marketng strategy-tata motors ruchika edited
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1.1 OVERVIEW OF INDUSTRY AS A WHOLE
As India celebrates its 50 years of independence, the passenger car industry
will celebrated a centenary of its existence in India in 1998. Despite this
head start, the industry has never quite matched up to the performance of its
counterparts in other parts of the world. The all-pervasive atmosphere
created by the government's license raj was primarily responsible for this
situation. The various layers of Acts sheltered the industry from external
competition and smothered the development of the Indian automobile
industry. Moreover, the industry was considered low priority as cars were
considered to be an "unaffordable luxury."
With the liberalization of the Indian economy, the passenger car industry
was finally deregulated in 1993 and many companies, both Indian and
foreign, announced their plans to enter the market. The last four years haveseen companies like Daewoo, Ford, GM, and Mercedes-Benz launch their
cars in India. The passenger car industry notched impressive growth rates
between 26-30% during the period FY 94-96 even though the economic
slowdown has adversely affected the industry in FY 98 with the growth rate
tricking down to 1%. Nonetheless, times have changed significantly - the
days of the customer chasing the dealer to purchase poor quality cars backed
by inefficient service are history . Today, the customer dictates the terms.
The segmentation of the passenger car market in India is vastly different
from that in the developed nations. In India, the economy segment accounts
for the largest share of the cars sold, as compared to mid-range segment in
the mature markets. The economy and the premium segment face the lowest
competitive threats, while the premium segment will witness intense
competition due to lower volumes.
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1.2 PROFILE OF THE ORGANIZATION
Tata motors one of India's largest private sector companies with a turnover of over Rs
80 billion, is the country's leading commercial vehicle manufacturer and has
significant presence in the multi-utility and passenger car segments.
Tata motors was established on September 1, 1945, originally for the manufacture of
Steam Locomotives at Jamshedpur. By 1954, the company had diversified into the
manufacture of commercial vehicles in collaboration with Daimler Benz, Germany.
By the time their collaboration ended in 1969, Tata motors had become an
independent producer of Medium Commercial Vehicles with a great degree of
indegenisation. It had also developed the capability of designing, testing and
manufacturing such vehicles.
The widely successful Tata Indica, an Euro 2 compliant vehicle, is the countrys first
indigenously designed, developed and manufactured passenger car. Tata Motors
followed that up with the Tata Indigo, a sedan that was launched in December 2002.
The company also makes several other passengers vehicles, including the Safari,
Sumo and Sierra.
The companys products have received wide acceptance not only in India but also in
the Middle East, Asia, Africa, Australia, Latin America and Europe.
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1.3 SWOT ANALYSIS
Strength
Technology and manufacturing know-how that lets Tata Motors make cars
more profitably than most other carmakers.
Flexible manufacturing system gives it an advantage over most of the
carmakers.
It requires smaller number of platforms but multiple assembly lines for
production that provides better, cheaper, more oriented management and
production.
Research- Its R&D budget now exceeds that of Japan's No. 2, Nissan. Tata
Motors spends 5% of revenues on R&D.
Tata Motors possesses Goodwill and Credibility in the Indian automobile
market
Weaknesses-
It is a new concept to be launched in the market where majority of the
consumers go for family cars. Also it has not been tested in the market,
therefore there is risk involved with the launch.
It can't afford a wrong move on big-volume models. Tata Motors relies on
Civic and Accord sedans for 55% of sales.
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Tata Motors is unable to spread its fixed costs for engineering, technology,
and marketing over a huge volume of vehicles.
Opportunity-
It is first sports car to be launched in the Indian market; therefore it has no real
competitor.
According to the facts India has emerged as one of the largest automobile
market in the global community.
Threat
A new competitor in Indian market.
Price wars with competitors.
A competitor like Toyota has a new, innovative product or service.
Competitors may have superior access to channels of distribution.
Taxation is introduced on your product or service.
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1.4 OBJECTIVES
1. To judge the awareness level of small cars.
2. To study marketing strategies of tata motors
3. To find people expectations or satisfaction regarding the small cars.
4. Examine the psychographics of small size car customers.
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1.5 RESEARCH DESIGN
The research is based on the information collected by the help of the questionnaires
filled.
The first three questions aim at the basic introductory information of the organization
and the person being interviewed thus rendering the follow up work easier. The fourth
question is about the financial standing of an organization, it gives an idea about the
financial status of the society being approached. The fifth question aims at generating
information about the various sources of funds of the societies. The sixth and seventh
questions deal about the financial performance of the societies. The eighth question is
to find out about what a society does with the surplus amount generated by them. The
ninth question is meant to gather information about the people who are instrumental
in advising and putting to action the investment plans for the society. The tenth
question is about what kind of investments are preferred by the society, on the basis of
the organization or on the basis of the time period. The eleventh question talks about
the institutions in which the societies make their investments in, say the banks or
other institutes. The twelfth question tries to assess what is it exactly that the societies
look for, while investing. For example do they prefer a high rate of interest, or safety,
or location, etc..
Thus the research is based only on the basis of the information
gathered with the help of the questionnaires.
RESEARCH INSTRUMENT
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For doing the survey research, structured questionnaire with both
open-ended and closed-ended questions was used.
MODE OF SURVEY
The mode of survey was personal interview with the respondents
during the filling up of the questionnaires.
PRIMARY DATA
Primary data is that kind of data which is collected directly by the investigator himself
for the purpose of the specific study. Primary Data is collected by the investigator
through interviews of company employees, vendors, distributor etc. Data such
collected is original in character. The advantage of this method of collection is the
authentic. A questionnaire of about 50 questions was made and it was given to the
dealers to fill it up for our research. The research was a kind of conclusive research as
it helps in the testing of hypothesis. The method of sampling was the Random method
as it is unbiased.
SECONDARY DATA
When an investigator uses the data that has been already collected by others, is called
secondary data. The secondary data could be collected from Journals, Reports,
libraries, magazines, fair & conference and other publications. The advantages of the
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secondary data can be It is economical, both in terms of money and time spent .The
researcher of the report also did the same and collected secondary data from various
internet sites like www.google.com, www.airtel.com, www.hutch.co.in and many
more. The researcher of the report also visited various libraries for collection of the
introduction part.
QUESTIONNAIRE DESIGN
We make questionnaire to know which category of people opts for which kind of
plans. In this category the factors included are such as income, background, age, etc.
This includes 2 types of questions
1. open ended
2. closed ended
1. open ended : In this respondents are not bounded to answer within a set of
choices and can give their own views
2. Close-ended: in this respondents are bounded to answer within a set of
choices.
I have designed my questionnaire on the basis of close-ended questions as it is
more feasible to calculate data from it.
SAMPLE DESIGN:
While developing a sample design, following points should be kept in mind:
Sampling unit: A decision has to be taken concerning a sampling unit before
selecting sample. Sampling unit may be a geographical one such as state,
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district, village etc or a construction unit such as house, flat etc. or it ,may be
as social unit such as family, club, school etc or it may be an individual . the
researcher will have to decide one or more of such units that he has to select
for his study
Size of the sample: This refers to the number of items to be selected from the
universe to constitute a sample. This is a major problem before a researcher.
The size of the sample should be neither is excessively large, nor too small. it
should be optimum
An optimum sample is one which fulfills the requirements of efficiency,
representatives, reliability and flexibility
Sample element and sample unit
45 people have been interviewed to know their opinion about insurance and finance
Extent
Delhi (sample unit)
Time frame: 8weeks
Sampling technique: Average method technique.
Sampling Technique: -
How should the respondent be chosen? In the Project sampling is done on basis of
Probability sampling . Among the probability sampling design the sampling design
chosen is stratified random sampling. Because in this survey I had stratified the sample
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in different age group, different gender and different proffesion . Sampling frame: 45-
50 People.
SIGNIFICANCE OF THE STUDY
For any business venture, Marketing Strategygo hand in hand. Opportunities
come and go but business comes from the ones, which are handled properly in terms
of leads. Leads for any new opportunity are very important for it to turn out a
profitable venture.
