LAUNCH MAPPING OF INDICA VISTA AS A STRATEGIC

TOOL TO CONSOLIDATE THE BRAND INDICA”

INDEX

Sr.No. Name of chapter Page no

1. Introduction

2. Company profile

3. Values & ethics

4. Product mix

5. Launching strategies

6. Features of Indica Vista

7. Research methodology

8. SWOT Analysis

9. Annexure (Questionnaire)

10. Bibliography

11. Conclusion

2
 1.
INTRODUCTION
OF THE SUBJECT

2
Introduction
Tata Motors Limited, formerly known as TELCO (TATA Engineering and
Locomotive Company), is a multinational corporation headquartered in Mumbai,
India. It is India's largest passenger automobile and commercial vehicle
manufacturing company. Part of the Tata Group, and one of the world's largest
manufacturers of commercial vehicles. The OICA ranked it as the world's 20th
largest automaker, based on figures for 2006.[1]

Tata Motors was established in 1945, when the company began manufacturing
locomotives. The company manufactured its first commercial vehicle in 1954 in
collaboration with Daimler-Benz AG, which ended in 1969[2]. Tata Motors was
listed on the NYSE in 2004, and by 2005 it was ranked among the top 10
corporations in India with an annual revenue exceeding INR 320 billion. In
2004, it bought Daewoo's truck manufacturing unit, now known as Tata Daewoo
Commercial Vehicle, in South Korea. It also, acquired a 21% stake in Hispano
Carrocera SA, giving it controlling rights in the company. Tata Motors launched
their much awaited Tata Nano, noted for its Rs 100,000 price-tag, in January
2008.

In March 2008, it finalised a deal with Ford Motor Company to acquire their
British Jaguar Land Rover (JLR) business, which also includes the Rover,
Daimler and Lanchester brand names.[3][4][5] The purchase was completed on
2nd June 2008[6]

Tata Motors has its manufacturing base in Jamshedpur, Pantnagar, Lucknow,

Ahmedabad and Pune.

2
What is Marketing?

The term marketing has changed and evolved over a period of time, today
marketing is based around providing continual benefits to the customer, these
benefits will be provided and a transactional exchange will take place.

The Chartered Institute of Marketing define marketing as ‘The management

process responsible for identifying , anticipating and satisfying customer
requirements profitability’

If we look at this definition in more detail Marketing is a management

responsibility and should not be solely left to junior members of staff. Marketing
requires co-ordination, planning, implementation of campaigns and a competent
manager(s) with the appropriate skills to ensure success.

Marketing objectives, goals and targets have to be monitored and met,

competitor strategies analysed, anticipated and exceeded. Through effective use
of market and marketing research an organisation should be able to identify the
needs and wants of the customer and try to delivers benefits that will enhance or
add to the customers lifestyle, while at the same time ensuring that the
satisfaction of these needs results in a healthy turnover for the organisation.

Philip Kotler defines marketing as ‘satisfying needs and wants through an

exchange process’

2
Within this exchange transaction customers will only exchange what they value
(money) if they feel that their needs are being fully satisfied, clearly the greater
the benefit provided the higher transactional value an organisation can charge.

P.Tailor of www.learnmarketing.net suggests that 'Marketing is not about

providing products or services it is essentially about providing changing
benefits to the changing needs and demands of the customer’ (P.Tailor 7/00)'

Marketing Research

Research is the only tool an organisation has to keep in contact with its external
operating environment. Inorder to be proactive and change with the environment
simple questions need to be asked:

• How are customer needs changing? Can you meet these changing
needs? What do your customers think about existing products or
services?

• How are competitors operating within the environment? Are their

strategies exceeding or influencing yours? What should you do?

• How are macro and micro environmental factors influencing your

organisation? Again how will you react?

