Chapter-1: Customers Satisfaction Towards TATA Motors Vehicles

Customers satisfaction towards TATA motors vehicles
CHAPTER-1
1.1.
INTRODUCTION The rapid pace of change and intense competitive pressure in today's
marketplace demand that brands continuously innovate and reinvent themselves to maintain their relevance and market position. In this context, brand repositioning and other revitalization strategies have become a business imperative for battling brand erosion. The appeal of brand repositioning is further heightened by the rising costs and high risk associated with launching a new brand. Brand repositioning has received little attention in the marketing literature and has mostly been treated as a variation of brand positioning. Biel, for example, has defined brand positioning as "building (or rebuilding) an image for a brand". The goal of positioning and repositioning strategies relates to the management of consumers' perceptions. However, positioning focuses on the creation of brand associations - consumers' perceptions of the attributes that differentiate the brand from competitive offers while repositioning also implies managing existing brand associations. The unique challenge of a repositioning strategy, thus, lies in rejuvenating the brand image to make it relevant in an evolving environment, while honoring the brand equity heritage. Repositioning can be required as the market changes and new opportunities occur. Through repositioning the company can reach customers they not intended to reach in the first place. If a brand has been established at the market for some time and wish to change their image they can consider
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repositioning, although one of the hardest actions in marketing is to reposition a familiar brand. According to Solomon, position strategy is an essential part in the marketing efforts because companies have to use the elements in the marketing mix to influence the customers understanding of the position. During the movement from something less attractive and relevant towards a more attractive and relevant position several of strategic choices has to be made. The ones responsible for the repositioning have to evaluate why a reposition is necessary, and if the offer is the one who will change or just the brand name. There are several risk factors that have to be taken into consideration when preparation for a repositioning of the offering or the brand. During repositioning, the risk of losing the credibility and reliability is high and the need for a thorough strategy is therefore necessary to avoid this occurrence. Some analyst argue that to successfully reposition a establish brand name is almost impossible because repositioning of a brand can make the most loyal customer to switch brand. But, in some circumstances a repositioning is necessary to gain credibility if the brand is eroded. Whenever a reposition is in question it has to be of relevance from a customer perspective, is this achievable? Some brands will on no account be thought on as a luxury brand and therefore an attempt to reposition will only damage the brand image or the actual company. Numerous failed attempts at brand repositioning testify to the difficulty of developing and implementing such a tactic. For example, while the soft drink brand, Mountain Dew has remained relevant to the youth market through continuous repositioning in its thirty years of existence, Levis' Jeans has been losing market share to newcomers such as The Gap, despite numerous campaigns designed to reposition the brand as trendy.
The strategic importance of brand repositioning in preserving and enhancing brand equity, coupled with the mixed results of repositioning attempts, underscores the need to develop a better understanding of the dynamics of brand repositioning. Specifically, questions of whether, when and how brands should be repositioned need to be addressed. Research into brand repositioning is relevant not only to the development of brand management theory, but also extends to corporate strategy through an examination of corporate brands.
1.2.
RESEARCH METHODOLOGY The purpose of methodology is to describe the process involved in
research work. This includes the overall research design, data collection method, the field survey and the analysis of data. 1.3. SOURCE OF DATA COLLECTION:
PRIMARY: For my survey primary data have been used as a questionnaire to collect the data. SECONDARY: The secondary data has been collected from the following modes: Magazines Books
Newspaper Data through internet sources 1.4. RESEARCH DESIGN: Research Design is the arrangement for conditioned for data collection & analysis of data in a manner that aims to combined relevance to research purpose with economy in procedure. A research design is a master plan or model for the conduct of formal investigation. It is blue print that is followed in completing study. The research conducted by me is a descriptive research. This is descriptive in nature because study is focused on fact investigation in a wellstructured from and is based on primary data. RESEARCH PLAN
Type of study: For completing my study I have gone for sample study because looking at the size of population & the time limitation it was not convenient for me to cover entire population. Hence, I have gone for sample study rather than census study.
SAMPLING PLAN: A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure that researcher would adopt in selecting items to be inched in the sample i.e. the size of sample. Sampling plan is determined before data are collected.
STEPS IN SAMPLING PLAN: SAMPLING FRAME: The list of sampling units from which sample is taken is called sampling frame. Chitradurga City map was studied thoroughly and samples were selected from the place in a scattered manner to get effective result. SAMPLING SIZE: Total sample size is 50. The following sample size according to area wise is as follows:
SAMPLING PROCEDURE: The selection of respondents were accordingly to be in a right place at a right time and so the sampling were quite easy to measure, evaluate and cooperative. It was a randomly area sampling method that attempts to obtain the sample of convenient.
ANALYSIS: The important factors and datas collected were sequentially analyzed and graphed. FIELD WORK: I have collected the data through medium called questionnaire collecting the responses from 50 people in all. I had done my field work in the following area.
CIVIL TOWNSHIP, CHHEND, BASANTY COLONY, KOELNAGAR, SECTOR I started my project very first educating the respondents about my entire project, and ask them to cooperate with me. Mostly all the respondent were aware of this type of surveys. So I didnt face any type of difficulty during my project in the process of explaining and taking their responses on the questionnaire. 1.5. OBJECTIVES
To understand the market potentiality for TATA Motors. To determine the acceptable price of the product. To determine the requirements and needs of the potential customers. To know what people perceive and thinking about Tata Motors and its products. To analyze the brand repositioning strategies of Tata Motors.
To study consumer awareness and perception about the brand repositioning strategies of Tata Motors. To find out the satisfaction level of people. To find out the awareness level of customer. To find the satisfaction amongst the customers of TATA Motors.
1.6.
LIMITATIONS The study is confined to Chitradurga area only.
There is possibility of sampling errors in the study. The responses of the consumers may not be genuine. The questions included in the questionnaire may not be comprehensive. Continuous and reliable information was not available. Some of the information was confidential so much information was not revealed. The time span of the survey was short and hence only major aspects were considered. Information provided by the respondent in terms of their fuel usage and their expense could not be very accurate. Availability of the respondents amidst their busy schedule did not permit detailed study. This study will be limited to only some areas of Chitradurga. Lack of professional approach since researcher is a student. The sample size is only 50 so the sample may not be truly representative of the Chitradurga population.
1.7.
CHAPTERISATION This project includes or divided into nine categories of lessons: 1. Introduction 2. History of two wheeler 3. Company profile
4. Product profile 5. Dealer profile 6. Consumer behaviour 7. Analysis and interpretation of data 8. Findings, suggestion and conclusions
CHAPTER 2 COMPANY PROFILE TATA MOTORS LIMITED Tata Motors Limited is India's largest automobile company, with consolidated revenues of Rs.70, 938.85 crores (USD 14 billion) in 2011-12. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the world's fourth largest truck manufacturer, and the world's second largest bus manufacturer. The company's 24,000 employees are guided by the vision to be "best in the manner in which we operate best in the products we deliver and best in our value system and ethics." Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The company's dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009. Hispano's presence is being expanded in other markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the Xenon having been launched in Thailand in 2008. Tata Motors is also expanding its international footprint, established through exports since 1961. The company's commercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America. It has
