower down time, no engine overheating failures Less driver fatigue due to clutch booster Easy gear shifting, lower wear and tear Higher top speed results in shorter trip time; more trips, more earnings


Starbus has demonstrated its capabilities over various terrains across the world, with significantly lower operational costs. The following is a graphical representation of the profitability of Starbus as compared to a competitor in Sri Lanka.
Tata Starbus is 44% more profitable than competitor bus

80 70 60 50 40 30 20 10 0

Earning per km (EPK)

Total fixed cost per km

Variable cost per km

Cost per km (CPK)

Profit per km (PPK)

Tata LPO Starbus 1512 Competitor bus

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Green flag flying high

Indica Vista EVX wins the Most Economic Small Passenger EV and the Most Economical and Environment-friendly Small Passenger EV awards in the Brighton to London Future Car Challenge
ndica Vista EVX once again proved itself a winner when it won two awards in the Brighton to London Future Car Challenge in November 2010. Indica Vista EVX (driven by Simon Clarke, chassis and braking engineer) won the awards in the A1 and A2 category of Small Passenger EVs A1 being the Most Economic Small Passenger EV and A2 The Daily Telegraph newspaper sponsored Most Economical and Environment-friendly Small Passenger EV. Indica Vista EVX won against competition from some of the worlds best car manufacturers categories A1 and A2 also included the BMW MINI-e, Mitsubishi MiEV and Smart EVs.

contest that attracts the best and the cleanest in the automobile industry from around the world. All the hard work put in by the TMETC team for the X PRIZE competition proved invaluable in the preparation and winning of the awards in the Brighton to London Future Car Challenge. The creative efforts of the TMETC team and the superior performance of the Indica Vista EVX together helped to chart the win in a milieu where the worlds best OEMs were present, and which afforded prominent media coverage. The event, which is a promotion and demonstration of new clean-energy motor cars and heralds tomorrows pioneering technology, as the organisers The Royal Automobile Club stated, has been introduced for the first time in 2010. It is a

The Tata Motors European Technical Centre (TMETC) had developed the Indica Vista EVX for the Progressive Insurance Automotive X PRIZE 2010, a

Indica Vista EVX being flagged off


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Racing ahead of competitors

challenge for electric, hybrid and low-emission ICE vehicles to use the lowest energy on a 60-mile route from Madeira Drive, Brighton, to Pall Mall & Regent Street, London. As Matthew Burke, technical lead of the team for the Progressive Insurance Automotive X PRIZE 2010, had said, TMETC had demonstrated a near-production-ready car that could actually be used by a family in the real world rather than an esoteric design concept. Indica Vista EVX has adequate luggage space and is capable of carrying four individuals with a predicted range of up to 200km and acceleration of 0-60kmph in under 10 seconds. With about 2 per cent of its turnover earmarked for R&D annually, Tata Motors has been constantly working towards introducing the technology of tomorrow in its products. Participation in the X PRIZE contest and Brighton to London Future Car Challenge was an opportunity for the company to pitch its green image prominently in the automobile world and emerge with shining colours. Indica Vista EVX has proved itself to be not just technically equal to the worlds foremost car brands, but a much-needed solution given the concerns of climate change and environment in todays world.
Shalini Menon

The winning team with the Indica Vista EVX

Indica Vista EVX completed the journey from Brighton to London at a highly economical energy cost of 1.35. This compares very favourably to journey costs of 6.17 and 4.80 for a similar-sized vehicle running on either a petrol or diesel engine at standard energy prices. The 58-mile route was completed with only a 36-per cent depletion of the lithium ion phosphate batteries. This would give a vehicle range of approximately 160 miles, producing an efficiency- equivalent mileage of 176mpg plug to wheel. While participating in the Progressive Insurance Automotive X PRIZE 2010 contest, the Indica Vista EVX pure electric vehicle had completed all on-track tests, demonstrated fuel economy numbers well in excess of 100MPGe (miles per US gallon or, gasoline equivalent energy) and passed all necessary requirements.

Tata Motors is constantly working towards developing alternative fuel engine technologies. It has manufactured CNG version of buses and followed it up with a CNG version of its passenger car, the Indica.