As witnessed with the UK retail clothing group C&A , failure to react to the
changing needs of its customers within its environment has resulted in C&A
closing all their UK retail stores. Marks and Spencers also faces an uncertain
future. Research tells them that customers feel that the stores and clothes are
outdated. M&S are now rushing out new lines and experimenting with new
concept stores to retain existing and attract potential new customers. In the world
of credit it is just recently that M&S are excepting credit cards! 2
Market Research and Marketing Research a difference.

A common mistake by many students, lecturers and textbooks is that there is no

understanding of the clear distinction between market research and marketing
research.

Market Research: Involves researching specific industry’s or markets.

Researching the computer industry to discover the number of competitors and
their market share will be an example of market research.

Marketing Research: Marketing Research goes further. Marketing Research

analyses a given marketing opportunity or problem, defines the research and data
collection methods required to deal with the problem or take advantage of the
opportunity, through to the implementation of the project. In essence marketing
research aims to discover the root cause for a specific problem within an
organisation ( eg declining sales) and put forward solutions to that problem.

Data Types

There are two types of data to be collected:

Qualitative Data: Focuses on people’s opinions and attitudes towards a product

or service.

Quantitative Data: Focuses on collecting data for numerical analysis.

2
 2.

COMPANY PROFILE

2
2
2
COMPANY PROFILE :

Tata Motors Limited is India’s largest automobile company, with revenues of

Rs. 35651.48 crores (USD 8.8 billion) in 2007-08. 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 23,000 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) and Pantnagar (Uttarakhand). 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 two new plants at Dharwad
(Karnataka) and 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
2
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, with an option to acquire the remaining stake as well. Hispano’s
presence is being expanded in other markets. In 2006, it 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 at the
Bangkok Motor Show 2008.

Tata Motors is also expanding its international footprint, established through

exports since 1961. The company’s commercial and passenger vehicles are
already being marketed in several countries in Europe, Africa, the Middle East,
South East Asia, South Asia and South America. It has franchisee/joint venture
assembly operations in Malaysia, Kenya, Bangladesh, Ukraine, Russia and
Senegal.

The foundation of the company’s growth over the last 50 years is a deep
understanding of economic stimuli and customer needs, and the ability to
translate them into customer-desired offerings through leading edge R&D.
With over 2,500 engineers and scientists, the company’s Engineering Research
Centre, established in 1966, has enabled pioneering technologies and products.
The company today has R&D centres in Pune, Jamshedpur, Lucknow, 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
2
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. 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. When launched in
India later in 2008, the car will be available in both standard and deluxe
versions. The standard version has been priced at Rs.100,000 (excluding VAT
and transportation cost).

Designed with a family in mind, it has a roomy passenger compartment with

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

The years to come will see the introduction of several other innovative
vehicles, all rooted in emerging customer needs. Besides product development,
R&D is also focussing on environment-friendly technologies in emissions and
alternative fuels.

Through its subsidiaries, the company is engaged in engineering and

automotive solutions, construction equipment manufacturing, automotive
vehicle components manufacturing and supply chain activities, machine tools
and factory automation solutions, high-precision tooling and plastic and
electronic components for automotive and computer applications, and
automotive retailing and service operations. 2
True to the tradition of the Tata Group, Tata Motors is committed in letter and
spirit to Corporate Social Responsibility. It is a signatory to the United Nations
Global Compact, and is engaged in community and social initiatives on labour
and environment standards in compliance with the principles of the Global
Compact. In accordance with this, it plays an active role in community
development, serving rural communities adjacent to its manufacturing
locations.

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

History :

Tata Motors is a part of the Tata and Sons Group, founded by Jamshetji Tata
and J. Baker. The company was established in 1945 as a locomotive
manufacturing unit and later expanded its operations to commercial vehicle
sector in 1954 after forming a joint venture with Daimler-Benz AG of
Germany.

Early years

Tata Motors launches its first truck in collaboration with Mercedes-Benz. Tata
Motors started its commercial vehicle operations in 1960 with the
manufacturing of first commercial vehicle (a copy of a Daimler Benz model) in
Pune. It took five years for the company to begin the commercial production of
heavy commercial vehicles. Considering the road infrastructure of the country
which does not support heavy vehicles, the company adopted a route for light
commercial vehicles (LCV). It came out with its first LCV, Tata 407, in 1986.