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franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia, Senegal and South Africa. The foundation of the company's growth over the last 56 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D. With over 3,000 engineers and scientists, the company's Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. The company today has R&D centers in Pune, Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Spain, and the UK. It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, India's first Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous passenger car. Within two years of launch, Tata Indica became India's largest selling car in its segment. In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first indigenously developed mini-truck. In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the world have been looking forward to. The Tata Nano has been subsequently launched, as planned, in India in March 2009. A development, which signifies a first for the global automobile industry, the Nano brings the comfort and safety of a car within the reach of thousands of families. The standard version has been priced at Rs.1,00,000 (excluding VAT and transportation cost). Designed with a family in mind, it has a roomy passenger compartment with generous leg space and head room. It can comfortably seat four persons. Its mono-volume design will set a new benchmark among small cars. Its safety performance exceeds regulatory requirements in India.
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Its tailpipe emission performance too exceeds regulatory requirements. In terms of overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India today. The lean design strategy has helped minimize weight, which helps maximize performance per unit of energy consumed and delivers high fuel efficiency. The high fuel efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the twin benefits of an affordable transportation solution with a low carbon footprint. In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost.
Tata Motors is equally focused on environment-friendly technologies in emissions and alternative fuels. . It has developed electric and hybrid vehicles both for personal and public transportation. It has also been implementing several environment-friendly technologies in manufacturing processes, significantly enhancing resource conservation. Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic
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and electronic components for automotive and computer applications, and automotive retailing and service operations. Tata Motors is committed to improving the quality of life of communities by working on four thrust areas employability, education, health and environment. The activities touch the lives of more than a million citizens. The company's support on education and employability is focused on youth and women. They range from schools to technical education institutes to actual facilitation of income generation. In health, our intervention is in both preventive and curative health care. The goal of environment protection is achieved through tree plantation, conserving water and creating new water bodies and, last but not the least, by introducing appropriate technologies in our vehicles and operations for constantly enhancing environment care. With the foundation of its rich heritage, Tata Motors today is etching a refulgent future. Tata Motors recently launched the following cars:
Tata Nano
Tata Indica Vista
Corolla Altis Tata Indigo CS with three models
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BOARD OF THE DIRECTORS Mr. Ratan N Tata (Chairman) Mr. N A Soonawala Dr. J J Irani Mr. J K Setna Mr. V R Mehta (Institutional Representative) Mr. R Gopalakrishnan Mr. Nusli N Wadia Mr. Helmut Petri Mr. S A Naik Mr. Ravi Kant Dr. V Sumantran Mr. P P Kadle Mr. P K M Fietzek
SENIOR MANAGEMENT
Mr. Ravi Kant
- Executive Director (Commercial Vehicle Business)
Dr. V Sumantran
- Executive Director (Passenger Car Business and Engineering Research Centre)
Mr. P P Kadle
- Executive Director (Finance and Corporate
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Affaires)
Mr. A P Arya
- Sr. Vice-President (Operations - Jamshedpur & Lucknow)
Mr. P M Telang
- Sr. Vice-President (Operations - Pune)
RAMAKRISHNA
- Vice-President (Chairmans Office)
Mr. Rajiv Dube
- Vice-President (Commercial - Passenger Car Business)
Ms. Ruchika Batra
- Head (Corporate Communications)
Mr. H K Setna
- Company Secretary
HISTORY OF TATA MOTORS The Company was incorporated on 1st September 1945 at Mumbai to manufacture diesel vehicles for commercial use, excavators, industrial shunter, dumpers, heavy forgings and machine tools. The commercial diesel
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vehicles which were known `Tata Mercedes Benz' (TMB) is now called `Tata' vehicles after the expiry of the collaboration agreement with DaimlerBenz AG, West Germany. The company also used to manufacture pulp and paper making machinery. In 1960 the company's name, which was Tata Locomotive & Engineering Company Ltd. was changed to Tata Engineering & Locomotive Company Ltd. In the year 1987 the company undertook to set up a new forge shop, a high output foundry line, a new paint shop as well as augmentation of engine and gearbox manufacturing facilities, all at Jamshedpur. In 1991 during the year the company entered into a collaborative agreement with an internationally renowned engine research and development organization to jointly develop higher horsepower, fuel efficient diesel and petrol engines to meet the future requirements of the company. The last quarter saw the company launching two new passenger vehicles, the SIERRA and the ESTATE totally designed and manufactured in India. The company acquired a BIFR company, M/s Noduron Founders Maharashtra Ltd. The total cost for Telco worked out to Rs.18 crores as against setting up of similar critical castings foundry. During the year company launched new earth moving equipment TWK-3036 Tata Front End Wheel Loader. Two new models in the EX series of hydraulic excavators were launched. A 10 tonne pick and carry articulated crane, designed and developed in-house was also introduced. During the year company entered into an agreement with NachiFujikoshi Corporation, Japan to manufacture arc and spot welding robots suitable for automobile manufacturing applications. During the year, company undertook to set up a joint venture with Asian Glass Co. Ltd., Japan to manufacture float glass to be used as wind shields for automobiles. ACC along with Tata Exports Ltd. participated in the joint venture. The joint
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venture named as Floathlass India Ltd., the Company would have a stake of 16.33%. Tata Cummins Ltd., Mercedes-Benz (India) Ltd., Tata Holset Ltd., Tata Precision Industries, Singapore and Nita Company Ltd., are the joint Ventures of the Company Taking advantage of the broad banding policy announced by the Government of India, the Company entered into a collaboration agreement with Honda Motor Co. Ltd., Japan, for the manufacture of their `ACCORD' model of cars in India. On 22nd April, an agreement was entered into between Daimler-Benz AG and Mercedes Benz AG, Germany to setup a joint venture company Mercedez-Benz India to manufacture `E' class paneyer cans and engines in India. During the year 1995 a new double pick-up and Army Version of various Telco Vehicles were developed. A new petro engine and turbo diesel engine, an up-graded 709 LCV, new sports utility vehicle Safari expected to be launched shortly. A 25 tonne 6 X 2 truck and a bus with cummins engine were launched. Tata Engineering and Locomotive Company (TELCO), has acquired a second hand paint shop, machine line and cylinders from the Australian unit of the Japanese auto giant, Nissan. TELCO is believed to have picked up the unit for Rs. 70 crore. The total cost of import duty would be Rs 100 crore. During the year a machine tool division was expanded so as to double its machine building capacity and significantly reduce production times.
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The Company has launched "TATA SAFARI" in its Multi utility vehicle segment. Tata Holset's turbo charger plant inaugurated on November 25, 1996. In 1997, the Tata Engineering and Locomotive Company Ltd. (TELCO) have emerged as numerous uno in the Review 200 survey conducted by the Far Eastern Economic Review in association with City Bank. The Company introduced a 9-tonne vehicle which was well received in the market. A 40 tonne tractor trailer powered by a Tata Cummins Engineering was introduced. The Company developed a low floor bus chassis to meet the specific needs of urban transport. The Company signed a new agreement with Hitachi for manufacture of upgraded versions of existing range of excavators. The year 1998- Tata Engineering and Locomotive Company Ltd (Telco) announced a tie-up with Tata Finance Ltd and ANZ Grindlays Banks as the official financiers for its small car "Indica" to be launched in December. Tata Engineering Locomotive Company Ltd (Telco) sold its construction equipment business into a new subsidiary company, Telco Construction Equipment Company Ltd. The Company in its small car segment has launched "Tata Indica" which evoked an overwhelming response in the Indian market. A new range of cummins engine powered vehicle which include a 35 tonne and a 40 tonne articulated truck and two variants of buses. To make substantial improvement in the quality of bus bodies available with TATA vehicles, the Company encouraged collaboration between Fuji Heavy Industries of Japan and the Automobile Corporation of Goa. The new