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An upward battle
The Afghanistan market has many unique challenges that include security issues, unsafe trade routes and poor purchasing power. With the strength of its partnership with RM Asia Afghanistan, Tata Motors is looking to increase its presence in this strife-torn nation
oing business in a country like Afghanistan, with its history of civil war and strife, is not for the weak-hearted. Bomb blasts, explosives-laden trucks blowing up government installations and embassies, suicide attacks and political uncertainties make it one of the most difficult countries in the world to operate a business. Tata Motors realised this early when it made a foray into the land-locked nation. Routine activities such as sales and marketing, brand-building and training, that are part of normal business operations anywhere in the world and are taken for granted, were simply not possible in this strife-torn land. The company, however, did not falter and decided to take on the challenges through some out-of-the-box strategies and unconventional methods that have over the past decade helped it establish a strong presence in Afghanistan. Tata Motors is today one of the few original equipment manufacturers (OEMs) to have a distributor with a well-trained sales team, workshops and a parts supply facility.

after-sales support for the buses and commercial vehicles supplied to several government agencies, including the ministries of transport, defense, interiors, health, and the municipality of Kabul. However, this came to a halt as the company was compelled to pull its local representative out of the country following bomb blasts and security issues. It was a huge setback, but Tata Motors did not get discouraged. Instead, it decided to find new ways of operating in Afghanistan. The company recognised the need for a strong and reliable partner already established in the region, who could support its interests and activities there. What followed was a flurry of activities and research to identify the right partner. A year later, Tata Motors joined hands with the Bangkokheadquartered RMA Group, a specialist provider of automotive and other infrastructure solutions in more than 30 emerging and post-conflict markets around the world. With its wide-ranging experience of working in post-conflict regions, RM Asia was the best choice for distributorship, boosted by the fact that it already had a presence in Afghanistan and had a solid understanding of the region. Today, both Tata Motors and RM Asia are among the few pioneering enterprises doing business in Afghanistan. Through the tie-up, RMA Afghanistan began promoting Tata Motors vehicles by focusing on fleet sales, a strategy that allowed the company to further its ties with the Government of Afghanistan and build connections with international companies operating in the country.

It was way back in 2002, when as part of an Indian government assistance programme for Afghanistan, Tata Motors stationed a representative for rendering

But the continuing uncertainties in the war-ravaged nation made it difficult to carry out regular business activities. Not the one to be daunted by the

challenges, the company came up with some unconventional solutions. For instance, since Tata Motors executives cannot travel freely in Afghanistan, RM Asia hired expatriates for sales and after-sales activities. The executives are trained at the companys facilities in India, The distributor also provides accommodation to the expats within its premises and ensures adequate security. And because these executives cannot move freely outside the offices, RM Asia has tied up with local dealers, who act as sales and service points for Tata Motors customers. Thanks to the tie-ups, customers do not have to travel all the way to Kabul, the capital, for repairs and servicing, which are provided at their doorstep. Similarly, training cannot be imparted through conventional sessions, so Tata Motors and RM Asia have converted a 40-feet container, within the distributors high-security complex, into a training centre for customers, especially fleet owners. Investments in training locals to provide support to Tata customers within the country and training fleet customers on vehicle maintenance has proved an effective engagement tool. In Afghanistan, brand-building through conventional media is simply not possible; so both Tata Motors and RM Asia have had to depend on unconventional methods including word-of-mouth publicity, or building personal relationships with customers through training programmes or fleet rehabilitation activities. The two companies also work closely with government agencies, fleet customers and even NGOs, who often act as brand ambassadors for Tata Motor brands. Ensuring adequate supplies of spare parts, especially in a war-ravaged land where attacks on vehicles are common, is of utmost importance to win customer loyalty and brand-building. But it is virtually impossible to have spares warehouses across Afghanistan. To get around the problem, RM Asia has a well-stocked warehouse in Dubai, from where they are air-freighted to Afghanistan, a short distance away in terms of flying time.

Afghanistan roads. The first Tata vehicle that was introduced in the market was the Telcoline pickup. Next came light commercial vehicles (the LPT613 truck, LP613 bus and SFC407 bus) and heavy commercial vehicles (Tata LPK1618 garbage compactor and LPO1316). Tata buses now dominate the local transportation scene in Afghanistan. Recognising the substantial demand for small commercial vehicles, RM Asia has now decided to launch Tata Ace at a competitive price. With a bigger retail presence, the company has great expectations from the market.