Post liberalization, in order to expand rapidly, the company adopted the route to
joint ventures. In 1993, it signed with Cummins Engine Co., Inc., for the
manufacture of high horsepower and emission friendly diesel engines. It was an
effort made to reduce the pollution in the existing Tata engines and to produce
more environmentally friendly engines. Furthering the trail of JVs it signed a
2
joint venture agreement with Tata Holset Ltd., UK, for manufacturing
turbochargers to be used on Cummins engines.

2
Board of Directors

Mr. Ratan N Tata (Chairman)

Mr. N A Soonawala
Senior Management
Dr. Ravi
Mr. J J Irani
Kant Managing Director
Mr.PVMR Telang
Mr. Mehta Executive Director (Commercial Vehicles)
Mr.Rajiv
Mr. R Gopalakrishnan
Dube President (Passenger Cars)
Mr.CNusli
Mr. N Wadia
Ramakrishnan Chief Financial Officer
Mr.SSNMAmbardekar
Mr. Palia Plant Head (CVBU, Pune)
Dr. SR B
Mr. A Borwankar
Mashelkar Head (Jamshedpur - Plant)
Mr.ANasser
Mr. Munjee
M Mankad Head (Car Plant)
Mr.USubodh
Mr. Bhargava Vice President (ADD and Materials-CVBU)
K Mishra
Mr.SRavi
Mr. Kant
Krishnan Vice President (Commercial - PCBU)
Mr.PPYMGurav
Mr. Telang Vice President (Corp. Finance - A/c and Taxation)
Mr. S J Tambe Vice President (Human Resources)
Mr. R Pisharody Vice President (Sales and Marketing - CVBU)
Mr. A Gajendragadkar Chief Internal Auditor

Company Secretary
Mr. H K Sethna

Corporate Communications
Mr. Debasis Ray Head - Corporate Communications

2
 3.

VALUES AND ETHICS

VALUES AND ETHICS FOLLOWED…

Values
Our Core Values are influenced by our past, tempered by our present, and
will shape our future. They are an amalgam of what we have been, what we are
and what we want to be. 2
Good Corporate Citizenship
As in the past, we will continue to seek long term success, which is in
alignment with our country's needs. We will do this without compromising
ethical business standards.

Professionalism

We have always sought the best people for the job and given them the freedom
and the opportunity to grow. We will continue to do so. We will support
innovation and well reasoned risk taking, but will demand performance.

Customer First
. We exist and prosper only because of the customer. We will
respond to the changing needs and expectations of our customers speedily,
courteously and effectively

Quality Focus
Quality is the key to delivering value for money to our customers. We
will make quality a driving value in our work, in our products and in our
interactions with others. We will do it 'First Time Right'.

Dignity of the Individual

We will value individual dignity, uphold the right to express
disagreement and respect the time and efforts of others. Through our actions, we
will nurture fairness, trust and transparency.

2
 These values are the compass that will guide their actions,
both personal and corporate.

2
 4.

PRODUCT MIX

PRODUCT MIX:

2
The product mix of a company, which is generally defined as the total composite
of products offered by a particular organization, consists of both product lines
and individual products. A product line is a group of products within the product
mix that are closely related, either because they function in a similar manner, are
sold to the same customer groups, are marketed through the same types of
outlets, or fall within given price ranges. A product is a distinct unit within the
product line that is distinguishable by size, price, appearance, or some other
attribute. For example, all the courses a university offers constitute its product
mix; courses in the marketing department constitute a product line; and the basic
marketing course is a product item. Product decisions at these three levels are
generally of two types: those that involve width (variety) and depth (assortment)
of the product line and those that involve changes in the product mix occur over
time.

The depth (assortment) of the product mix refers to the number of product items
offered

PRODUCT-MIX MANAGEMENT AND RESPONSIBILITIES

It is extremely important for any organization to have a well-managed product

mix. Most organizations break down managing the product mix, product line,
and actual product into three different levels.