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project undertakes production of bodies on TATA chassis, conforming to the most exacting international standards. Concorde Motors Ltd., a Joint Venture between Tata Engineering 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. The year 1999-Telco became the first Indian manufacturer to offer commercial vehicles meeting euro-I emission norms, a year before they are due to be introduced in the country. It is proposed to make TCECL a onestop shop for construction equipment and earthmoving machinery. 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. SKF Bearings India Ltd has signed an agreement with Telco to supply hub bearings for its latest model.
Tata Indica 2000 saw the Company working towards introducing two new petroldriven variants of its small car Indica, powered by a multi-point fuel injection engine. The Company launched the Indica 2000, the Euro II Complaint, 75 BHP multi-point fuel injection (MPFI) version of Indica. The Company has won the National Technology Award for indigenous development and commercialization of the Tata Indica car. The Company has launched its new hi-tech Indica 2000 car with MPFI petro engine in Guwahati.
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Tata Engineering & Locomotive Co. is renamed as Tata Engineering Ltd. It replaced its three-shift production line with a one-shift daily schedule starting from 26th June. In the same year FICCI-SEDF- Business worldCompaq award for social responsiveness was awarded to the company. The Central Pollution Control Board for Environmental Technology award has been presented to Tata Engineering in recognition of its contribution towards efforts to conserve the environment. TATA Engineering on September 10 announced the addition of MPFI petrol version to the Indica V2 range. In year 2002 Foreign Institutional Investors (FII) hike stake in the company to 13.34% launches six new products in light, medium and heavy vehicles segments on Jan 15 during Auto Expo. Announces financial restructuring. Displays its Tata Sedan car at the Geneva Motor Show. Indica adjudged top selling B-segment car in 2002.Launches two new motorsport cars (The Zero and Double Zero Pace cars). High Court Approves Tata Engineering's Financial Restructuring. Tata Engg, BPCL tie up to market cobranded lubricants. Tata Steel's investment in Tata Engineering has been hiked to Rs 117.98 crore over the last year. Telco names Sedan as Tata Indigo.Unveils 'EX' series of medium and heavy commercial vehicles. Indica sales cross two-lakh mark .Collaborates with Nippon-Arcelor for technical knowhow on CR steel. Receives Teri's (The Energy and Resources Institute) CoRE-BCSD (Corporate roundtable on development of strategies for sustainable development and environment-business council for sustainable development) corporate social responsibility (CSR) awards for '01-02. Unleashes Safari's petrol version; priced at Rs 9.35 lakh.
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The year 2003- Tata Unveils City Rover .Tata Motors Ltd signed a binding Memorandum of Understanding (MOU) with Deawoo Commercial Vehicle Company Ltd (DWCV), Korea for the acquisition of this company. It introduces Tata SFC 407 EX Turbo Light Commercial Vehicle (LCV). The Company changed from 'TELCO' to 'TATAMOTORS' w.e.f December 24, 2003. In the same year Tata Safari ranks No 1 in MUV/SUV segment. 2004:- The year of glory. Tata Motors launch an upgraded version Indica on January 15, 2004, in a bid to shore up sales of the small car. Auto Expo: Tata unveils new version of Indica. Tata Motors unveils Indica V2. Tata Motors launches new Indica V2 in Kerala. Tata Motors introduces new 'Indicab' for tour operators. The much hyped Rs one lakh passenger car project of Tata Motors was going ahead as planned. Tata Motors enters agreement with Ukraine bus building firm. Tata Motors enters into agreement with Etalon. In a move to consolidate its presence in the light commercial vehicles segment, Tata Motors has launched a new variant of its 407 series with increased pay load capacity called SFC 407EX. Tata Motors buys Daewoo truck unit for Rs 465 crore. Tata Motors unveils Tata SFC 407 EX. Tata Motors inks agreement with Austrian, French companies. Acquires Daewoo Commercial Vehicle Company Ltd (DWCV), Korea. Tata Motors launches most anticipated new 6-tn truck in India. Tata Motors, the country's largest commercial vehicles manufacturer unveiled the new LPT 909EX Turbo Truck in Tamil Nadu. Tata Motors and Tata Africa unveiled a range of passenger cars, utility vehicles, pick-ups, trucks and buses for the South African market. Tata Motors has launched a
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face lifted version of its multiutility vehicle, Tata Sumo. Tata motors rolls out Tata SFC 407EX BS II turbo light commercial vehicle. Tata Motors unveils Tata Safari DICOR in Kerala market on August 11, 2005. Tata Motors rolls out 2 luxury variants of Indigo. Tata Motors unveiled new Indica V2 Turbo with a price tag of Rs 4.10 lakh for DLG variant and Rs 4.31 lakh for DLX. Tata Motors ropes in CVTech to make parts for its small car. Tata Daewoo inks pact with Pakistan co. Tata Motors has been presented the Golden Peacock Global Award for Corporate Social Responsibility (CSR) in the Large Business category by the Institute of Directors in 2007. Tata Motors buys Nissan facility in S. Africa. Tata Motors has got a prestigious order from the Delhi Transport Corporation (DTC) for 500 non-AC, CNG-propelled buses. Tata Motors Ltd has appointed Mr. P M Telang as Executive Director (Commercial Vehicles). CURRENT SITUATION The Tata Motors group is a passenger and commercial vehicle manufacturer based in India. The motor group was established in 1945 as part of the larger Tata Group. They have long been known for their commercial vehicles and in the past ten years entered into the passenger car market. Currently, Tata Motors has a line of five passenger vehicles and a large line of commercial vehicles producing pickups, trucks, tractor trailers, tippers, and buses. Both product lines of the Tata Motors group have seen success, but much of this has been built upon the more deeply established commercial vehicle product line.
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Tata Motors commercial line has been established for several years in many market segments such as Europe, Africa, The Middle East, Australia, Southeast Asia, and South Asia. Tata Motors has expanded their business and market share around the world through a series of acquisitions. In 2004, they acquired Daewoo commercial vehicle Company in South Korea which was South Koreas second largest truck manufacturer. This acquisition gave Tata Motors a significant presence in the Korean market. They have also entered into joint ventures with companies such as Thonburi Automotive in 2006, which allowed them to manufacture and market pickup trucks in Thailand. Tata Motors have been making global headlines in the auto industry lately; the largest news being their acquisition of Jaguar and Land Rover from Ford. Tata paid 2.3 billion dollars to Ford for the two brands that cost Ford 5.3 billion (Carty, USA Today). This is a major step for the company because it catapults them into the luxury car business which they are not known for at this time. Tata, like many new businesses it acquires, is allowing this new segment of the business to be run by previous management since they have more experience in the luxury automotive business. Tata will give us some space. They want us to run our business, be a premium British car company (Mike ODriscoll, managing director of Jaguar). This is yet another large acquisition for the Tata Motors group and could create great success for the company in the near future.
Porter's five forces analysis is a framework for the industry analysis and business strategy .It uses concepts developed in Industrial Organization economics to derive five forces, which determine the competitive intensity and therefore attractiveness of a market.
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The Five Forces: 1.The threat of substitute products-As we know the Indian customers choices range from mileage, pick-up, power steering to various other things so substitute is very important aspect in this industry as other product available in the market may act as the substitute to the brands own existing product. 2. The threat of the entry of new competitors-New completion from the new entrant or from existing company is also highly potent force which a company must have to take care of for its market share and growth. 3. The intensity of competitive rivalry-The very effective way of putting competitor out of track is pitching new vibrant products in the market so a company must be aware of this tactics by its rival company so that it can cater the effect. 4. The bargaining power of customers-Another important aspect for a car or auto company where they have to manage the pricing control of their product to spurt the sales in the market. 5. The bargaining power of suppliers- The distribution channel is very important in country like India where the demand is highly different with all across its dimension so, supply is very much required in the industry for a company.
PRODUCTS OF TATA MOTOR 1. Passenger cars and utility vehicles:

Govt. Arts College Chitradurga 24
TATA SUMO GRAND TATA SAFARI Indica Vista Tata Sierra Tata Estate Tata Sumo/ Spacio Tata Indica Tata Indigo Tata Indigo Marina Tata Winger Tata Nano Tata Xenon XT Tata Xover
2. Concept vehicles: 2000 Aria Roadster 2001 Aria Coupe 2002 Tata Indic 2002 Tata Indiva 2004 Tata Indigo Advent 2005 Tata Xover 2006 Tata Cliffrider 2007 Tata Elegante 2009 Tata Prima
3. Commercial vehicles:
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TATA 1616 STARBUS TATA MARCOPOLO BUSES Tata Ace Tata TL/ Telcoline /207 DI Pickup Truck Tata 407 Ex and Ex2 Tata 709 Ex Tata 809 Ex and Ex2 Tata 909 Ex and Ex2 Tata 1109 (Intermediate truck) Tata 1510/1512 (Medium bus) Tata 1610/1616 (Heavy bus) Tata 1613/1615 (Medium truck) Tata 2515/2516 (Medium truck) Tata Globus (Low Floor Bus) Tata Marcopolo Bus (Low Floor Bus) Tata 3015 (Heavy truck) Tata 3118 (Heavy truck) (8X2) Tata 3516 (Heavy truck) Tata 4923 (Ultra-Heavy truck) (6X4) Tata Novus (Heavy truck designed by Tata Daewoo)
4. Military vehicles: Tata LSV (Light Specialist Vehicle) Tata 2 Stretcher Ambulance Tata 407 Troop Carrier, available in hard top, soft top,
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4x4, and 4x2 versions Tata LPTA 713 TC (4x4) Tata LPT 709 E Tata SD 1015 TC (4x4) Tata LPTA 1615 TC (4x4) Tata LPTA 1621 TC (6x6) Tata LPTA 1615 T
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SWOT ANALYSIS STRENGTH:
Strong Presence in the Marketplace:-Tata Motors is the only company in India with a broad based presence across the industry, in all segments of the commercial vehicles market heavy and medium
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commercial vehicles, light commercial vehicles, pick-ups, sub onetonne mini-trucks - and key segments - compact, midsize car and utility vehicle segments - of the passenger vehicles market.
Unique Understanding of Customer Need: - With 55 years presence in the automotive business, Tata Motors understands customer needs and develops products that meet their Needs. To consider a few examples, as early as 1980s, the company launched Light Commercial Vehicles, amidst Japanese competition, in which it today strongly leads. In the 1990s, Anticipating the need for an affordable family car, it launched the now famous Tata Indica, which occupies a leading position among compact cars.
Skill Base Developed over the Last 44 Years:-Tata Motors is also very well-placed on technology capability. The company had set up its Engineering Research Centre as early as 1966.With 1400 scientists and engineers and state-of-the-art development, testing and validation facilities, it is this technology capability which has, allowed Tata Motors, over the decades, to offer indigenously developed products. This strength has been accentuated, with the inclusion of TMETC, TDCV and Hispano Carrocera in the R&D network, besides several other specialist external agencies. The company no longer needs to develop every necessity itself. Today it just has to manage the process of product creation, drawing upon already available R&D and skills from different sources.
People Strength: - The Companys key strength is its people. The over 22,000 employees comprise a very broad talent base, with the
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required skills in every aspect of the industry. With increasing international initiatives by the company, this talent base is now getting enriched with the necessary competencies to respond to meet worldclass standards of quality and cost. The company will achieve this by developing and marketing relevant products, on its existing platforms and new ones, which delight consumers in every market they are introduced in.
Tata Motors linkages in Europe through Subsidiary Companies: In October 2005, Tata Technologies Ltd, a 100 per cent subsidiary of Tata Motors, acquired a 94.3 per cent stake in INCAT International Limited. INCAT is a supplier of engineering & design, product lifecycle management and product-centric IT services to the automotive, aerospace and durable goods industries.
Tata Motors R&D in Europe: - Deepening its engagement with the European R&D space, in September 2005, Tata Motors set up the Tata Motors European Technical Centre, a 100 per cent subsidiary, in the UK. It is engaged in design engineering and development of products for the automotive industry. Working synergistically, TMETC provides the company with design engineering support and development services, complementing and strengthening the companys skill sets and providing European standards of delivery to the companys passenger vehicles.
The internationalization strategy so far has been to keep local managers in new acquisitions, and to only transplant a couple of senior managers from India into the new market. The benefit is that Tata has
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been able to exchange expertise. For example after the Daewoo acquisition the Indian company leaned work discipline and how to get the final product 'right first time.'
OPPURTUNITIES:
Indias huge geographic spread-This is one aspect where the company is looking for and its diversified range of cars suits very much this area of car or say auto industry in country.
Easier finance schemes- The current fiscal stimulus and easy loan will surely guide the company to post good sales as the current trend shows the cars sales has been boosted by easy loan norms in the country.
Replacement of aging four wheelers-One of very important reason where the car industry and commercial vehicle can take advantage in coming days.
Increasing Road Development, Golden Quadrilateral-as we all know the infrastructure will surely boost the auto industry as it is directly related to the this industry and the government policy in spending the money ion infrastructure will create good demand.
Increasing dispensable income of rural agri sector-Somehow this year the rural demand was very enthusiastic than the urban market which drive the auto industry so, the development of rural infrastructure and condition will create handsome demand from the rural area.
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Higher GDP growth-With standing tall during the slowdown our economy has shown the industry that demands will gain momentum in near future very soon.
Increasing disposable income with the service sector-As the consumers have money in their hand definitely there will be demand from their side so, this is also very good opportunity for this sector.
Graduating from Two wheeler to four wheeler-The dream of NANO will boost demand for four wheeler in the auto industry.
THREAT: Indian is lacking in proper infrastructure this is slowing the pace of growth of auto industry
Global crisis- this really hurts the Indian growing industry and not only the auto but tyre industry went for toss.
High competition from foreign players-As the giants like GM, Audi, MERC etc are trying to capture the high segment market it is one of the very effective threat to the company.
Other competing car manufacturers have been in the passenger car business for 40, 50 or more years. Therefore Tata Motors Limited has to catch up in terms of quality and lean production.
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Sustainability and environmentalism could mean extra costs for this low-cost producer. This could impact its underpinning competitive advantage. Obviously, as Tata globalizes and buys into other brands this problem could be alleviated. Since the company has focused upon the commercial and small vehicle segments, it has left itself open to competition from overseas companies for the emerging Indian luxury segments. For example ICICI bank and DaimlerChrysler have invested in a new Pune based plant which will build 5000 new Mercedes-Benz per annum. Other players developing luxury cars targeted at the Indian market include Ford, Honda and Toyota. In fact the entire Indian market has become a target for other global competitors including Mahindra and Mahindra, Maruti Udyog, General Motors, Ford and others.
Rising prices in the global economy could pose a threat to Tata Motors Limited on a couple of fronts. The price of steel and aluminium is increasing putting pressure on the costs of production. Many of Tata's products run on Diesel fuel which is becoming expensive globally and within its traditional home market.
WEAKNESS:
The current financial situation of its recently acquired firms like Corus and Land Rover-Jaguar is very big headache for the company and it should be back to the track in the near future.