Since the beginning of Tata Motors association with Afghanistan, the company has focused on fostering a long-term relationship with the country and, to further that effort, is working closely with various government departments to explore ways by which it can improve the quality of life for the local people. Many other OEMs in Afghanistan have been opportunistic, catering to large orders, but ignoring the other needs of the nation. But Tata Motors, along with its distributor and local sales and after-sales network, is there for the long haul. As part of the Tata groups philosophy to give back to the community in which it operates, Tata Motors supports training activities in Afghanistan. The automobile section of Kabul Polytechnic was renovated by Tata Motors in 2003 and supported with training aggregates, literature and special tools. Tata Motors is well poised to make Afghanistans drive down the highway of development and growth a smoother one.

To build its retail presence in Afghanistan, the joint team of Tata Motors and RM Asia has analysed the local competition to get a fix on tailoring the right Tata product mix for this market. The main competition is from the second-hand market, which provides new vehicles at lalmost the same price range. Today a range of Tata Motors vehicles ply on

Shifra Menezes with inputs from Biswadev Sengupta, Sanjay Sharma, Sebastien Le Bihan

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Tata Pixel
Tata Motors presented Tata Pixel, a new city car concept for Europe, based on the Tata Nano, at the 81st Geneva Motor Show
he Tata Pixel, with Zero Turn drive and an innovative diamond-shaped door system, is a new city car concept for Europe from Tata Motors. Based on Tata Nano, Tata Pixel at just over 3m in length is the most package-efficient four-seater in the world, comfortably accommodating four adults, unlike a typical city car which is either a two-seater or can accommodate two adults and two children only. Tata Pixels ability to manoeuvre and park in the tightest of spaces is made possible by its zero turn toroidal traction drive Infinitely Variable Transmission (IVT). This highly efficient, cost-effective system assists rotation of the outer rear wheel forwards and the inner rear wheel backwards during low-speed manoeuvres, while the front wheels turn at acute angles. The result is a turning circle radius of just 2.6m. The glass area on the scissor doors provides excellent visibility even in the

w Most package-efficient four-seater in

the world.
w Zero Turn drive maximises

manoeuvrability when parking.

w Innovative scissor door system allows

entry and exit in the tightest of spaces. w CO2 emissions of just 89g/km and combined cycle fuel economy of 3.4 litres/100km.

most extreme turning manoeuvre. The scissor doors rotate upwards from the front to allow all four passengers to effortlessly enter or exit Tata Pixel, even in the tightest of spaces,


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while the doors large glass area provides excellent visibility. A forward sweeping roofline, with minimal front and rear overhangs, accentuates the youthful styling, while the window graphic features an interchangeable island that can be used to change the exterior appearance whenever desired. Tata Pixel also introduces My Tata Connect the first integrated human-machine interface (HMI) concept from Tata Motors for its new generation programmes. My Tata Connect enables seamless integration of the users smartphone or tablet with the vehicles infotainment system and also allows controlling of key functions of the car. This provides a customised, user-friendly, all-inone touch screen display, while also allowing the driver to remain seamlessly connected to the external world in much the same way as they would be when at home or in the office, listening to favourite songs, internet news and sport or stock updates. In addition to serving as the infotainment display when docked in the instrument panel, the tablet also allows temperature, ventilation and airconditioning settings to be adjusted through its touch screen, as well as displaying information on the vehicles performance. A 1.2 litre three-cylinder turbocharged diesel engine positioned at the rear of Tata Pixel gives lively performance. The engine is a low-friction design, featuring variable coolant and oil pump and rapid warm-up technologies. With optimised aerodynamic drag, low rolling-resistance tyres, stop-start technology, and intelligent battery charging, Tata Pixel returns European combined cycle (NEDC) fuel economy of 3.4 litres/100km and CO2 emissions of just 89g/km.