Product-mix decisions are concerned with the combination of product lines

offered by the company. Management of the companies' product mix is the
responsibility of top management. Some basic product-mix decisions include: (1)
reviewing the mix of existing product lines; (2) adding new lines to and deleting
existing lines from the product mix; (3) determining the relative emphasis on
new versus existing product lines in the mix; (4) determining the appropriate
emphasis on internal development versus external acquisition in the product mix;
(5) gauging the effects of adding or deleting a product line in relationship to
2
other lines in the product mix; and (6) forecasting the effects of future external
change on the company's product mix.

Product-line decisions are concerned with the combination of individual

products offered within a given line. The product-line manager supervises
several product managers who are responsible for individual products in the line.
Decisions about a product line are usually incorporated into a marketing plan at
the divisional level. Such a plan specifies changes in the product lines and
allocations to products in each line. Generally, product-line managers have the
following responsibilities: (1) considering expansion of a given product line; (2)
considering candidates for deletion from the product line; (3) evaluating the
effects of product additions and deletions on the profitability of other items in the
line; and (4) allocating resources to individual products in the line on the basis of
marketing strategies recommended by product managers.

Decisions at the first level of product management involve the marketing mix for
an individual brand/product. These decisions are the responsibility of a brand
manager (sometimes called a product manager). Decisions regarding the
marketing mix for a brand are represented in the product's marketing plan. The
plan for a new brand would specify price level, advertising expenditures for the
coming year, coupons, trade discounts, distribution facilities, and a five-year
statement of projected sales and earnings. The plan for an existing product would
focus on any changes in the marketing strategy. Some of these changes might
include the product's target market, advertising and promotional expenditures,
product characteristics, price level, and recommended distribution strategy.

GENERAL MANAGEMENT WORKFLOW

Top management formulates corporate objectives that become the basis for
planning the product line. Product-line managers formulate objectives for their
line to guide brand managers in developing the marketing mix for individual
brands. Brand strategies are then formulated and incorporated into the product-
line plan, which is in turn incorporated into the corporate plan. The corporate
2
plan details changes in the firm's product lines and specifies strategies for
growth. Once plans have been formulated, financial allocations flow from top
management to product line and then to brand management for implementation.
Implementation of the plan requires tracking performance and providing data
from brand to product line to top management for evaluation and control.
Evaluation of the current plan then becomes the first step in the next planning
cycle, since it provides a basis for examining the company's current offerings
and recommending modifications as a result of past performance.

PRODUCT-MIX ANALYSIS

Since top management is ultimately responsible for the product mix and the
resulting profits or losses, they often analyze the company product mix. The first
assessment involves the area of opportunity in a particular industry or market.
Opportunity is generally defined in terms of current industry growth or potential
attractiveness as an investment. The second criterion is the company's ability to
exploit opportunity, which is based on its current or potential position in the
industry. The company's position can be measured in terms of market share if it
is currently in the market, or in terms of its resources if it is considering entering
the market. These two factors—opportunity and the company's ability to exploit
it—provide four different options for a company to follow.

1. High opportunity and ability to exploit it result in the firm's introducing

new products or expanding markets for existing products to ensure future
growth.
2. Low opportunity but a strong current market position will generally result
in the company's attempting to maintain its position to ensure current
profitability.
3. High opportunity but a lack of ability to exploit it results in either (a)
attempting to acquire the necessary resources or (b) deciding not to
further pursue opportunity in these markets.
4. Low opportunity and a weak market position will result in either (a)
avoiding these markets or (b) divesting existing products in them.
2
These options provide a basis for the firm to evaluate new and existing products
in an attempt to achieve balance between current and future growth. This
analysis may cause the product mix to change, depending on what management
decides.