MANAGERIAL USEFULNESS OF THE STUDY
Helps to have sale experience
Helps to deal with different customers
Helpsto overcome the objections of the customers
Helps to understand the problems of agents in a broader prospect
2.1 COMPANY PROFILE
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Tata Motors Limited is India's largest automobile company, with consolidated
revenues of INR 1,65,654 crores (USD 32.5 billion) in 2011-12. It is the leader incommercial vehicles in each segment, and among the top in passenger vehicles with
winning products in the compact, midsize car and utility vehicle segments. It is also
the world's fourth largest truck and bus manufacturer.
The Tata Motors Group's over 55,000 employees are guided by the mission "to be
passionate in anticipating and providing the best vehicles and experiences that excite
our customers globally."
Established in 1945, Tata Motors' presence cuts across the length and breadth of
India. Over 7.5 million Tata vehicles ply on Indian roads, since the first rolled out in
1954. The company's manufacturing base in India is spread across Jamshedpur
(Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand),
Sanand (Gujarat) and Dharwad (Karnataka). Following a strategic alliance with Fiat
in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at
Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains.
The company's dealership, sales, services and spare parts network comprises over
3,500 touch points.
Tata Motors, also listed in the New York Stock Exchange (September 2004), has
emerged as an international automobile company. Through subsidiaries and associate
companies, Tata Motors has operations in the UK, South Korea, Thailand, Spain,
South Africa and Indonesia. Among them is Jaguar Land Rover, acquired in 2008. In
2004, it acquired the Daewoo Commercial Vehicles Company, South Korea's secondlargest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company
has launched several new products in the Korean market, while also exporting these
products to several international markets. Today two-thirds of heavy commercial
vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors
acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach
manufacturer, and subsequently the remaining stake in 2009. Hispano's presence is
being expanded in other markets. In 2006, Tata Motors formed a 51:49 joint venture
with the Brazil-based, Marcopolo, a global leader in body-building for buses and
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coaches to manufacture fully-built buses and coaches for India - the plant is located in
Dharwad. In 2006, Tata Motors entered into joint venture with Thonburi AutomotiveAssembly Plant Company of Thailand to manufacture and market the company's
pickup vehicles in Thailand, and entered the market in 2008. Tata Motors (SA)
(Proprietary) Ltd., Tata Motors' joint venture with Tata Africa Holding (Pty) Ltd. set
up in 2011, has an assembly plant in Rosslyn, north of Pretoria. The plant can
assemble, semi knocked down (SKD) kits, light, medium and heavy commercial
vehicles ranging from 4 tonnes to 50 tonnes.
Tata Motors is also expanding its international footprint, established through exports
since 1961. The company's commercial and passenger vehicles are already being
marketed in several countries in Europe, Africa, the Middle East, South East Asia,
South Asia, South America, CIS and Russia. It has franchisee/joint venture assembly
operations in Bangladesh, Ukraine, and Senegal.
The foundation of the company's growth over the last 66 years is a deep
understanding of economic stimuli and customer needs, and the ability to translate
them into customer-desired offerings through leading edge R&D. With over 4,500
engineers, scientists and technicians the company's Engineering Research Centre,
established in 1966, has enabled pioneering technologies and products. The company
today has R&D centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in
South Korea, Spain, and the UK.
It was Tata Motors, which launched the first indigenously developed Light
Commercial Vehicle in 1986. In 2005, Tata Motors created a new segment bylaunching the Tata Ace, India's first indigenously developed mini-truck. In 2009, the
company launched its globally benchmarked Prima range of trucks and in 2012 the
Ultra range of international standard light commercial vehicles. In their power, speed,
carrying capacity, operating economy and trims, they will introduce new benchmarks
in India and match the best in the world in performance at a lower life-cycle cost.
Tata Motors also introduced India's first Sports Utility Vehicle in 1991 and, in 1998,
the Tata Indica, India's first fully indigenous passenger car.
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In January 2008, Tata Motors unveiled its People's Car, the Tata Nano. The Tata
Nano has been subsequently launched, as planned, in India in March 2009, andsubsequently in 2011 in Nepal and Sri Lanka. A development, which signifies a first
for the global automobile industry, the Nano brings the joy of a car within the reach of
thousands of families.
Tata Motors is equally focussed on environment-friendly technologies in emissions
and alternative fuels. It has developed electric and hybrid vehicles both for personal
and public transportation. It has also been implementing several environment-friendly
technologies in manufacturing processes, significantly enhancing resource
conservation.
Through its subsidiaries, the company is engaged in engineering and automotive
solutions, automotive vehicle components manufacturing and supply chain activities,
vehicle financing, and machine tools and factory automation solutions.
Tata Motors is committed to improving the quality of life of communities by working
on four thrust areas - employability, education, health and environment. The activities
touch the lives of more than a million citizens. The company's support on education
and employability is focused on youth and women. They range from schools to
technical education institutes to actual facilitation of income generation. In health, the
company's intervention is in both preventive and curative health care. The goal of
environment protection is achieved through tree plantation, conserving water and
creating new water bodies and, last but not the least, by introducing appropriate
technologies in vehicles and operations for constantly enhancing environment care.
With the foundation of its rich heritage, Tata Motors today is etching a refulgent
future.
2.2 AREAS OF BUSINESS
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The company manufactures medium, heavy and light commercial vehicles, multi-
utility vehicles and passenger cars. In the year ending March 2001, the companys
revenues from its four manufacturing plants at three locations in India were Rs. 81.64
billion (US $ 1.73 billion). In 2000, they were Rs. 89.61 billion. (US $ 1.9 billion)
{The average exchange rate has been taken as Rs 47.0 to one US dollar.}
In the year ended 31 March 2001, the companys total exports were worth about Rs
7.22 billion (US $ 153.6 million), against about Rs 6.09 billion (US $ 129.5 million)
in the previous year.
Locations
The companys manufacturing plants in India are at Jamshedpur , Pimpri and
Chinchwad near Pune in Maharashtra, and Lucknow in Uttar Pradesh. Land has been
acquired at Dharwad (Karnataka) to build a fifth plant.
Collaborations
The company has technical tie-ups with:
The Institute of Development in Automotive Engineering (IDEA), S.P.A.,
Italy, for assistance in small car body design and styling; and
Le Moteur Moderne, France, for the development of diesel and petrol engines
for passenger cars.
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Subsidiaries
Tata Construction Equipment Company Ltd. (TELCON): Its principal
business is manufacture and sale of construction, material handling and
earthmoving equipment.
Tata Technologies Ltd.: It oversees the IT requirements of Tata Motors and
provides services for SAP implementation, CAD/CAM-based design, and e-
commerce facilities to customers in India and abroad.
Sheba Properties Ltd: It is an investment and finance company and a wholly-
owned subsidiary of Tata Motors since its inception. It is registered with RBI
as a Non Banking Finance company.
Telco Dadajee Dhakjee Ltd. (TDDL): It is an investment and finance
company and proposes to undertake activities pertaining to the sales and
service of Tata Motors s vehicles and spare parts.
Minicar (India) Ltd.: Formerly known as Mazda Industrial Chemicals Ltd.,
this company was incorporated on January 18, 1972 and is currently engaged
in the business of automobile sales and services.
HV Transmissions Ltd.: It was incorporated on March 13, 2000 with the
objective of acquiring the Heavy-Duty Gear Box Division of Tata Motors at
Jamshedpur as a going concern. It supplies transmissions and their parts to
Tata Motors against purchase orders raised by Tata Motors on HVTL.
HV Axles Ltd.: It was incorporated on March 13, 2000 with the objective of
acquiring the Heavy-Duty Axle Division of Tata Motors at Jamshedpur as a
going concern. It supplies axles and their parts to Tata Motors against
purchase orders raised by Tata Motors on HVAL.
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Telco Automation Ltd.: It was incorporated on March 13, 2000 with the
objective of acquiring the Machine Tool and Growth Divisions of Tata Motors
as a going concern.
Tata Technologies, USA: It was incorporated on August22, 1994 and became
a wholly owned subsidiary of Tata Technologies Limited on December 22,
2000. The company is engaged in the business of computer consultancy and
related services.