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The high ratio of debt equity ratio is also weakness of the company. The small car segment is still not good for the company due to maruti-suzuki so, it need to tap this section also. The CV segment is becoming highly competitive by new player like Volvo, and rival M &M are coming with new products to cater the TATA in the market as the rural area has given thumps up to M&M during this year. The company's passenger car products are based upon 3rd and 4th generation platforms, which put Tata Motors Limited at a disadvantage with competing car manufacturers.
Despite buying the Jaguar and Land Rover brands (see opportunities below); Tat has not got a foothold in the luxury car segment in its domestic, Indian market. Is the brand associated with commercial vehicles and low-cost passenger cars to the extent that it has isolated itself from lucrative segments in a more aspiring India? One weakness which is often not recognized is that in English the word 'tat' means rubbish. Would the brand sensitive British consumer ever buy into such a brand? Maybe not, but they would buy into Fiat, Jaguar and Land Rover.
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CHAPTER - V DEALER PROFILE 5.1 INTRODUCTION: Asian Earth Movers is one of the leading agencies in the distribution of JCB Earth Movers in Chitradurga city. It was established in 2008. They have offices in Chitradurga. In 2008 the Asian Earth Movers got the dealership of JCB Earth Movers. This Branch under the Head Branch of Bellary in Karnataka region.
As it is Partnership Firm in Chitradurga and other Branch is looked after Mr. Mukhtar Ahmed .K. Dasankop, Mr. Momammed Mukthar Uddin Khan and Mr. Syed-Shahbuddin .B. theses are the partners under taking Asian Earth Movers. Other branches Raichur, Koppal, Davangere, Gulbarga, Bidar.
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LOCATION: Asian Earth Movers is located in Plot No. 76A, KIADB, Industrial Area, NH-4 Bangalore Road, and Chitradurga. AREA COVERED: It covers entire Chitradurga City and all micro integers in Chitradurga District. 5.2 OBJECTIVES: Though every business has primary objective to earn profit. To promote and sell all brands of JCB. To provide good service to the customer. To make customer satisfaction after selling the product.
MANAGEMENT STRUCTURE: As it is Partnership firm and it is also Branch office at Chitradurga, the
MANAGING by:Head branch in Bellary is looked afterPARTNERS
Branch Manager
SERVICE DEPARTIMENT
SALES DEPARTMENT
SPARES DEPARTMENT
SERVICE CO-ORDINATOR
SERVICE ENGINEERS
SALES MANAGER
STORE INCHARGE
ASSISTANTS
Govt. Arts College Chitradurga SALES HELPERS EXICUITIVES
37 STORE ASSISTANTS
OFFICE BOYS
5.3 MARKETING MIX STRATEGY OF ASIAN EARTH MOVERS: Sales representatives of the company are active in collecting orders from dealers. The orders will be taken for a week, fortnight or monthly and even sometime quarterly. The orders depend on the sales of the dealer. In case of dealer needs immediately requirement of any good he can call him up and mail to the representation and the dealer may get the goods as early as possible. PRODUCT MIX: The Asian Earth movers dealing with JCB products such as Excavator, Backhoe Loaders, wheel loader vibratory roller and Cranes, Liftal etc.
PRICE MIX: The dealers do not take active part in pricing the product as the company itself does the pricing. The company fixes the maximum retail price (MRP) so the dealer need not add any local price list by the company.
PROMOTION MIX:
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Asian Earth Movers do not take any promotional activity because the makes this task easier with various promotional strategies like advertisement in newspaper, magazines, television and internet.
DISTRIBUTION MIX: The distribution aspect of the company is very simple the dealer needs to place an order with the representatives and get the delivery of the goods. The ASIAN EARTH MOVERS also have sub dealers who purchase the product in bulk it enables that can distribution the product easily. SALES: The dealers sell the goods on cash basis facility are given. As cash and carry system is followed there are no bad debts for the firm and the dealer need not spend or make expenses on collection of depts. ACCOUNTING SYSTEM: Accounting system is maintained as per rules and regulations, laid down by the govt. still they have maintaining separate Branch A/c. They are not mixing their A/c with Head office at Bellary.
STOCK MAINTENANCE: As it are perishable goods, so there is no maintenance of stock. They will get the. Fresh stock whenever they need place an order and get the JCBs and some are delivered to sub - dealer.
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COMPETITORS: The main competitors to the firm are Tata Hitachi, Caterpillar, L&T, Terexvectra.
5.4 SERVICE PROVIDED BY THE DEALER Free check-up of JCBs up to the warranty period They give standby facilities of JCBs to their customer also They arrange for a free service check-up camp in their campus for their customers. If any JCBs has manufacturing defects the dealer will Immediate replace within a less time.
5.5 PROBLEMS FACED BY THE DEALER: The company takes much time for replacement of any defect JCBs. No promotional activity-is permitted by the company to the dealer. Not given a credit facilities which they were get first. The margin is also low where compare to required margin. District has rich natural resources like lime stone, manganese etc., district has traditional artisans engaged in wool weaving, silk weaving and handicraft. Challakere taluk of the district is popularly known as oil centre of Karnataka, since rood many number of oil mills, solvent extraction plants are located. The district has good number of training centers and network of APMCs for items like, ground nuts, maize, sunflower, areca nut and oil
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seeds- District has good yield of coconut and us such number of coir industries are located district has other industries Ike cotton plant, cotton ginning etc. District has number of traditional silk weaving artisans and wool weavers.
5.6 ECONOMY AND INFRASTRUCTURE Chitradurga district has a geographical area of 7, 70,702 hectares. The area covered by forest is 76,646 hectares The total cultivated land is 4,22,574 hectares and non cultivatable land including barren land of 25,403 hectares, is 76,646 hectares (%) in the year 2001 02 out of the total cultivated land, irrigated land is 70,500 hectares.
Farming ------------- % VaniVillas Darn partial tanks and tube wells are the sources of irrigation. Tower, Ragi, Coconut. And areca nut plantations are the main plantations Sugar cane, oilseeds, onion, mulberry, plants are important commercial crops Horticulture, Sericulture, and animal husbandry are other activities carried out in addition to agriculture which is a main occupation. There are no of large scale industries. Medium scale cottage and village industries are the important industries table gives details about the agriculture industry infrastructure computed by high power committee for redressed of regional imbalances appointed by the government of Karnataka under the chairmanship of Dr. D.M. Nanjundapa the economist. 5.7 SWOT - ANALYSIS OF THE DISTRICT
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The SWOT analysis is an extremely useful tool for understanding and decision-making for all sorts of situations in business and organizations. SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. Information about the origins and inventors of SWOT analysis is below. The SWOT analysis headings provide a good framework for reviewing strategy, position and direction of a company or business proposition, or any other idea A) STRENGTH 1) Location advantage of National Highway No 4 and National Highway No 13 2) Major tourist centre. 3) Abundant agriculture and Horticulture resources contributing to Industrial development in the sector. 4) Wind velocity is uniform in all the, seasons. Hence there is scope for windmill in Chitradurga and Hiriyur Taluks. 5) The district has good human resources as these are number of educational institution including Engineering College, Polytechnic, Job oriented course centers, and skills development institutions like RUDSET, ATI, and DITC 6) District has got highest number of self-help group in the state. As such this is a scope for group oriented production activities. 7) Oil testing centre is located at challakere to cater to quality analysis of oil, oil seed oil cake etc. 8) STEP institution is encouraging technical entrepreneurs to set up information technology and Electronic industries.
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B) WEAKNESS 1) The district has drought prone area. These are no personal source of water. Cultivators only depend on rainfall. 2) Airport is far-off to an extent of 200 kms from Chitradurga. 3) Chitradurga is not included on the direct route of Bangalore - Pune Railway route. 4) Mega industries have not been set up.