The most widely used approach to product portfolio analysis is the model
developed by the Boston Consulting Group (BCG). The BCG analysis
emphasizes two main criteria in evaluating the firm's product mix: the market
growth rate and the product's relative market share. BCG uses these two criteria
because they are closely related to profitability, which is why top management
often uses the BCG analysis. Proper analysis and conclusions may lead to
significant changes to the company's product mix, product line, and product
offerings.

The market growth rate represents the products' category position in the product
life cycle. Products in the introductory and growth phases require more
investment because of research and development and initial marketing costs for
advertising, selling, and distribution. This category is also regarded as a high-
growth area (e.g., the Internet). Relative market share represents the company's
competitive strength (or estimated strength for a new entry). Market share is
compared to that of the leading competitor. Once the analysis has been done
using the market growth rate and relative market share, products are placed into
one of four categories.

• Stars: Products with high growth and market share are know as stars.
Because these products have high potential for profitability, they should
be given top priority in financing, advertising, product positioning, and
distribution. As a result, they need significant amounts of cash to finance
rapid growth and frequently show an initial negative cash flow.
• Cash cows: Products with a high relative market share but in a low
growth position are cash cows. These are profitable products that
generate more cash than is required to produce and market them. Excess
cash should be used to finance high-opportunity areas (stars or problem
2
 children). Strategies for cash cows should be designed to sustain current
market share rather than to expand it. An expansion strategy would
require additional investment, thus decreasing the existing positive cash
flow.

CONCLUSION

Managing the product mix for a company is very demanding and requires
constant attention. Top management must provide accurate and timely analysis
(BCG) of their company's product mix so the appropriate adjustments can be
made to the product line and individual products.

2
PRODUCT MIX OF TATA MOTORS:

PASSENGER Indica Vista

CARS Indica XL
Indica V2
Indigo
Indica V2 turbo
Indigo Marina
Indica V2 XETA
Indigo CS
Indica V2 DiCOR

UTILITY Safari DiCOR

VEHICLES Sumo Grande
Sumo

TRUCKS Medium & heavy commercial vehicles

TATA NOVUS
Intermediate commercial vehicle
Light commercial vehicle
Small commercial vehicle

TL 4*4

COMMERCIAL Buses
PASSENGER Winger
CARRIERS Magic

2
HISTORY OF

INDICA

2
MILESTONES OF INDICA:

September 1995: “We’ll have a car with the Zen’s size, the Ambassador’s
internal dimensions, & the price of a Maruti 800.”
- Mr. Ratan Tata, Chairman of Tata Motors.

December 1998: Indica is launched & gets 1,15,000 fully paid booking in
8
Days.
February 2001: Indica V2 is launched.
March 2001: Indica becomes the fastest-selling brand in Indian
automobile
history when it chalked up sales of 1,00,000 in less than 18
months.
January 2004: Indica V2 facelift is launched.
October 2005: Indica Turbo is launched.
January 2006: Indica Xeta is launched.
November 2007: One million cars on Indica platform.
February 2008: Indica DiCOR is launched.
August 4th week/
September 1st week: The next generation Indica, Indica Vista is launched.
2008

2
HISTORY OF INDICA:

In September 1995, Ratan Tata, Chairman of Tata Motors Ltd., had a dream. A
dream he believed he shared with every Indian. "We'll have a car with the Zen's
size, the Ambassador's internal dimensions, and the price of a Maruti 800". In
December 1998 Tata Motors Ltd., pioneer in Indian automobile industry,
launched Tata Indica - India's first indigenously designed & manufacture
hatchback cars.

Tata Indica car was the epitome of the vision for every Indian that Ratan Tata
had. Ease of maneuverability, small-size with large space, comfortable with
safety of passengers are the striking features that are accredited to Tata Indica.
Since its launch Tata Indica saw number of changes in its technology combined
with the state-of-the-art features. Tata Indica has been launched in three
upgraded versions as Indica V2 (in year 2002), Indica V2 Turbo (in year 2005) &
Indica V2 Xeta (in year 2006),

Available for sale in sizzling colors and competitive price these upgraded
versions of Tata Indica are going neck-to-neck with its rivals like Chevrolet
Spark, Hyundai Santro Xing, Hyundai Getz Prime, Maruti Zen Estilo and Maruti
Suzuki Wagon-R.