Strategic alliances
Tata Motors has several joint ventures and alliances. These include:
Tata Cummins Ltd., a joint-venture with Cummins Engine Company Inc.,
USA; makes fuel-efficient, low emission, environment-friendly diesel engines;
Tata Holset Ltd., a joint-venture with Holset Engineering Company, UK,
makes turbochargers for diesel engines manufactured by Tata Cummins Ltd.
and other OEMs;
Concorde Motors Ltd., a joint venture with Jardine International Motors
(Mauritius) for dealerships of passenger vehicles. Concorde has dealerships
for Tata Motors passenger vehicles in Delhi, Mumbai, Bangalore, Ludhiana,
Hyderabad, Chennai and Lucknow.
Tata Precision Industries Pvt. Ltd., Singapore, for the manufacture and sale
of high precision toolings as well as electronic and plastic components for the
computer industry;
Tata Motors Services Ltd., Singapore, for the sale of spare parts for Tata
vehicles..
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2.3 PROBLEMS OF THE ORGANIZATION
Given the city conditions, the consumers needed a very good overall
performance of cars , small cars taking less space has no parking problems,
easy derivability in heavy traffic conditions, easy gear shifts and good fuel
efficiency. The small car owners being mostly the professional class or the
upper middle class were very cost conscious and due to their busy life styles
preferred low maintenance in their cars .
Irrespective of these above aspects there is one more thing, which also needs attention
is customer satisfaction. Customer satisfaction is abroad term, which includes many
things like post sale service satisfaction, dealership locality towards customers, way
of treatment at these dealerships and service stations, solving the customers problems
and concerns to their full satisfaction and so on.
The occurrence of single problem is a source of dissatisfaction for customers.
Problem experience is not always something broken or loose. Many a times it is a
function of customers expectation of how a feature or a vehicle system should look
or perform and any performance short of this expectation is perceived as a problem.
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2.4 A CHRONOLOGY OF IMPORTANT MILESTONE
OF THE COMPANY
1945
Tata Sons purchased the Tatanagar shops from the Government of India on June
1, 1945 for Rs. 25.39 lakhs with the aim of immediately manufacturing steam
locomotive boilers. Later it planned to manufacture complete locomotives and
other engineering products.
Tata Motors was established on September 1.
1950 Collaboration signed with M/s Krauss-Maffei, W. Germany for
manufacture of steam locomotives
1954 Collaboration with M/s Daimler -Benz AG, W.Germany, for the
manufacture of medium commercial vehicles at Jamshedpur. First
commercial vehicle produced within six months of agreement.
1956 Steel foundry set up in collaboration with Usines Emile Henricot of Court
1946 Tata Enginering undertook manufacture of 5000 'KC' broad gauge open
wagons for the Indian Railway.
The Managing Agency Tata Sons was transferred to Tata Industries on July
1, 1946. The Managing Agency system continued till it was abolished by
an act of Parliament in 1970.
1947 Manufacture of boilers for imported locomotives commenced. This line
was discontinued in April 1958.
In true Tata tradition, which lays emphasis on worker benefits, 129 houses
were built for employees in Jamshedpur.
1948 Steam Road Roller introduced in collaboration with
Marshal Sons (UK)
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St. Etienne, Belgium.
1959 Research and Development Center set up at Jamshedpur.
1960 The company's name, which was Tata Locomotive & Engineering
Company Ltd., was changed to Tata Motors & Locomotive Company Ltd.
1961 Collaboration with M/s Pawling & Harnischfeger (P&H), U.S.A. for
manufacture of cable type excavators and cranes. First crane produced in
the same year.
Commencement of exports - first truck exported to Ceylon, now, Sri
Lanka.
1964 Manufacture of popular 1210 vehicle model (with 7.5 T payload)
commenced
1966 Acquisition of Investa Machine Tool Co.
Setting up of Machine Tools Division at Pune.
Engineering Research Centre set up at Pune to cater to automobile research
and development.
1967 Press Tool Division set up at Pune.
Vehicle manufacture facilities steadily built up at Pune
1968 Collaboration with M/s Hueller Hille Gmbh, W. Germany, for the
manufacture of unit construction special purpose machines.
1969 The "T" replaces the three-pointed Mercedes Star.
1970 Last locomotive produced. (Cumulative production 1155 nos.)
1971 DI engines introduced.
1977 First commercial vehicle produced at Pune.
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1983 HCVs, including articulated vehicles, introduced.
1984 Collaboration with M/s Hitachi Construction Machinery Co. Ltd., Japan,
for manufacture of hydraulic excavators.
Expansion of capacity at Pune.
1985 First hydraulic excavator produced under Hitachi collaboration.
Broad banding of licence (to manufacture only commercial vehicles above
8 Ton GVW) to include manufacture of all medium, heavy and light
commercial vehicles, jeep type vehicles and passenger cars.
Broad banding of excavator licence to manufacture all types of
earthmoving machinery.
Broad banding of machine tool licence to manufacture all types of machine
tools.
Collaboration with Niigata Engineering Co. Ltd, Japan
for NC / CNC Horizontal Machining Centers and with Nachi-Fujikoshi
Corp., Japan for NC /CNC In line Machining Centers and flexible
manufacturing systems.
1986-90
1986 First Light Commercial Vehicle - TATA 407 produced. This was a
completely indigenous design with minimal import content. Also met fuel
efficiency norms specified by the government
1987 Second model of completely indigenously designed LCV - TATA 608
produced.
LPT 2416 a multi-axled vehicle introduced
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1989 Third model of LCV Tatamobile 206 produced
Collaboration with M/s Kloth-Senking Metalligessari, Gmbh, W.Germany,
for know-how of manufacturing aluminium castings.
Collaboration with Hitachi, Japan, for manufacture of a new generation EX
series hydraulic excavator.
1990 First EX model hydraulic excavator produced.
Indigenously designed front-end wheel loader - TWL 3036 introduced.
1991-94
1991 Introduction of indigenously designed passenger cars - Tata Sierra and
Tata Estate.
TAC 20 crane produced.
One-millionth vehicle rolled out.
1992 Production of MCV's commenced at Lucknow.
LPT 2213 - a multi-axled vehicle launched.
Collaboration with Nachi-Fujikoshi Corp., Japan, for manufacture of
robots.
1993 Joint Venture Agreement signed with Cummins Engine Co. Inc.
to manufacture high horsepower and emission-friendly diesel engines for
medium and heavy commercial vehicles.
Tata Cummins Private Limited incorporated in Jamshedpur, Bihar, on
0ctober 20, 1993.
1994 Tata Sumo - a multi-utility vehicle launched.
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LPT 709 - a full forward control, light commercial vehicle launched.
Joint Venture Agreement signed with M/s Daimler - Benz / Mercedes -
Benz for manufacture of Mercedes Benz passenger cars in India.
Joint Venture Agreement signed with Tata Holset Ltd., U.K. for
manufacturing turbochargers to be used on Cummins engines.
Mercedes-Benz (India) Ltd. incorporated in Pune, Maharashtra, on
November 22, 1994.
Tata Holset Pvt. Ltd. incorporated in Dewas, Madhya Pradesh, on
December 20, 1994.
Collaboration with Schaudt Maschinenbau GmbH, for manufacturing CNC
cylindrical grinding machines.
The Company was restructured into two Strategic Business Units
Automobile Business Unit (ABU), and Construction Equipment Business
Unit (CEBU).
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1994 Tata Sumo - a multi-utility vehicle launched.
LPT 709 - a full forward control, light commercial vehicle launched.
Joint Venture Agreement signed with M/s Daimler - Benz / Mercedes -
Benz for manufacture of Mercedes Benz passenger cars in India.
Joint Venture Agreement signed with Tata Holset Ltd., U.K. for
manufacturing turbochargers to be used on Cummins engines.
Mercedes-Benz (India) Ltd. incorporated in Pune, Maharashtra, on
November 22, 1994.
Tata Holset Pvt. Ltd. incorporated in Dewas, Madhya Pradesh, on
December 20, 1994.
Collaboration with Schaudt Maschinenbau GmbH, for manufacturing CNC
cylindrical grinding machines.
The Company was restructured into two Strategic Business Units
Automobile Business Unit (ABU), and Construction Equipment Business
Unit (CEBU).
1995-96
1995 Collaboration with Hitachi, Japan, for the manufacture of mini excavator
models EX 40 and EX 60.
Production of robots in collaboration with Nachi-Fujikoshi Corp., Japan
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commenced.