C) OPPORTUNITIES 1) Based on the human resources there is ample scope for both engineering and Technical industries like manufacturing service industries. 2) There is good scope for food processing industries based on rich growth of Agriculture and Horticulture crops.
3) Good scope for non-conventional energy source like wind mill. 4) There is scope for truck terminal, transport based industries etc., as National Highway No. 4 and 13 are passing through the district. 5) Based on natural resources like lime stone, good scope for cement based industries. 6) There is potential for industries like heavy fabrication sheet metal work etc. 7) Tourism related activities such as 3 star hotels could be established.
D) THREATS
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1) Interrupted power supply is blocking the continuous and regular production activity 2) There is a cute shortage of drinking water and industrial water for chemical based industries. CHAPTER 4 CONSUMER SATISFACTION
INTRODUCTION :The term consumer refers to a person who buys goods or service for his personal or household use and not for resale. Consumer behaviour is that behaviour exhibited by consumers in planning , purchasing and using economic goods and services for the satisfaction of their wants. Prof. Paul G. W and Prof WALTER C.G define consumer behaviour is the process where by individuals decide what, when , where, how and from whom to purchase goods and services Buying behaviour is a process where potential customers are subjected to various stimuli. The customer is regarded as a black box as we cannot see what is going on his mind. He responds to the stimuli or inputs and may purchase some product or service of interest to the marketing management. The model of buyer behaviour is stimulus response model. Response may be decision to purchase or not purchase. Under the systems view of buyer behaviour, we have
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1. inputs 2. processing 3. outputs 4. feedback loop
since , the buyer behaviour is the corner stone of the marketing strategy, manager should be aware of different models or theories which determine the buyer behaviour. The fallowing are the important determinants or models of consumers behaviour 1. 2. 3. 4. 5. Economic model. psychological mode socio-cultural model organizational model government regulations.
The Psychology of consumer towards two wheelers are 1. 2. 3. 4. luxurious costly inadequate fund necessary.
The necessary of two wheelers scores over other points. For the dynamic society, two wheelers are not considered to be luxury.
For the benefit of consumer who is not having adequate fund , companies have proposed purchase schemes, with the rapid growth of finance. Competitive availability of finance at a very competitive team has popular.
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TYPES OF CUSTOMERS :The marketing manager should have the knowledge of various types of customers their attitudes and behaviour and ability to recognize and handle them. A sales man must be aware of all customers are not like men many minds. Each customer has his own personality and his psychological makeup. There is no ready-made formula to describe the type of customers. However the fallowing are the important types of customers. 1. Impulsive customers 2. Silent customers 3. Talkative customers 4. Argumentative customers 5. Nervous customers 6. Snobbish customer 7. Deliberate customer 8. Price minded customer 9. Suspicious customer 10.undecided customer 11.group shopper 12.industrial buyers 13.friendly customers
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Satisfaction is a persons feelings of pleasure or disappointment resulting from comparing a products perceived performance (or outcome) in relation to his or her expectations. Whether the buyer is satisfied after purchase depends on the offers performance in relation to the buyers expectations. If the performance falls short of the expectations, the customer is dissatisfied. If the performance matches the expectations, the customer is satisfied. If the performance exceeds expectations the customer is highly satisfied or delighted. A company would be wise to measure customer satisfaction regularly because one key to customer retention is customer satisfaction. A highly satisfied customer generally stays loyal longer, buys more as the company introduces new products and upgrades existing products, talks favourably about the company and its products, pays less attention to competing brands and is less sensitive to price, offers product or service ideas to the company, and costs less to serve than new customers because transactions are routine. When customers rate their satisfaction with an element of the companys performance - say, delivery. It could mean early delivery, on-time delivery, order completeness, and so on. The company must also realize that two customers can report being highly satisfied for different reasons. One may be easily satisfied most of the time and the other might be hard to please but was pleased on this occasion. A number of methods exist to measure customer satisfaction. Periodic surveys can track customer satisfaction directly. Respondents can also be asked additional questions to measure repurchase intention and the likelihood or willingness to recommend the company and brand to others. Companies that do achieve high customer
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satisfaction ratings make sure their target market knows it. For customer centered companies, customer satisfaction is both a goal and a marketing tool. Although the customer centered firm seeks to create high customer satisfaction, that is not its ultimate goal. If the company increases customer satisfaction by lowering its price or increasing its services, the result may be lower profits. The company might be able to increase its profitability by means other than increased satisfaction (for example, by improving manufacturing processes or investing more on R&D). Also, the company has many stakeholders, including employees, dealers, suppliers and stock holders. Spending more to increase customer satisfaction might divert funds from increasing the satisfaction of other partners. Ultimately, the company must operate on the philosophy that it is trying to deliver a high level of customer satisfaction subject to delivering acceptable levels of satisfaction to the other stakeholders, given its total resources. CUSTOMER SATISFACTION IN 7 STEPS It's a well known fact that no business can exist without customers. In the business of Website design, it's important to work closely with your customers to make sure the site or system you create for them is as close to their requirements as you can manage. Because it's critical that you form a close working relationship with your client.
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1. ENCOURAGE FACE-TO-FACE DEALINGS: This is the most daunting and downright scary part of interacting with a customer. If you're not used to this sort of thing it can be a pretty nervewracking experience. Rest assured, though, it does get easier over time. It's important to meet your customers face to face at least once or even twice during the course of a project. Suzuki believes that if a potential client spends over half the meeting doing the talking, you're well on your way to a sale. In SMPIL always face to face dealing with customer.
2. RESPOND TO MESSAGES PROMPTLY & KEEP YOUR CLIENTS INFORMED: This goes without saying really. We all know how annoying it is to wait message and you'll contact them about it as soon as possible. Even if days for a response to an email or phone call. It might not always be practical to deal with all customers' queries within the space of a few hours, but at least email or call them back and let them know you've received their you're not able to solve a problem right away, let the customer know you're working on it. Suzuki always listen customer problem and solve his queries and always have communication with customer.