2
Presenting here in brief the different Tata Indica models :

-TATA INDICA V2 (LAUNCHED IN 2002)-

More Car Per Car

The Indica V2 was the revamped version of Tata Indica.

Indica V2 was launched with lots of exciting features like :
new front grille, clear lens head & tail lamps, muscled sporty
look, designer alloy wheels, refurbished interiors combined
with micro processor based engine to deliver superior fuel
efficiency.

Refreshing Colors of Tata Indica V2

Salsa Red, Odyssey Blue, Pastel Green, Satin Glow, Arctic Silver, Cavern Grey,
Carbon Black, Mint White.

Versions of Tata Indica V2

DL-BS III, DLE-BS III, DLS-BS III

INDICA V2 TURBO (LAUNCHED IN YEAR 2005)-

More Power Per Car

The Indica V2 Turbo was launched with turbo engine to offer

turbo charger that make turbo diesel engine more advanced
with power output of 68PS@ 4500 rpm. Indica V2 Turbo was
launched with lots of new features like : Chrome-plated strip 2
on hood, Internally adjustable Outer Rear View Mirror, plush fabric used in
interiors, adjustable head rest and rear seat, new electronic instrument cluster,
power Steering, power Windows.
Colors of Indica V2 Turbo
Salsa Red, Cavern Grey, Arctic Silver, Arizona Ochre, Mint White, Carbon
Black Amazon Blue

Versions of Indica V2 Turbo

DLG TURBO-BS III, DLS TURBO-BS III, DLX TURBO-BS III

INDICA V2 XETA (LAUNCHED IN YEAR 2006)-

Makes Much More Car Sense

The new Indica V2 Xeta promises to make much more car

sense with its eXtra Efficiency Torque Advantage (XETA)
petrol engine that delivers 12.4 kgm torque. Indica V2 Xeta
has state-of-the-art technology and stunning features like :
advanced MPFI engine which has 32 bit microprocessor,
newly designed electronic instrument cluster, spacious cabin with ample elbow
room and leg space, power Steering, power Windows and better torque
advantage.
Colors of Indica V2 Xeta
Amazon Blue, Pastel Green, Salsa Red, Carbon Black, Arctic Silver, Mint White,
Arizona Ochre, Cavern Grey
Versions of Tata Indica V2 Xeta
GL - BS III, GLE - BS III, GLS - BS III, GLG - BS III and GLX - BS III

2
 PRICES:

Here are the prices of Tata Indica V2, Tata Indica V2 Turbo and Tata Indica V2
Xeta -

Available Versions Price (Rs.)

Tata Indica V2 DL-BS III 3,28,671
Tata Indica V2 DLE-BS III 3,54,936
Tata Indica V2 DLS-BS III 3,71,284
Tata Indica V2 Turbo DLS 3,89,854
Tata Indica V2 Turbo DLG 4,04,099
Tata Indica V2 Turbo DLX 4,23,476
Tata Indica V2 Xeta 1.2 GL - BS III 2,58,160
Tata Indica V2 Xeta 1.2 GLE - BS III 2,85,638
Tata Indica V2 Xeta 1.2 GLS - BS III 3,05,252
Tata Indica V2 Xeta 1.2 GLG - BS III 3,28,943
Tata Indica V2 Xeta GLX - BS III 3,57,680
(Please Note: The prices are ex-showroom and based on the close approximation. Please check the latest prices
and variant specifications with your dealer)