Mercedes Benz car E220 (W124) launched.
Tata Cummins engine plant inaugurated
1996 First engine produced by Tata Cummins in January 1996.
LPT 2516 vehicle fitted with Tata Cummins engine launched on March 4,
1996.
Tata Sumo Deluxe launched.
Tata Holset's turbo charger plant inaugurated on November 25, 1996.
688 acres of land at Dharwad (Karnataka) were allotted for Auto and
CEBU Units, in Dec 1996.
Concorde Motors Ltd., a Joint Venture was established between Tata
Motors and Jardine International Motors (Mauritius) Ltd.
1997-98
1997 Industrial Entrepreneurs Memorandum was filed for taking up manufacture
of special purpose vehicles and construction equipment at Dharwad in Jan
1997.
Management Services Division of the Company was transferred to the
wholly owned subsidiary of Tata Motors - Tata Technologies (I) Ltd, in
Apr 1997.
Tata Sierra Turbo launched.
100,000th Tata Sumo rolled out.
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The commercial vehicle, LPT 909 introduced.
1998 Tata Safari - India's first Sports Utility vehicle launched in Jan 1998.
Concorde Motors Ltd., a Joint Venture between Tata Motors and Jardine
International Motors (Mauritius) Ltd. was appointed as dealer for the
Company's passenger cars in several cities across the country, in Feb 1998.
Two millionth vehicle rolled out.
Collaboration with Hitachi, Japan, for manufacture of Series V excavators
to replace Series I & III machines, in Mar 1998.
Indica, India's first fully indigenous car, launched in Dec 1998.
Telco Construction Equipment Company Ltd. (TELCON) came into being
as a subsidiary of Tata Motors , in Dec 1998.
1999
1999 An overwhelming 115,000 bookings for Indica were made against full
payment within a week, in Jan 1999.
New TATA Logo unveiled.The company would hereafter be called " Tata
Motors ".
Commercial production of Indica begins and first car is sold.
Construction Equipment Business Unit is transferred to TELCON.
In Oct 1999, the Company won the National award for R&D Efforts in
Development of Indigenous Technology in the Mechanical Engineering
Industries Sector instituted by Department of Scientific and Industrial
Research, Ministry of Science and Technology for the year 1999.
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2000 -2005
2001 Order for 500 Nos. of Tata Indica received for Malta. First batch of 160 Nos.
exported in Jan 2000.
Indica with Bharat Stage II (Euro II) compliant diesel engine launched in Feb
2000.
Machine Tools and Growth Divisions, Axle Division and Transmission
Division of Tata Motors transferred to newly formed subsidiaries Telco
Automation Ltd., HV Axles Ltd. and HV Transmission Ltd. respectively on
March 31 2000.
The Automobile Business Unit was restructured into Commercial Vehicles
Business Unit and Passenger Car Business Unit, in Mar 2000.
Tata Motors bagged the National Award for successful commercialization of
indigenous technology by an industrial concern for the year 2000, for the
indigenous development and commercialization of Tata Indica, in Mar 2000.
Utility vehicles with Bharat Stage II (Euro II) compliant engine launched, in
Mar 2000.
Indica 2000, Bharat Stage II (Euro II) compliant with Multi Point FuelInjection petrol engine launched, in Apr 2000.
Tata Motors selected for the "Good Corporate Citizen Award" by Bombay
Chamber of Commerce and Industry for the year 1999-2000. The award was
received later in April 2001.
Tata Motors received the "All India Trophy for Highest Exports" for the year
1998-99 in the Capital Goods Exports- Non- SSI category, from Engineering
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Export Promotion Council (EEPC) on May 31, 2000.
Tata Motors was awarded the EEPC Regional Top Exporter's Trophy in the
category of 'Units registered with DGTD/ SIA/ Textile Commissioner etc.' for
engineering exports in the year 1998-99 on November 10, 2000.
Second prize- "Central Pollution Control Board Award for Environment
Protection" was bagged by Tata Motors at ENVIRO INTERNATIONAL,
2000 which was jointly organized by TAFCON Projects (India) Ltd. and
Royal Dutch Jaarbeurs, Netherlands, in Pragati Maidan, Delhi from
September 27 to 29, 2000.
Launch of CNG Buses in December, 2000.
Launch of 1109 vehicle (11 Ton GVW).
Hitachi inducted as an equity partner for TELCON under shareholder's
agreement with Tata Motors
2002 Indica V2 launched - 2nd generation Indica.
100,000th Indica wheeled out.
Launch of CNG Indica.
Launch of the Tata Safari EX
Indica V2 becomes India's number one car in its segment.
Exits joint venture with Daimler Chrysler.
2003 Unveiling of the Tata Sedan at Auto Expo 2002.
Petrol version of Indica V2 launched.
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Launch of the EX series in Commercial vehicles.
Launch of the Tata 207 DI.
2,00,000th Indica rolled out.
5,00,000th passenger vehicle rolled out.
Launch of the Tata Sumo'+' Series
Launch of the Tata Indigo.
Tata Engineering signed a product agreement with MG Rover of the UK.
2004 Launch of the Tata Safari Limited Edition.
The Tata Indigo Station Wagon unveiled at the Geneva Motor Show.
On 29th July, J. R. D. Tata's birth anniversary, Tata Engineering becomes
Tata Motors Limited.
3 millionth vehicle produced.
First CityRover rolled out
135 PS Tata Safari EXi Petrol launched
Tata SFC 407 EX Turbo launched
Tata Motors signs MOU for acquisition of Daewoo Commercial Co. Ltd.
Korea
Tata Motors unveils new product range at Auto Expo '04.
New Tata Indica V2 launched
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Tata Motors and Daewoo Commercial Vehicle Co. Ltd. sign investment
agreement
2005
Indigo Advent unveiled at Geneva Motor Show
Tata Motors completes acquisition of Daewoo Commercial Vehicle
Company
3.1TELCO
Currently the largest automobile company in India, Tata Motors ranks among the top
10 commercial vehicle producers in the world.
The transition of Tata Motors from being a predominantly commercial vehicle
manufacturer to a complete automobile company began in the early 1990's with the
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launch of the first Sports Utility vehicle from Tata- the Sierra and later the Tata
Estate. The insights gained into customer needs in these markets led to the
development of another world-class Sports Utility Vehicle, the Tata Safari, launched
in 1998.
Soon after launching the Safari, Tata Motors made an aggressive foray into the
mainline passenger car market with its small car, the Tata Indica. The Indica fulfills
the Tata Group Chairman Ratan N Tata's vision of developing and manufacturing a
truly Indian car that would use modern technology and contemporary styling of the
small car genre. It went on to set a benchmark in terms of its value proposition in
terms of best value for money in its segment and internal spaciousness.
The overwhelming customer response that the Indica generated at its launch in early
1999 has translated into its capturing more than 17% of the premium small car
segment, and9 8 % of the entire passenger car market in India within a year.
Clearly identifying the core areas as R&D, manufacture of critical components and
the final vehicle assembly, the company continues to be open to global alliances to
effectively enhance its competitiveness in the fast globalizing Indian markets.
Setting standards of corporate governance, Tata Motors focuses on Complete
Customer Satisfaction. With benchmarking systems to sell world-class products and
services, Tata Motors continues to uphold the trust of its various stakeholders, viz.
shareholders, customers, employees and business associate.
Business Sector
The Tata Group runs businesses in seven key industrial sectors, namely, Materials,Energy, Chemicals, Consumer Products, Engineering, Communications and
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Information Systems, and Services. TELCO is Tatas flagship company in the
Engineering sector.
Business Models
TELCO is primarily a Business-to-Consumer Company (B2C), serving various needs
of a number of its customers. It also practices the Business-to-Business (B2B)
Model, though at a much lower scale.
Business
TELCO is into the business of manufacturing and selling medium, heavy and light
commercial vehicles, multi utility vehicles and passenger cars.
Its major product line can be basically classified into three broad categories. There are
various sub-brands and products in these categories:
1. Passenger Cars
2. Utility Vehicles
3. Commercial Vehicles
TELCO currently has three products in its Passenger Car division namely,
a. Tata Indica
b. Tata Indigo
c. Tata Safari
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It is in the process of coming out with another member in the passenger car family,
the all-new Indica Sedan, set out to storm the Indian Mid-Size Passenger car
segment, which would be launched in the last quarter of 2002.
