HISTORY Of TATA

In 1868, the TATA Group was founded by Jamsetji Nusserwanji Tata in the mid 19th century, a period when India had just set out on the road to gaining independence from British rule.

The Indian Hotels Company is incorporated to set up the Taj Mahal Palace and Tower, India's first luxury hotel, which opened in 1903.

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In 1902, the Tata Iron and Steel Company (now Tata Steel) is established to set up India's first iron and steel plant in Jamshedpur. The plant started production in 1912.

In 1910,the first of the three Tata Electric Companies, The Tata Hydro-Electric Power Supply Company, (now Tata Power) is set up.

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In 1912, the Tatas enter the consumer goods industry, with the Tata Oil Mills Company being established to make soaps, detergents and cooking oils.

In 1932, Tata Airlines, a division of Tata Sons, is established, opening up the aviation sector in India.

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In 1939,Tata Chemicals, now the largest producer of soda ash in the country, is established

In 1945, Tata Engineering and Locomotive Company (renamed Tata Motors in 2003) is established to manufacture locomotive and engineering products.

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In 1962,Tata Finlay (now Tata In 1954,India's major marketing, engineering and Tea), one of the largest tea producers, is established. manufacturing organisation, Voltas, is Tata Exports is established. Today established. the company, renamed Tata International, is one of the leading export houses in India.

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In 1968,Tata Consultancy Services (TCS), India's first software services company, is established as a division of Tata Sons.

In 1970, Tata McGraw-Hill Publishing Company is created to publish educational and technical books. Tata Economic Consultancy Services is set up to provide services in the field of industrial, marketing, statistical and technoeconomic research and consultancy.

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In 1984, Titan Industries – a joint venture between the Tata Group and the Tamil Nadu Industrial Development Corporation (TIDCO) – is set up to manufacture watches.

In 1991,Tata Motors rolls out its millionth vehicle. (The twomillion mark was reached in 1998 and the third million in 2003.)

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In 1996, Tata Teleservices (TTSL) is established to spearhead the Group's foray into the telecom sector. Tata Indicom delivers cellular services through its CDMA mobile telephony platform. It has prepaid and post-paid options,

In 1998,Tata Indica – India's first indigenously designed and manufactured car – is launched by Tata Motors, spearheading the Group's entry into the passenger car segment.

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Now The Case Study
TATA motors limited is the market leader in

commerical vehicles in india and one of the major players in the passenger vehicles segment. In jan 2006, the company launched the indica V2 Xeta petrol car as a refurbished version of the indica V2 pertol MPFI. Xeta was to bought the customer specifically by rendering better fuel efficiency at a competitive price. Through Xeta, the company intended to create a unique brand identity in the customer’s mind for the pertol variant of indica.

Immediately after the launch of Xeta in

january 2006, the passenger car bussiness unit of Tata motors reported a growth of 15%. The indica brand grew by 18.7% which was attributed mainly to the launch of Xeta. This success also coinsided with the growing attractiveness of india as a global hub for small cars. The entry of Tata motors immediate rivals like MUL and HMIL into the diesel segment of the small car market was also expected to pose strong challenge for TATA.

Introduction Of The Case Study
The Xeta was developed by Tata Motors as a pre-emptive

move to fight competition, mainly from MUL and HMIL in the passenger car segment.

The Xeta's "eXtra Efficiency Torque Advantage" according

to the company, was proffered as an answer to the market demand for fuel-efficiency at a competitive price. the mind of the customer for the petrol variant of Indica. car brand. Xeta's success coincided with the growing attractiveness of India as a global hub for small cars.

 Tata Motors intended to create a unique brand identity in Xeta had the potential to change Indica's image as a diesel

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Some of the companies which planned to launch

small cars in India in and after 2007 were General Motors India (GM), Fiat, Toyota Motors, Honda Motor Co., Skoda India, and Renault. The entry of MUL and HMIL in the diesel segment of the small car market was expected to pose a strong challenge to Tata Motors which had the leadership position in this segment.

Reasons For Entering Small car market…..

Both Partners working Nuclear Family Move Fast In Traffic Easy To Park

 VISION To develop TATA into a world class Indian car brand

for innovative and superior value vehicles.  World class in: • Product appeal and styling - clean, contemporary lines and shapes  • Interior space and passenger comfort,  • Quality and reliability. Superior value in offering:- • Lowest ownership cost • Relevant cost effective technology • More content at same price point as competition.

This slide will not be included in the presentation …ankita has to say for the vision point in the above slide

STRATEGIES ADOPTED
PROMOTIONAL STRATEGIES

1. Tv ADS :- “Not a liar”

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2. Print media ADS

Electronic media ADS

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3. Interne t

They believed that the biggest potential of the medium is in the area of "social media" applications -- user generated content, virals, contests and word of mouth, for instance. The Xeta Shootout Contest is an attempt to leverage this social media aspect of the web

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Car was targeted at young buyers, so the campaign was completely online.The campaign goes like this : -

Product & Pricing :2.Technological advancements 3.Brand ambassdors

Pricing : 1.Tata Motors had launched a new range of the Indica V2 Xeta with a 1.2-litre engine option at an introductory limited period discount of Rs25,000. and also various bank loans so that even the common man can afford it. 2.The range is available in four models — GV, GVE, GVS and GVG and comes with maximum power of 65.3 PS @ 5,000-5,200 rpm and maximum torque of 10.2 kgm @ 2,600 rpm. 3.Tata Motors' sales and distribution network in India consisted of 720 dealer outlets which were supported by eight regional offices, 28 regional sales offices and 38 sub-regional offices. Most of the dealers were exclusive dealers. 4.The company had a presence at over 2,000 locations

CONCLUSI ON
TATA Indica V2 XETA was a great success

since they adopted these marketing strategies .
Indica V2 XETA sales,

at 1,00,300 units in April-December 2006 , grew at the aboveindustry-average rate of 35.8 per cent. The 2007 Indica V2 Xeta range comes at Rs 2.55-3.49 lakh

THANK YOU
PRESENTED BY 3.MUKTHIKA 4.AMRITA 5.ANKITA 6.KARAN CHENGAPPA