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3. BE FRIENDLY AND APPROACHABLE: It's very important to be friendly, courteous and to make your clients feel like you're their friend and you're there to help them out. There will be times when you want to beat your clients over the head repeatedly with a blunt object - it happens to all of us. It's vital that you keep a clear head, respond to your clients' wishes as best you can, and at all times remain polite and courteous. In Suzuki showroom all workers are trained and well behave with customer. Suzuki showrooms staff very friendly with clients. 4. HAVE A CLEARLY-DEFINED CUSTOMER SERVICE POLICY: This may not be too important when you're just starting out, but a clearly defined customer service policy is going to save you a lot of time and effort in the long run. If a customer has a problem, what should they do? If the first option doesn't work, then what? Should they contact different people for billing and technical enquiries? If they're not satisfied with any aspect of your customer service, who should they tell? There's nothing more annoying for a client than being passed from person to person, or not knowing who to turn to. Making sure they know exactly what to do at each stage of their enquiry should be of utmost importance. So make sure your customer service policy is present on your site -- and anywhere else it may be useful. In Suzuki all terms & conditions are clearly mentioned so that no doubt in customer mind.
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5. ATTENTION TO DETAIL (ALSO KNOWN AS 'THE LITTLE NICETIES'): Have you ever received a Happy Birthday email or card from a company you were a client of? Have you ever had a personalized sign-up confirmation email for a service that you could tell was typed from scratch? These little niceties can be time consuming and aren't always cost effective, but remember to do them. Even if it's as small as sending a Happy Holidays email to all your customers, it's something.
6. ANTICIPATE YOUR CLIENT'S NEEDS & GO OUT OF YOUR WAY TO HELP THEM OUT: Sometimes this is easier said than done! However, achieving this supreme level of understanding with your clients will do wonders for your working relationship. TVS always tries to know about customer needs and make the product according to them.
7. HONOUR YOUR PROMISES: It's possible this is the most important point in this article. The simple message: when you promise something, deliver. The most common example here is project delivery dates. Clients don't like to be disappointed. Sometimes, something may not get done, or you might miss a deadline through no fault of your own. Projects can be late, technology can fail and sub-contractors don't always deliver on time.
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1. MODIFICATION IN TATA SUMO The Toyota Qualis and now competes with Chevrolet Tavera. The discontinuation of Qualis to launch the Toyota Innova proved advantageous to Tata Sumo. The Sumo has seen a series of changes in terms of refinement in this decade. It has been the favorite choice for cab owners, as it is rugged and affordable. The Tata Sumo has been enjoying its position in the MUV market since 1994. It had stiff competition with new Sumo Victa has been portrayed as a family lifestyle vehicle, but in fact is a carryover of the old Sumo, with some cosmetic changes. The Sumo comes in nine Victa variants: CX 10/7 Str, DI CX 7/9/10 Str, DI EX 7/9 Str, DI GX 7/9 Str, DI LX 7/9 Str, EX 10/7Str, GX 7 Str, GX TC 7 Str, and LX 10/7 Str. All variants, except the Victa DI variants, are powered by a 2- litre Inline-4 diesel engine. The GX and GX TC variants get a 2-litre turbocharged diesel engine that generates 89 bhp. The Victa DI variants get a 3-litre turbocharged diesel engine. Refinement, both internal and external, is evident across the variants. Tata's latest three variants under the 'Sumo Grande' category are LX, EX and GX available in 2-seater, 7- seater and 8-seater configurations. Sumo Grande boasts of a powerful 2.2-L Direct Injection Common Rail (DICOR) engine SUMO SPACIO A no-frills version called the Tata Spacio is also available. It is equipped with a 3000 cc DI diesel engine sourced from the popular LCV Tata 407. The prominent visual difference was the presence of round headlamps instead of the rectangular lamps. A soft top version of the Spacio called the Spacio ST was also introduced for the rural markets. After the
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facelift, the Spacio inherited the styling elements of the older Tata Sumo. In 2007, the Victa became available with the Spacio's 3000 cc engine. And in terms of styling, the positioning of the spare wheel was changed from the rear tailgate to the underbody of the vehicle. This model comes in 8 and 10 seater variants and is very much popular with private transporters & contract taxi vendors because of its lower cost. SUMO VICTA The new Sumo Victa released in 2004 featured power windows, power steering, dual AC, central locking, clear lens multi reflector head lamps, crystal finish tail lamp cluster, anti-glare ORVMS with electronic control, remote keyless entry, tachometers, LCD monitors, voice warnings, multiple trip odometers are all either standard or available options. New TATA Sumo (SUMO GRANDE) Tata launched the Sumo Grande on January 10, 2008 powered with a new generation 2200 cc 120 bhp (89 kW; 122 PS) DICOR (Direct Injection Common Rail) engine. It is the most up market version of the Sumo available and features completely different body work. It lies below the Tata Safari in Tata's product portfolio. 2. NEW VERSIONS OF INDIGO, INDIGO DICOR Dicor Variants The DICOR (common rail diesel) version of Tata Indigo is available in two variants which has already hit the bull's eyes. The beefy & bony structured sedan has the capacity to deliver maximum torque of 140Nm @ 1800 - 3000 rpm. The Indigo Dicor from Tata Motors has been made apt for
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Indian roads especially with its driver & co passengers oriented positive attributes such as: Anti-submarine front seats New electronic instrument cluster with engine RPM meter Rear Seat with double folding backrest Video player with MP3: with headrest mounted LCD screens 1.4-litre as rail diesel engine
Indigo LX Dicor Tata Indigo LX Dicor on the other hand features manually operated with chrome strip outer rear view window, black dials with chrome rings & star check as the new pattern for its console & AC fascia. Indigo LS Dicor Tata Indigo LS Dicor features manually operated outer rear view mirror, black dials, & Benz silver as the new pattern for console & AC fascia. It has no mounted LCD screens. 3. TAPPING OF RURAL MARKET According to the National Council for Applied Economic Research, or NCAER, rural India accounts for 70% of Indias population, 56% of the national income, 64% of the total expenditure and one-third of the total savings. So, the difficulties faced in cracking these markets pale before the huge potential they offer a company. Of the total sales (of consumer goods),
around 55% come from rural India, and going ahead, the contribution is likely to grow. NCAER data suggests that in real terms, at 1999 prices, the size of the rural economy will be about Rs16 trillion in 2013-14 compared with Rs12 trillion in 20011-12. The share of non-farm income will be about two-thirds of the rural economy by 2013-14. Noticing this huge potential Tata motors now plans to tap the rural market, 60 per cent of which runs on cash. Tata motors ltd. is working on strategies to make inroads into these markets.
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CHAPTER 5 RESEARCH & DESIGN This chapter deals with the analysis & interpretation of data collected from customer pertaining to their behavior towards Tata Motor cars. Primarily for the analysis & interpretation, questionnaire is the basic tool. A convenient sampling technique (sample random sampling technique) was made use of for this survey & the number of respondents chosen was 50.
In this survey the primary data is mainly collected by personal observation through questionnaire & with the help of the external guide where as secondary data is gathered by the magazines, journals, company reports of the company.
In questionnaire, the customer / respondents were asked to express their opinion about the sales & services provided by the respective dealers of the Tata Motors. I formed the questionnaire on several types of services provided by the Tata Motors. Buying dynamic of customer The buying dynamic differs from individual to individual from time to time. The buying dynamic of consumer along with the factor influencing them is studied. The subsequent topics deal with attitude towards the product satisfaction, brand preference and dealers performance.
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Tata Motor`s exclusive showrooms The respondents were asked to rate Tata Motor`s exclusive showrooms on 5 point rating scale Poor, Average, Above Average, Good and Excellent. The factors related to showrooms that were provided to the respondents for rating are store ambience, sales personnel, after sales service and display of watches. TABLE NO.5.1. Table showing Customer satisfaction from Tata cars Customer satisfaction Satisfied Not satisfied Total No. of people 13 17 30 GRAPH NO.5.1