Confirming to International standards all these vehicles are available with various
features such as petrol & diesel versions, 2-wheel and 4-wheel drives etc.
TELCO currently has three products in its Multi-Utility vehicle division namely,
a. Tata Sumo
b. Telco Sport
c. Telcoline Pickup Vans
All these vehicles come only in diesel-engine versions and are quite popular on the
Indian roads, especially on the highways and in the rural areas. They are known for
their build quality, reliability, ruggedness, and the various uses that they can be put at.
They are used as people carriers, as emergency vans, goods carriers, pick-up vehicles
and so many more uses.
The utility pick-up vans of Tata International are made for all kind of terrains and are
facilitated with features like 2 & 4 wheel drive, single & crew cabs etc.
TELCO is the undisputed leader as regards the Commercial Vehicle segment. It has a
large number of products in this segments classified as various types namely,
a. Buses
- Small Buses (4 models)
- Big Buses (4 models)
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b. Trucks
- Light Trucks (5 models)
- Medium/Heavy Trucks (9 models)
c. Tippers (3 models)
d. Tractors (3 models)
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STRATEGIC GROUP MAPS
INTERNAL ANALYSIS
The basic premise is the Customer. So whenever a new product development plan
comes into picture, the idea is to look for ways to
offer the customer the best value for his money.
And the way we define value, the word covers
all the possible and not so possible ways to
customer satisfaction.
STRATEGIC INTENT
Leadership with Trust
Purpose
Being a part of the Tata Group, TELCOs corporate purpose is to improve the quality
of life of the communities that it serves, through leadership in sectors of national
economic significance, to which the group brings a unique set of capabilities. This
requires aggressive growth in its focused areas of business.
The Tata Groups heritage of returning to society what it earns evokes trust among
consumers, employees, shareholders and the community. Formalizing the high
standards of behaviour expected from employees and companies continuously
enriches this heritage.
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The Tata name is a unique asset representing leadership with trust. Leveraging this
asset to enhance group synergy and becoming globally competitive is the route to its
sustained growth and long-term success.
5 Core Values
The Tata Group has always sought to be a value-driven organization. These values
continue to direct the group's growth and businesses. The five core Tata values
underpinning the way it does business are:
Integrity - we must conduct our business fairly, with honesty and transparency.
Everything we do must stand the test of public scrutiny.
Understanding - we must be caring, show respect, compassion and humanity for
our colleagues and customers around the world and always work for the benefit of
India.
Excellence - we must constantly strive to achieve the highest possible standards in
our day-to-day work and in the quality of the goods and services we provide.
Unity - we must work cohesively with our colleagues across the group and with
our customers and partners around the world, building strong relationships based
on tolerance, understanding and mutual cooperation.
Responsibility - we must continue to be responsible, sensitive to the countries,
communities and environments in which we work, always ensuring that what
comes from the people goes back to the people many times over.
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Definition Of Value At TELCO
Tata Motors constantly looks for ways to offer customers the best value for money.
And our definition of value covers all facets of customer satisfaction. Be it in the area
of product safety, reliability, utility or aesthetics. We believe in creating lasting
relationships with our customers and business partners.
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3.1 MANUFACTURING UNITS OF TELCO
Tata Motors owes its leading position in the Indian automobile industry to its strong
focus on indigenisation. This focus has driven the company to set up world-class
manufacturing units with state-of-the-art technology. Every stage of product evolution
- design, development, manufacturing, assembly and quality control, is carried out
meticulously. Its manufacturing plants are situated at Jamshedpur in the East, Pune in
the West and Lucknow in the North.
Jamshedpur:
This was the first unit of the company established in 1945 and is spread over a area of
822 acres. It consists of 3 divisions - Truck, Engine (including the Gear Box division)
and Axle. The divestments in March 2000 hived off the Axle and Engine plants into
independent subsidiaries. The Truck Division boasts of two assembly lines. The main
assembly line, measuring 180 metres in length, has 20 stations with a vehicle rolling
out every 8 minutes while the other line is dedicated to Special Purpose Vehicles
(SPVs). State-of-the-art facilities like a Centralized Paint and Press Shop with a set-up
of a 5000 tonne Siempelkamp press line and a cut-to-length line for strip preparation
purchased from M/s. Kohler of Germany makes it a fairly advanced production outfit.
This is supported by a fully equipped Foundry which supplies high-grade SG Iron
castings for automobile components and excavators and is rated as one of the cleaner,
better and highly automated foundries in the world. The Foundry has a sophisticated
Kunkel Wagner high pressure moulding line, which has a rated production capacity of
90 pairs of moulds every hour. The Foundry has its own melting shop, core shop and
sand plant. Other advanced facilities include Channel Furnaces, Computerized
Testing Equipment etc. In 1993, the Foundry was ISO 9002 certified by the Bureau
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Veritas Quality International and later followed it up with the more stringent QS 9000
certification from the BVQI in the year 2000.
The unit is also equipped with a semi-automated forging line, with 40,000 mkg Beche
hammer and state-of-the art presses from Kurimoto of Japan and is one of the most
modern forging set-ups in the country. It produces critical forging like crankshafts,
front axle beams and steering parts for the automobile plant. The new forging line,
installed on April 20, 1984, has the capability to forge front axle beams at 90 sec per
piece and crankshafts at 120 sec per piece. Mechanical presses help produce a variety
of heavy forging. The sophisticated FIDIA Digit 165 CC graphite milling machine
links shop floor machines to the design workstation. The Forge has been certified as
ISO 9002 and QS 9000 by the BVQI.
Pune:
The Pune unit is spread over 2 geographical regions Pimpri and Chinchwad and has a
combined area of around 510 acres. It was established in 1966 and has a Production
Engineering Division, which has one of the most versatile tools making facilities in
the Indian sub-continent. It houses a Vehicle manufacturing complex which is one of
the most integrated automotive manufacturing centers in the country producing a
large variety of individual items and aggregates. It is engaged in the design and
manufacture of sophisticated press tools, jigs, fixtures, gauges, metal pattern and
special tools, as well as models for the development of new ranges of automobile
products. Its capabilities have enabled Tata Motors to introduce new products and
improve existing ones without resorting to imports of dies or fixtures.
Over the years, this division has developed expertise in design and manufacture of
automated dies, fixtures and welding equipment. Its large design group is fully
conversant with state-of-the-art CAD facilities and manufacturing facilities
comprising of light and heavy CNC machine shops, jigs boring room, plastic template
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shop, wood pattern and model pattern shop, five axis precision machine tools and
laser control machines. To cope with such a diverse range, four assembly lines have
been established, one each for MCVs and HCVs, LCVs, multi-utility vehicles and one
for Passenger Cars (Indica).
The Passenger Car Division in 'K' block executes the entire process of car
manufacture over five shops - the engine shop, the transmission shop, press and body
shops, paint shop and the trim and final assembly shop. The shops are fully automated
ensuring that there is minimal chance for error in the manufacturing processes. After
the car is completely assembled, it goes through several checks like wheel alignment,
side slip test, brake test, shower test, and a short test run before it is ready for
dispatch.
All systems such as materials management, maintenance and other activities are
computerized, enabling smooth operations and minimum inventory needs.
The Electronics Division is engaged in the production of a wide variety of Machine
Tool Controllers, PLCs, and Test rig instrumentation, Servomotors, Proximity
Switches. In addition, it has developed a number of components such as flashers,
horns, timers that are used in Tata Motors vehicles.
Industry experts rate the fully automated Foundry at Chinchwad among the best,
worldwide. The Iron Foundry produces 16,000 tonnes of high precision castings per
year with the help of 450 employees. These include Cylinder Blocks, Cylinder Heads,
Gear Box Housing, etc. To dispense with the need for outsourcing, an Aluminium
Foundry with an annual capacity of 700 tonnes has also been established.
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Lucknow:
Lucknow Plant is the latest in Tata Motors 's manufacturing facilities. Established in
1991 and covering an area of 600 acres, it was primarily started to assemble Medium
Commercial Vehicles (MCVs) to meet the demand in the Northern Indian market.