2
 TECHNICAL SPECIFICATION OF INDICA:
Indica V2 Indica V2 Turbo Indica V2 Xeta
Engine
475 IDI with 475 SI Multi Point
Microprocessor based Fuel Injection System
Type 475 Turbo Diesel
Engine Management with 32-bit
System (ECU) microprocessor
No. of
- 4 inline -
Cylinders
Piston
1405 cc. 1405 cc 1396 cc.
Displacement
DLS:62 PS @ 4500
Maximum rpm DLG:68 PS @
53.5 PS @ 5500 rpm 70 PS @ 4800 rpm
Output 4500 rpm DLX:68 PS
@ 4500 rpm
DLX:13 kgm @ 2500
Maximum rpm DLG:13 kgm @
85 Nm @ 2500 rpm 12.4 kgm@ 2600 rpm
Torque 2500 rpm DLS:12.5
kgm @ 2500 rpm
Compression
22:1 21:1 -
Ratio
2
KerbWeight
Kerb Weight 995 kg 1050 kg 995 kg
Steering
Type - Rack and pinion -
Turning
- 4.9 m -
Radius
Transmission
Dual circuit,
diagonally split,
Type 5 forward, 1 reverse 5 forward, 1 reverse
vacuum assisted with
PCR valves
Suspension
Independent, Wish
Front Bone type with
- -
Suspension McPherson strut,
Antiroll Bar
Independent, Semi
Rear trailing arm with coil
- -
Suspension spring mounted on
hydraulic shock absorbers
Brakes
Dual Circuit,
diagonally split,
Type - -
vacuum assisted with
PCR valves
Front Brakes - Ventilated Disc -
Rear Brakes - Drum -
Tyres
Type - Radial -
Tyre Size : - 165 X 65 R 14 -
Tyre Size : - 165 X 65 R 13 -
FuelTank - 37 litres -
Seating
Capacity - Five -
Dimensions
Width - 1665 mm -
Height - 1485 mm -
Wheelbase - 2400 mm -
Length - 3675 mm -
2
2
INDICA VISTA :

CHANGES EVERYTHING……………

….

2
 5.

LAUNCHING

STRATEGIES OF

INDICA VISTA

2
LAUNCH OF INDICA VISTA

2
LAUNCH OF INDICA VISTA :

Leading car maker Tata Motors launched the new model of its successful brand
Indica, 'Indica Vista'.

Since Indica's launch more than a decade ago, the company has produced 9.1
lakh units. In financial year 2006-07, Indica achieved a sales of 1,44,690 units--
highest in a year for the car.

Indica Vista is launched in seven variants and priced at Rs 3.49 lakh ex-
showroom Delhi for 1.2 L petrol at the low end up to Rs 4.88 lakh for the top
end.

Speaking to reporters, Tata Motors President Rajiv Dube said, "We will take
Indica Vista in six months to international market."

The company is not entirely phasing out the old Indica.

"Of the 12 old variants, six or seven still exist in the market," Dube said.

Tata Motors has agreed to invest Rs 1,700 crore in expanding capacities in

various plants. It has a tie up with Fiat, too.

Dube said the tie up with Fiat is a complementary one.

Tata Motors and Fiat would not compete with each other in the same segment.
Fiat would launch cars in the premium segment, he said.

Group Chairman Ratan Tata after the launch said in a statement, "The second
generation Indica Vista showcases the progress Tata Motors has made over the
last several years of its first outing in the passenger car business in design,
quality, technology, performance and refinement."

2
LAUNCHING STRATEGIES:

The marketing mix principles (also known as the 4 p’s.) are used by business as
tools to assist them in pursuing their objectives. The marketing mix principles
are controllable variables, which have to be carefully managed and must meet
the needs of the defined target group. The marketing mix is apart of the
organisations planning process and consists of analysing the defined:

• How will you design, package and add value to the product. Product
strategies.
• What pricing strategy is appropiate to use Price strategies.
• Where will the firm locate? Place strategies.
• How will the firm promote its product Promotion strategies.

Introducing the marketing mix

2
Marketing Research

Research is the only tool an organisation has to keep in contact with its external
operating environment. Inorder to be proactive and change with the environment
simple questions need to be asked:

• How are customer needs changing? Can you meet these changing
needs? What do your customers think about existing products or
services?

• How are competitors operating within the environment? Are their

strategies exceeding or influencing yours? What should you do?