18 16 14 12 10 8 6 4 2 0
S tisfied a Notsa tisfied
Percentage (%) 42 48 100
21% of people were satisfied but 29% were not satisfied.
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TABLE NO.5.2 Table showing Tele media creates a brand appeal T.V.ads appeal Yes No Total No. of people 12 18 30 Percentage (%) 34 66 100
GRAPH NO.5.2
3 5 3 0 2 5 2 0 1 5 1 0 5 0
Ys e N o
17% people agreed that T.V. ads do create brand appeal whereas 33% were against it.
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TABLE NO.5.3 Table showing Factors affecting buying of customers Features Power steering Mileage Price Others Total No. of people 08 07 12 03 30 GRAPH NO.5.3 Percentage (%) 20 24 40 16 100
10% replied power steering while 12% mileage, 20% price and 8% other factors.
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TABLE NO.5.4 Table showing Brand recall Particulars Indica Indigo Safari Sumo Xenon Nano Total No. of people 06 00 07 06 00 11 30 Percentage (%) 22 00 26 18 00 34 100
GRAPH NO.5.4
22% recalled indica model while 26% safari, 18% sumo, and 34% nano.
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TABLE NO.5.5 Table showing Reasons for brand preference Particulars Design Price Brand image Good quality Total No. of people 12 02 09 07 30 Percentage (%) 46 08 26 20 100
TABLE NO.5.5
46% replied they prefer brand due to design while 8% price, 26% brand image and 20% quality. TABLE NO.5.6
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Table showing Major advertisement media Particulars TV Magazines Newspapers Radio Total No. of people 12 07 09 02 30 Percentage (%) 46 22 26 06 100
TABLE NO.5.6
46% responded TV while 22% magazines, 26%newspapers and 6% radio.
TABLE NO.5.7
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Table showing Overall opinion about TATA Particulars Very unlikely Unlikely Likely Very likely Total No. of people 00 00 03 27 30 Percentage (%) 00 00 10 90 100
GRAPH NO.5.7
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90% people said they would very likely recommend TATA to other people and 10% said they would likely recommend TATA to others.
CHAPTER-6 Limitation of the study FINDINGS Tata Motors is number three in passenger car market after marutisuzuki & hyundai. Majority of the customers see TATA MOTORS with savings. Most of the customers spend large sum of money. Out of the samples, people are highly convinced that TATA MOTORS will yield them better results As the sales of Maruti grows as well as Hundais santro is still doing well in mid-size and small size segment so Tata Motors has to sustaining sales in long run as well as in the current situations. Product will have a gradual progress. Because most industries would wait for the response about the product from other Company.
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Customers were educated by me, about fuel efficient cars by Tata Motors. Improving the marketing Strategies. Analysis the business strategies of competitors. Making the decision to capture the rural market. More test drives should be offered. Should be more particular about Post Sales Follow Up as it shows the concern of the company with the customer. Advertisement in mass media such as television, newspapers, and magazines are best means to spread awareness about brand repositoning.
CONCLUSION The study was conducted to measure, Repositioning Strategy of Tata Motors and its acceptance level in customer - A study in Shimoga Market . The study was conducted on 50 Customers. A questionnaire was designed to understand the Repositioning Strategy of Tata Motors and its acceptance level in customer in Shimoga market. Based on the questionnaire, data was collected and analyzed and it was found that the customers are willing to buy the Cars. However they are also skeptic about it. Findings are provided based on customer and market situation. An earnest attempt has
been made to make the study realistic and suggestive, but it is not claimed that the findings and suggestions in the report are perfect.
The suggestions to improve consumer awareness about brand repositioning strategy of Tata Motors are as follows: To increase its visibility so that different segments of the customer will notice the products of Tata motors in varied ways. Invest more in R&D as customer expectations are changing rapidly. Make use of internet to spread awareness among consumers about the brand. Brand Appeal and Endorsement Performance Characteristics Quality The two ways firms compete are by either a differentiation strategy or a low cost strategy. However, as we've seen the route TML has taken involves competing on both strategies. While the Nano targets the price conscious common man, the Jaguar Land Rover deal shows us that TML is now targeting brand conscious, high-end consumers. TML needs to have a similar differentiated strategies focusing separately on these brands.
TMLs vision is to be best in the manner in which we operate best in the products we deliver and best in our value systems and ethics. TML has come to be known as an innovator in the passenger car segment not just in manufacturing but along multiple areas along the value chain. The Tata Indica and Tata Nano are prime examples of the companys innovation capabilities and bear testimony to the strength of the companys R&D efforts. This innovation fuelled growth coupled with strategic acquisitions is expected to catapult the company to a preeminent position internationally.
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APPENDICES QUESTIONNAIRE 1.Name: 2.Address: 3.Age: A) 18-25 C) 35-50 4.Gender: A) Male [ ] 5.Monthly income: A) Below 10,000 [ ] C) 15,000-25,000 [ ] 6.Qualification A) SSLC C) Degree 7.Occupation A)Govt. Employee [ ] B)Private Employee C) Business man [ ] D) Self Employee [ ] [ ] [ ] [ ] B) PUC D) Others [ ] [ ] B) 10,000-15,000 D) Above 25,000 [ ] [ ] B) Female [ ] [ ] [ ] B) 25-35 D) 50 & Above [ ] [ ]
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8. Which vehicle do you own?
9. Did you ride some other vehicle before this? A)Yes [ ] B)No [ ]
10. What is your experience from the previous vehicle? A) Satisfied [ ] B)Not satisfied [ ]
11.Which is the most essential thing you prefer while buying vehicle? A) Price [ ] B) Mileage [ ] [ ] C) Power steering [ ] D) Others
12. Does TV ad appeal you? A)Yes [ ] B) No [ ]
13.Do you like TV programs on car? A)Yes [ ] B) No [ ]
14. Does brand value affect your decision on buying vehicle? A) Yes [ ] B) No [ ]
15.What is your overall opinion about Tata Motors? A)Very Bad C) Good [ ] [ ] B) Bad [ ] [ ] D) Very Good
16. How likely would you recommend Tata Motors?
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A)Very Unlikely [ ]
B)
Likely
[ ]
BIBLOGRAPHY BOOKS REFERENCE ICFAI Journal of Marketing Management ICFAI Journal of Brand Management ICFAI, Strategic Marketing Management ICFAI, Business Strategy INTERNET REFERENCE www.tata.com www.tatamotors.com http://en.wikipedia.org/wiki/Tata_motors http://en.wikipedia.org/wiki/Tata_group http://en.wikipedia.org/wiki/Indian_automobile_industry http://www.carwale.com/research/cars/tata http://www.tatamotors.com/our_world/press_releases.php? ID=458&action=Pull
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http://www.tatamotors.com/our_world/press_releases.php? ID=500&action=Pull www.scribd.com www.thehindubusinessline.com
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Chapter-1: Customers Satisfaction Towards TATA Motors Vehicles

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Chapter-1: Customers Satisfaction Towards TATA Motors Vehicles

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Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

RESEARCH METHODOLOGY The purpose of methodology is to describe the process involved in

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

LIMITATIONS The study is confined to Chitradurga area only.

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Tata Indica Vista

Corolla Altis Tata Indigo CS with three models

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Mr. Ravi Kant

- Executive Director (Commercial Vehicle Business)

- Executive Director (Passenger Car Business and Engineering Research Centre)

- Executive Director (Finance and Corporate

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

- Sr. Vice-President (Operations - Jamshedpur & Lucknow)

- Sr. Vice-President (Operations - Pune)

- Vice-President (Chairmans Office)

Mr. Rajiv Dube

- Vice-President (Commercial - Passenger Car Business)

Ms. Ruchika Batra

- Head (Corporate Communications)

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles

Govt. Arts College Chitradurga

Customers satisfaction towards TATA motors vehicles