CROSSWORD ANSWERS 1: 1945 2: 1954 3: 2005 4: 50 5: 50,000

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A comfortable ride
Efe Ozman, a customer from Antalya, Turkey, speaks about his impressions of the Indica Vista and what made him choose the car
My Indica Vista is the successor to the Indica I drove for the last three years. It was the cars price-fuel correlation and efficiency and comfort that made me choose the Indica Vista. The new Indica Vista is a big improvement in terms of fuel efficiency, engine noise and vibration. The comfort features and the interior design have undergone a complete change. The most impressive feature of the Indica Vista is the driving comfort, which I experienced even during the test drive. The new suspension and handling has a safe and confident feel to it. For me, the car is more than a means of transportation I use it for both work and leisure. It is important that my car should give my family and me a feeling of comfort and security, and suit me in design and style. I would have liked the Indica Vista to have a telescopic steering column, because sometimes tilt steering is not enough to find the best driving position. I am completely satisfied with the after-sales service and care provided by Antalya Ozkurlar Otomotiv with whom I have had a long relationship. They are always there when I need them.
Efe Ozman


Engine Displacement / capacity Max engine power (kW / R / min) Max torque (Nm / R / min) Safire Petrol 1,368cc 55kW / 6,000rpm 65kW / 6,000rpm 114Nm / 3,250rpm 116Nm / 4,750rpm Quadrajet Diesel 1,248cc 55kW / 4,000rpm 66kW / 4,000rpm 190Nm / 1,7503,000rpm 200Nm / 1,7503,000rpm

Comfort and convenience:

Steering-mounted audio controls Seat height adjustment Tilt steering Power windows: Front and rear Music system with USB and Bluetooth


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Tata earns our respect

Sharonette Webb-Olivier of South Africa describes how her sturdy Tata Indica took on the rough roads of the South African hinterland and turned her road trip into a memorable holiday
Recently, we went on a holiday, on a road trip through South Africa, in our Tata Indica. Our car is not a luxury vehicle with air conditioner, electric windows or central locking, but we just wanted to let you know how amazing it was. We decided to drive from Cape Town to Beaufort West to Kroonstad to Hartebeespoort Dam to Pelgrims Rest and through Kruger National Park. We stayed at Marloth Park, then drove on to Barberton, Clarens, the Golden Gate, Pietermaritzburg and on to Addo. From Addo, we just carried on driving straight through to home. On the way, we met people driving fancy 4x4s and air-conditioned cars, who couldnt believe that our little, no-frills, no-nonsense Tata Indica could go almost everywhere they went, and not give us any trouble! We drove around Ko-ka Tsara Bush Camp, Kroonstad, Phiri Bush Lodge, Crystal Springs Mountain Lodge, on KZN roads and the Wild Coast. We did damage the left front wheel on a terrible, potholed, gravel road over the K river to Vrede. Need I say anything about the fuel consumption we travelled 450km for R250 on our 35-litre tank! Earlier we didnt want to drive anything but Daihatsu, but now we are converted. This little car has earned our respect, and has inspired many others!
Sharonette Webb-Olivier, Head of Office Head of Department, Transport and Public Works, Western Cape


Model Engine Max engine output Max torque Length x width x height (mm) Wheelbase (mm) Tyre size 165 / 65R13 Indica LSi Indica LXi 1.4 litre MPFI 55.2 kW @ 4,500 rpm 110 Nm @ 3,000 rpm 3,675 x 1,665 x 1,485 63 kW @ 5,500 rpm 115 Nm @ 3,000 rpm 3,675 x 1,665 x 1,500

2,400 175 / 60R14

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White nights in St Petersburg

A city of history, beautiful buildings and well-designed bridges, St Petersburg is an architectural treat
visit to St Petersburg, the city that Peter the Great built on the shores of the Baltic Sea, where the river Neva empties itself into the Gulf of Finland, is like a passage into the opulent Tsarist past of Russia. The gigantic cathedrals, magnificent palaces and romantic bridges make it an ideal holiday destination. The city is in fact an architectural treat with its collection of buildings in neoclassic, modern and retrospective style. It is no wonder that the historical centre of St Petersburg and its palaces have made it to UNESCOs world heritage lists. What makes St Petersburg fascinating is that it has stood indomitable against history and human destruction. The city has changed its name three

times: until 1914 it was St Petersburg; from 1914 till 1924 it was Petrograd; from 1924 to 1991 it was Leningrad. In 1991, it received its original name of St Petersburg. St Petersburg has survived two great upheavals during the Civil War and the Siege of Leningrad which nearly decimated the population but left its historical buildings almost untouched. After the Russian Revolution, new construction was carried out only on the outskirts of the city and a vast number of residential stone buildings of the pre-revolutionary period were preserved. Visiting the old parts of the city from Obvodny Canal to the Bolshaya Nevka River and from Alexandro-Nevskaya Lavra to the trading port can transport one back in history to the days before the revolution.