However, in 1995, the unit started manufacturing bus chassis of Light Commercial
Vehicles (LCVs) and SUMO's. The unit is equipped with facilities to manufacture
spare parts. Subsequently, G-16 and G-18 Gear Parts were added in 1998. The plant
started to assemble G -16 GearBoxes in 2000 to meet the in-house requirement for
SUMO vehicles.
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3.2 PASSENGER CARS SEGMENTATION
The segmentation of the passenger car market in India is vastly different
from that in the developed nations. In India, the economy segment accounts
for the largest share of the cars sold, as compared to mid-range segment in
the mature markets. The economy and the premium segment face the lowest
competitive threats, while the premium segment will witness intense
competition due to lower volumes.
Segment-Wise Classification of the Indian Car Market Segment
Range Price ('000 Rs.) Models
Economy Maruti 800, Maruti Omni,
Premier, Ambassdor, Hyundai Santro
Mid-range 350-450 Uno, Zen, Ford Ikon, Fiat Palio
Premium 450 - 1,000 Esteem, Opel Astra, Ford Escort,
Mitsubishi Lancer, Hyundai Accent
Luxury > 1,000 Opel Vectra, Rover Montego, Mercedes
benz
Key Demand Drivers
Traditionally, disposable income was perceived as the one critical factor that
drove passenger car demand. However, household income is no longer the
single most important factor in determining the demand for vehicles. Other
critical factors are the mobility needs of people and the availability of cheap
finance. The top three income groups - middle, upper middle, and high -
have grown from 10% in 1986 to 17% of the population and covers over 52
million families. The number of high-income households is growing very
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rapidly, more so in the rural areas. These findings have revolutionary
implications for the passenger car market. The development of the used car
market will also play a major role, as the customers will be encouraged to
trade in their old cars. The key to the growth of future markets is to make
maintenance-free vehicles, to improve the road infrastructure, and to
reformulate fuels and lubricants so as to reduce vehicle-operating costs.
PRICING
In any business, nothing is more dangerous than using money as the magnet for
attracting customsers. It kills loyalty, mangles margins, and encourages defections.
But it is the Unique Selling Price the only road to success in the intensely competitive
automobiles business?
Those in the race for winning over the Rs. 7,500-crore small cars market seem to
believe so.
In the small car segment, the only P that, suddenly, seemed to matter was the second
in the Product-Price-Promotion-Place marketing-mix.
Evidently, features, technology, and service are secondary. And the only warhead is
price. According to the Research Analyst, Morgan Stanley, Price is the most
important P in this market because it is pyramidal in structure, with a huge base and
a narrow apex.
Everything else remaining constant, the purchase decision of the first-time buyer is
influenced by the 4 factors: Price, Price, Price and Price. The first is the price of
acquisition. The second is the price of finance, or the rate of interest on a loan to buy a
car. Third is the price of maintenance, which includes the cost of fuel, service, and
spare parts. And the fourth is the price of disposal, or the re-sale value of the car. The
typical Indian car-buyer is obsessed with post-purchase pricing. Which is, in effect,
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the cost of maintenance and the possible re-sale value. And obviously, the lower the
selling price of a second hand model, the less is the purchasers incentive to opt for it.
However, not every company plays the price-card. Instead of cutting the price of
Santro, Hyundai Motors has launched an enhanced version with product fearures like
power steering, and product-plus features like better service and customer-care.
Hyundai arrived at the pricing strategy after a careful analysis. It does not believe in
knee-jerk reactions to rival moves. It also believes that when features are the USP,
second P Marketing cannot help reinforce that position. Strategic price marketing is a
corporate weapon that must be applied in the context of an entire portfolio of cars.
Attempting to sell the lowest priced car in every segment will not enable a company
to survive.
Sure, the lower price will be an attraction to the first-time buyer who is, essentially,
stretching his budget to buy personal transportation. The less the stretch, the more is
the likelihood of actually buying a car instead of, say, a two-wheeler. So, even a drop
of Rs.1000 in the small cars segment could expand its size.
Go beyond the entry level and the price-value equation will kick in immediately.
Only if all other things are perceived to be equal between competing brands will price
be a decider. Once incomes start rising again, there will emerge increasing numbers of
upgrades as well as first-time buyers who will not necessarily start at the lowest price-
level. Thus, price will become less important. Applied as a brand-level strategy, price
may help the auto-marketers win over only the entry-level customer.
However, only the lowest priced player will milk this segment. The rest of the low-
price aspirants will have to offer additional features as value to convince the budget-
buyer to spend more. As a corporate strategy, leading the charge through price may
have a better pay-off. A low priced product will enable new entrants to gain entry
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into the consumers garage. The threat, however, is that of a dangerous dilution of
image.
Thus price can be a selling proposition for only one segment of customers. But a
company that seeks life-long customers, who progressively move up its product
ladder, cannot rely on price alone for success.
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DATA ANALYSIS
Sample size 60
Respondents :
Owners of Santro 14
Owners of Zen -- 14
Owners of Indica 14
Owners of 800 9
Owners of other cars 9
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Most of the respondents are in an income bracket of Rs.20001 to Rs.25000
and above Rs.25000. This indicates that most of the car owners belong to
either upper of upper middle class segment.
Performance of a car clearly outweighs its style and cost on the consumers
list of priorities to buy a car. Performance be it engine make up, fuel
eff iciency in city conditions, smoothness, pick up, derivabil ity, is
consumers first preference in their look out on attributes in making a
decisions for buying a car. Very few consumers surveyed gave style and
cost as their priorities to buy a car. A mere 25% of respondents gave style
and 30% gave cost as their reasons to buy a car. 85% of respondents i.e. 51
out of 60 respondents gave performance of a car as a factor for making a
purchase decision.
Out of a total of 60 respondents surveyed, 30 respondents gave performance,
7 performance and style, 11 performance and cost, 2 style, cost and
performance, 4 gave style and 4 gave cost as the reasons for purchasing their
car.
When the consumers were asked to rank the factors, they consider to be
important in buying a car, ranking the factors from 1 to 7 where 1 is the
highest preference rank 7, the lowest preference rank, performance of the
car was ranked the highest on the preference scale. Performance, on an
average of 60 respondents was ranked 1.48 showing that the consumers
sought performance in a car as the first important factor in making a
purchase .
The car owners as the second most important factors ranking them 2.9 and
2.7 respectively considered the cost and low maintenance of a car.
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After sales service and brand name were the third and fourth preferences of
the respondents with 3.4 and 3.86 as their respective rankings. Safety was
ranked 4.35 on the preference scale and credit facility stood at the car
owners lowest preference with a rank of 6.43.
Given the city conditions, the consumers needed a very good overall
performance of cars , small cars taking less space has no parking problems,
easy derivability in heavy traffic conditions, easy gear shifts and good fuel
efficiency. The small car owners being mostly the professional class or the
upper middle class were very cost conscious and due to their busy life styles
preferred low maintenance in their cars .
The small car consumers are high search information seekers, most of them
using at least 3 sources of seeking the information. They believe that
extensive search is necessary to make a good buy. Having owned fewest
carts previously, they had very less information about the cars.
The survey showed that a highest number of consumers sought friends as a
source of information. Even as a majority of them went for magazines and
other car owners as a source of seeking information, a good number of
consumers went to dealers for getting the information. Television as a
source of information was used by less number of consumers and a very few
of them went to mechanics in search of information.
Most of these small car buyers being first time purchasers usually go for
friends, automobile magazines or other car owners to get information about
the various products and brands in the market to know the most favourable
brand or products and la ter they seek further information from dealers and
other sources once they are through their choice process and have decided
upon a particular brand or brands to buy.
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Most of the small car consumers are happy with their purchases. A probe
into respondents satisfaction level, ranking from 1 to 5 where 1 was full
satisfaction and 5 full dissatisfaction with theirs cars, gave 1.79 as an
average figure of satisfaction level.
Out of a total of 60 respondents, 26 ranked their satisfaction level as 1, 20
ranked 2, 9 ranked 3, 2 ranked 4 and only one respondent showed null
satisfaction. The main reasons which were quoted for their satisfaction were
driving comfort, good fuel efficiency, small is cute, easy parking, less
maintenance, good pick-up and a perfect car for a small family.