Palace Square, St Petersburg


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Bridge over the Neva river


The bridges that crisscross the Neva river, the number of which is enough to earn St Petersburg the title of the 'European champion of bridges', further enhance the architectural beauty of the city. Neva, which forms one of St Petersburg's main (water) thoroughfares, originates in the Ladoga Lake and empties into the Baltic Sea. By night, the many drawbridges across it are raised to allow steamers and ships to pass through. One of the must-see sights in the city is the Peter and Paul fortress on the Neva delta, which attracts hordes of tourists because of its unusual elongated hexagonal shape. Peter the Great built it to protect St Petersburg from an attack by the Swedish military. The towering gilded cupola of St Peter and Paul Cathedral, crowned by an angel, stands out distinct as it rises from the middle of the fort. A part of Russian history rests here as the cathedral has served as the burial place for Russian Tsars down the centuries. Another popular destination is the historical centre of the city, which sites the Palace Square with the Winter Palace, the General Staff Building and various government buildings. One can smell history as one walks through the Winter Palace, once the official residence of Tsars and a mute witness to some of the most important events in Russian history such as its storming during the Russian Revolution, the Bloody Sunday massacre, etc. Now its numerous rooms are filled with one of the greatest art

Dome of St Isaac's Cathedral, St Petersburg

collections in the world, a large part of which was the result of Catherine the Great's dedicated efforts. The collection has more than three million masterpieces of world culture from down the centuries.

One of the most beautiful buildings in the city is without doubt the St Isaac's Cathedral. Designed by French architect Auguste de Montferrand, the cathedral took 40 years to build. The gigantic dimensions of the cathedral it can accommodate up to 13,000 visitors at a time take one's breath away. Although the exterior is not so remarkable, the interior more than makes up for it, with its vivid display of paintings and sculptures. The walls and tapering columns of marble and granite from various parts of Russia, inlaid with semi-precious stones,

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Nevsky Prospekt, the main street in St Petersburg

The fountains and cascades at Peterhof

jewel of our capital!" wrote Nikolai Gogol of Nevsky Prospekt, the main street of St Petersburg. It derives its name from the Alexander Nevsky Monastery that lies at one end of it. Nevsky Prospekt is lined with cathedrals, theatres, elegant shops, restaurants and the houses of wealthy, each a piece of history, and has been a place to be seen in since the Tsarist period. MAGIC IN THE AIR Any visit to St Petersburg would be incomplete without a visit to Peterhof, the summer retreat of Peter the Great, designated a UNESCO World Heritage Site. The palaces, gardens and fountains at Peterhof follow various architectural styles, depending on the ruler who commissioned them. Cooled by the sea, water cascades and the innumerable fountains that have made Peterhof famous over the world as the city of fountains, a visit to the palace complex and gardens make for a relaxing day. Another unique experience in St Petersburg is the white night. Being the world's northern-most city (it is located at 59 degrees 57' North), in summer, the sun does not go below the horizon long enough for night to darken the sky; in fact street lighting is not turned on during summer. That is one of the things that make St Petersburg a must-visit for any world traveler, especially during the dreamy, magical white nights of summer.
Irena Melkunova

Kazan Cathedral, St Petersburg

add a richness and ethereal beauty to the spiritual surroundings that leaves one bereft of words. The other cathedral that one should take time out for a visit is the Kazan Cathedral dedicated to Our Lady of Kazan on Nevsky Prospekt, the main thoroughfare of St Petersburg. Modeled after St Peters Basilica in Rome, it is another piece in Russia's imperial architectural mosaic and history, and has played host to royal weddings, masses and coronations. "Nothing could be finer than Nevsky Prospekt, at least not in St Petersburg, it is the be-all and end-all. It positively gleams and sparkles the

Tree plantation programmes involving villagers and Tata Motors employees have turned acres of barren land green around Tata Motors plants and proved havens for migratory birds.


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The first car launched by Tata Motors SAFARI A Tata bus is featured on the postal stamp of this country SAUDI ARABIA The first Tata truck was exported here SEYCHELLES What's better than an Ace?



1: Tata Motors was set up in 2: The first Tata truck came out in 3: The Ace was launched in 4: Number of years of international business 5: Number of commercial vehicles exported

SIERRA More than a thousand Tata buses have gone to this country SRI LANKA A rather sporty vehicle SUPER ACE

5 1

For answers. turn to page 45