Again when the consumers were asked about their preference for any other
car, the highest number of respondents chose small cars, that is a 20 out of
56 respondents preferred small cars, midsize cars, 16 large size cars, 5 went
for jeep models and 8 consumers luxury cars like BMW, Mercedes, Ferrari,
etc. The main reason again given for their preference was comfort of
driving, performance, good looks and fuel efficiency.
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FACTORS IMPORTANT IN A CAR PURCHASE
7%
7%
50%
12%
18%
3%3%
COST
STYLE
PERFORMANCE
PERFORMANCE AND
STYLE
PERFORMANCE AND
COST
STYLE AND COST
STYLE COST AND
PERFOMANCE
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FACTORS IMPORTANT IN A CAR PURCHASE
0
10
20
30
40
50
60
70
80
90
1
ATTRIBUTES
PERCENTAGE
OFRESPONDENTS
PERFORMANCE
STYLE
COST
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RESPONDENTS RANKING OF ATTRIBUTES
PREFERENCE RANK PREFERENCE POINTS
1 140
2 120
3 100
4 80
5 60
6 40
7 20
Attributes Preference Rank Preference Points
Performance 1.5 130
Cost 2.9 102
Low Maintenance 2.7 106
After Sales Service 3.4 92
Brand Name 3.8 84
Safety 4.4 72
Credit Facility 6.4 32
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0 20 40 60 80 100 120 140
PERFORMANCE
COST
LOW MAINTENANCE
AFTER SALES SERVICE
BRAND NAME
SAFETY
CREDIT FACILITY
PREFERENCE
POINT
ATTRIBUTES
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SOURCES OF INFORMATION
0
5
10
15
20
25
30
35
40
1
SOURCE OF INFORMATION
NUMBER
OFRESPONDENTS
TELEVISION
MAGAZINE
FRIENDS
DEALERS
MECHANIC
OTHER CAR OWNERS
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0
10
20
30
40
50
60
70
80
1
INFLUENCING FACTORS IN DECISION MAKING
FRIENDS
FAMILY
MEDIA
OTHERS
FINDINGS AND ANALYSIS
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EXTERNAL ANALYSIS
The main purpose of this section is to have an insight into TELCOs external
environment. Here, we shall be briefly looking at the factors influencing its external
environment, its competitors and the kind of competition it faces.
Competition
Competition leads to improvement on all fronts. If healthy, it brings the best out of an
industry. Newer and better technology, innovative and much better products and
processes, user-friendly and economical products providing maximum value to
customers, and other such advantages, all arise out of competition.
TELCO faces stiff competition in almost all its business segments but has emerged as
the winner when it comes to market success. Out of its three business segments
namely, the Passenger Car division, Utility vehicle division and the Commercial
vehicle division, the Passenger Car division is the area, which is seeing a lot of
activity in the current period. And this activity is all set to intensify with the launch of
the all-new TATA Sedan in the later half of the current year.
TELCO currently has two products in the passenger car segment- the Indica and the
Safari. It faces direct competition from almost all the major automobile players in the
passenger segment, namely Maruti Suzuki, Hyundai, Fiat, Daewoo and Toyota.
S.I.A.M. (Society of Indian Automobile Manufacturers) has classified the Passenger
Car segment in India into further sub segments on the basis of their length,
1. Small Car segment (B segment)
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2. Entry-level Mid Size segment (lower C segment)
3. Premium Mid Size segment (upper C segment)
4. Luxury Segment (D segment)
TELCO currently has one offering in the Small Car segment- The Indica, and one
offering in the Sports Utility Vehicle segment - The Safari. The proposed offering,
christened the TATA Sedan shall compete in the entry-level Mid-Size Car segment.
TELCO also has plans to introduce another offering in the Luxury car segment code-
named Magna. The Magna shall be launched some time during the later half of next
year in 2003. TELCO currently is tight-lipped about the Magna and has divulged no
details regarding the car but according to group Chairman Mr. Ratan Tata, the Magna
shall be TELCOs answer to the Luxury Segment in India, which shall force the
competitors to revamp their strategies. And if the success of the Indica and the Safari
is to be believed, these words are sure to see light in the near future.
The Indica comes in both diesel and petrol variants. TELCO has redefined the rules of
the game by launching the all-new Indica V2, which has met with huge success in the
recent months. It has earned a lot of respect among all the small car manufacturers
because of its quality and value delivered to the customer, truly fulfilling its promise
ofMore Car Per Car. TELCO, for the year 2002 had promised a product of great
pedigree, and the Indica V2 has just delivered that.
The Indica is directly pitted against the Zen, Alto and Wagon-R from Maruti Udyog,
the Santro from Hyundai, the Palio and Uno from Fiat, and the Matiz from Daewoo.
CORE COMPETENCIES
The Core Competencies of is there capability to make the Indica globally competitivein terms of cost. If Telco can find markets to sell 20,000 or 30,000 more Indicas, then
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they are looking at a very interesting set of numbers. If you add variants to those
numbers, youre looking at very reasonable numbers. Then you are in the niche. And
if you focus on that niche, invest in technologies required to give that one platform all
the variants and changes that you need, you survive.
Telco has a design and engineering capabilities that are unmatched by its competitors
in the Indian market and the company also possesses an unmatched ability to create
and integrate it. This gives it the capability to compete with firms in the world market.
It also has a World-Class dealer base and alliances with these suppliers, this ensures
the right Inputs for the company and also helps to manage the Just In Time systems.
Smaller auto companies (globally) will have to look for market niches to operate. In the case
of Tata Motors , the niche may be the lower end car. The unfortunate part is that the lower
end market does not offer much by way of margins. But you need volumes and that kind of
scale and production processes that will give you those advantages. That is what Telco has to
look for and there they can even stand on their own if they find markets beyond the shores of
India. All that would come from having a niche product that is globally competitive
But there is still a long way to go before the company is able to make a mark in the
world market and compete with the worlds leading companies in well-developed
markets like Europe, The United States and Japan. For that to happen, it will take a
more focussed approach from the company towards quality and developing R&D and
experience in such project. Though its efforts towards Total Quality Management
seem to be helping the company.
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KEY FACTORS FOR SUCCESS
Having the right resources is very important for a company to succeed in any
industry. The resources which are most vital for success in an industry are
called Key factors for success in an industry, the key factors for the industries
that Telco Operates in are:
1. High Quality Management
The LCV & M&HCV segment are highly complicated sectors, the management
not only have to manage all the resources available to the company properly, but
also have to be highly professional in their approach.
2. R&D and Knowledge
The technological changes as per WTO specifications and Euro Emission norms
need to be followed for a company like Telco to sustain growth and Telco has
been able to achieve all this in all its products and services.
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Human Resource
Industries like Telco have a high human element, it is very important for a
company to have High quality human resources
3. High and Standard Quality
For industries like Telco which manufacture equipment's that serve the
infrastructure industry, it is very important to have high standards in quality.
4. Managing Cost
It is becoming more and more important for companies to achieve competitive
costs, the company is planning to continue with is cost reduction program. Most
of this would come from reducing fixed costs, operational efficiency an
outsourcing.
RESOURCES
The resources of the company are similar for all the industries, many of the resources
are common for all the industries. But the Core Values like management
capabilities are shared by the entire organization.
Some of the major resources that Telco has are
1. Human Resource
Telco possesses a great Human Resource base, its in all its business are a people
oriented operation. The company takes great care to ensure that it has a good
supply of HR, the values and efforts to ensure good Human Resources are shared
by the HR departments of each SBU.
2. Management
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The management of the company has gained the reputation of being one of the
most professionally managed companies in India. The management of each SBU
has a strong work ethic with an aggressive approach to managing the company.
3. R&D and Know-how
The company is known for its high level of sophistication when it comes to
technology. And it has great experience in projects with high levels of
sophistication, which is very important in a knowledge-based industry . It has a
great R&D base, it invests a high amount every year (compared to the average
spent in the industry) on it for each department. The R&D departments of each
SBU have helped each other, for E.g. the revival of Indica is a success story.
4. High Quality
The company has extremely high standards in quality, almost all Strategic
Business Units are technology leaders in their field of operation.
Thus it is clear that Telco has most of the resources that companies require to be
successful in the industries it operates in. Cost is the only resource that sometimes
hampers its progress.
VALUE CHAIN
A large number of Telco's operations are different activities on the value chain for
E.g. LCV., Utility Vehicles, HCV or others are used in different sectors, but all the
vehicles have been the leaders in their own segment.
This aspect not only allows the company to it to deliver tailor made products for other
divisions in the company, but also gives some divisions of the company a lot of
business. And the company is able to achieve lower costs than its competitors by
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procuring facilities from other departments within the company, thus giving it an edge
over the competition.
SYNERGY
The activities of the company give synergy to the company as a whole, this is due not
only because of the value chain, but also because the R&D from one division help in
the others. For E.g. the R&D from the Engineering division helps the Production
division. And in the future the company wants to have synergy in all its activities to
be highly successful.
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PEST ANALYSIS- IDENTIFICATION OF
CHANGE DRIVERS
The PEST analysis for Tata Motors and Locomotive Company Ltd. (TELCO):
Political
The political environment has been highly unstable over the past few years, but
recently it has settled down somewhat. As we know that Telco is the leader in
the commercial vehicle segment with 54% market share in Light Commercial
Vehicle (LCV) and 63% market share in Medium & Heavy Commercial (M &
HCV). Telco has a market share of 221% in utility vehicle segment. The
company has also garnered a 9% market share in the passenger car industry in
a very short span. The decision of the government to ban diesel buses and give
licenses to CNG buses has been a boon for TELCO as it is the major supplierof buses to all State Transport Corporations. Though only few state
governments are stern in implementing this order but TELCO will remain one
of the major suppliers of buses and hence can plan expansion.
Economic
The availability of freight depends on the economic activity in the country. Therefore
an increase in economic activity broadly represented by growth in GDP helps in
increasing the freight availability. The GOI policy towards depreciation norms and
excise duty etc will have a bearing demand for MUVs and CVs. The implementation
of infrastructure projects will have a positive impact on demand of CVs and MUVs
as they are extensively used in transportation of material and people requirement of
projects. The freight rates determine the revenue component of fleet owners. The
improvement in freight rates consistently over this period will add to business of
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TELCO. Though oil prices have gone up but the shift in the oil sector companies
towards a positive pricing strategy will not affect Telcos business plans &
performance.
Socio-Cultural
In order to boost sales passenger car companies often look for a general upbeat
environment. The sales during festival times perk up because the environment all
round is joyous and upbeat. Another effect is because of is that of good monsoons
which translates into a higher rural demand especially for the MUVs. Thus socio-
cultural factors do not affect the Engineering business too much, it does have an
impact indirectly. Though the metropolitans have become over-crowded and but
Telcos Indica V2 sales have picked up.
Technological
The Company vigorously pursued a programme of product innovation in commercial
vehicle with a view to regaining and improving its market share. The company had
already added to its range Euro 1 Compliant Cummins Engine Powered Vehicle with
a view to regaining and improving its market share. Major innovation in the current
year include a 25 Tonnes Truck and a30 Tonne Tractor Trailer; Fuel Efficient
M&HCV Truck and Busses Powered by Companys Euro 1 Compliant 697 Engines; a
Cost Effective 11 Tonnes Vehicle in both bus and truck version to meet the growing
demand in this segment; and a Fur Tonnes LCV fitted with an internally developed
Turbo charged Engine.
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STRATEGY IMPLEMENTATION
SEVEN S FRAMEWORK
The Boston Consultancy Group in the 1970s developed the Seven S Framework. It
was designed to build a cohesive strategy, and in turn integrate the 7S, these 7S are
inter-related and inter-dependent.
For the success of an organization the Seven S cannot work in isolation, they have to
be brought together.
For the Strategies to work at Telco, it is important that the company employs the
framework. To implement the framework the company should consider the following
aspects-
STRATEGY
The strategies that the company needs to employ have been discussed in the previous
section. The strategies differ on the various levels, i.e. different for Corporate,
Business, Operational and International Levels. These strategies have to be aligned
with the following elements.
STRUCTURE
When the company undertook the restructuring exercise, it was the first major
restructuring the Tata group had undertaken. The first phase of restructuring required
some basic foundation building. The group developed a common corporate identity
for all group companies leveraging the strengths of the Tata brand. The group
companies were required to sign an agreement to use the Tata brand, which entailed
the compliance with the quality standards and business ethics that we codified at that
time. The company developed the Tata Business Excellence Model to measure the
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quality and corporate performance of our companies, and required them to achieve the
specified level of performance in order to continue the Tata Brand.
The company instituted the business review committees (BRCS), which constituted
the formal interface between the group and the holding company. The BRCS reviews
the strategic direction of each company, and the executive committee of each board
reviews the operations and the budget of the company.
To oversee the entire restructuring exercise, the group created a central group, which
they called the Group Executive Office (GEO). Its primary task was to look at the
strategic direction of each of our companies, in the process of which it set some tasks
for our company in terms of bottom-line and top-line growth based on historical
growth trends, as industry leadership in terms of being number one, two, or three.
Ultimately, the GEO takes a view on the figment of companies within our group.
Telco has also decided to restructure its operations by reducing its level of vertical
integration. Towards this, the company has decided to hive off three of its ancillary
divisions in Pune and Jamshedpur. The company is at present on the look out for
suitable alliances with international majors.
The company has set up an independent retailing network for cars and also for other
utility vehicles. The strength of dealership for these now stands at 118.
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SYSTEMS
Systems are the procedures that make the organization follow for everything from
top-level decision making to board meetings, from employee training and hiring to
transportation. All the companys activities should have a particular system particular
to the company.
The GEO as mentioned above has put in place certain important hooks such as a
central HR and central financial coordination with a view to standardize the MIS
systems of Telco for financial reporting to the holding company. The net result of all
these initiatives has been that Telco now operates more as a group than what they did
in the past, but what this really meant was that each company had the stamp of its own
CEO and went its own way, and if you remove the name o the enterprise you could be
looking at different companies with no connection to the Tatas.
STYLE
Every company has its own management style, style also consists of the way a
company operates its business.
As mentioned above the company instituted the business review committees (BRCS),
which constituted the formal interface between the group and the holding company.
The BRCS reviews the strategic direction of each company, and the executivecommittee of each board reviews the operations and the budget of the company.
STAFF
This aspect concerns itself with the pool of people who need to be developed.
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Telco takes a lot of efforts to ensure the best trainee level talent, through campus
recruitment from the top institutes of the country. It then gives them the proper
training and development, giving them the opportunity to grow and improve.
The current chairman of the company Mr. Ratan Tata is a prime example, in the way
he started at the middle level management, and then made it to the top of the company
SKILLS
This aspect considers the fact that every organization needs certain skills for its
success, but its not just enough to have skills, an organization must have the right
combination of skills that complement each other.
The company works hard to ensure that it has the necessary skills to ensure its
success. It trains its employees, through a set of carefully designed programs, to give
them the desired skills. Plus it has also entered into a number of alliances with a
number of companies, which help it to gain the necessary experience and which can
also help it improve its R&D.
SUPER-ORDINATE GOALS
These are goals on which the other elements and other goals of the organization
should depend upon. These are reflected in the thinking of the organization.
These are Tatas Diktat:
Globalize: With economies opening up, Tata companies are aiming for global
benchmarks to compete.
Be Skill Intensive: With manufacturing ceasing to be India s advantage, the thrust
is on knowledge based industries.
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Build brands: Shift from selling commodities to marketing branded products and
services that not just differentiate but fetch a premium.
Leadership: To justify shareholder interest, Tata companies must be among the top
three in their industries.
Enhance Performance: Executives must pull their weight, and the best of them must
get opportunities across functions and group companies.
LEADERSHIP
Leadership is defined as The art or the process of influencing people so that they will
strive willingly and enthusiastically towards achievement of the groups mission.
Leadership is something that greatly affects any companys philosophy, culture, and
in-turn the overall health of the company.
Telco always has had a tradition of great leadership. One of its founders Jamshedji
Tata has been a hallmark of leadership.
That surge of electricity not unnoticed by merchant bankers, now crawling all over
Bombay House, the group headquarters is in fact the spark that the group is looking
for to rocket itself into a new orbit of growth. In 1991, when a shy and reclusive
Ratan Tata took over the