• How are macro and micro environmental factors influencing your

organisation? Again how will you react?

As witnessed with the UK retail clothing group C&A , failure to react to the
changing needs of its customers within its environment has resulted in C&A
closing all their UK retail stores. Marks and Spencers also faces an uncertain
future. Research tells them that customers feel that the stores and clothes are
outdated. M&S are now rushing out new lines and experimenting with new
concept stores to retain existing and attract potential new customers. In the world
of credit it is just recently that M&S are excepting credit cards!

Market Research and Marketing Research a difference.

2
A common mistake by many students, lecturers and textbooks is that there is no
understanding of the clear distinction between market research and marketing
research.

Market Research: Involves researching specific industry’s or markets.

Researching the computer industry to discover the number of competitors and
their market share will be an example of market research.

Marketing Research: Marketing Research goes further. Marketing Research

analyses a given marketing opportunity or problem, defines the research and data
collection methods required to deal with the problem or take advantage of the
opportunity, through to the implementation of the project. In essence marketing
research aims to discover the root cause for a specific problem within an
organisation ( eg declining sales) and put forward solutions to that problem.

Data Types

There are two types of data to be collected:

Qualitative Data: Focuses on people’s opinions and attitudes towards a

product or service.

Quantitative Data: Focuses on collecting data for numerical analysis

The marketing concept

The concept of marketing has changed and evolved over time. Whilst in today’s
business world, the customer is at the forefront, not all businesses in the past
followed this concept. Their thinking, orientation or ideology put other factors
rather then the customer first. Let us examine these below.

2
Production Oriented: The focus of the business is not the needs of the
customer, but of reducing costs by mass production. By reaching economies of
scale the business will maximize profits by reducing costs.

Product Orientation: The company believes that they have a superior

product, based on quality and features, and because of this they feel their
customers will like it also.

Sales Orientation: The focus here is to make the product, and then try to sell
it to the target market. However, the problem could be that consumers do not like
what is being sold to them.

Market Orientation: Puts the customer at the heart of the business. The
organization tries to understand the needs of the customers by using appropriate
research methods, Appropriate processes are developed to make sure information
from customers is fed back into the heart of the organisation. In essence all
activities in the organisation are based around the customer. The customer is
truly king!

In today’s competitive world putting the customer at the heart of the operation is
strategically important. Whilst some organizations in certain industries may
follow anything other then the market orientation concept, those that follow the
market orientation concept have a greater chance of being successful

Introduction

An organisation’s success is influenced by factors operating in it’s internal and

external environment; an organisation can increase it’s success by adopting
strategies which manipulate these factors to it’s advantage. A successful
organisation will not only understand existing factors but also forecast change,
so that it can take advantage of change within the environments in which it
operates.
2
PEST & Micro environmental Factors

The following type of forces influence an organisation’s operating

environment:

• Pest Factors – These are external forces which the organisation does not have
direct control over these factors. PEST is an acronym and each letter represents a
type of factor (Political, Economical Social and Technological).
• Micro environmental factors – These are internal factors, which the
organisation can control.

PEST & PESTLE analysis

A PEST analysis is used to identify the external forces affecting an organisation

.This is a simple analysis of an organisation’s Political, Economical, Social and
Technological environment. A PEST analysis incorporating legal and
environmental factors is called a PESTLE analysis.

Political

The first element of a PEST analysis is a study of political factors. Political

factors influence organisations in many ways. Political factors can create
advantages and opportunities for organisations. Conversely they can place
obligations and duties on organisations. Political factors include the following
types of instrument:

- Legislation such as the minimum wage or anti discrimination laws.

- Voluntary codes and practices
- Market regulations
2
- Trade agreements, tariffs or restrictions
- Tax levies and tax breaks
- Type of government regime eg communist, democratic, dictatorship

Non conformance with legislative obligations can lead to sanctions such as fines,
adverse publicity and imprisonment. Ineffective voluntary codes and practices
will often lead to governments introducing legislation to regulate the activities
covered by the codes and practices.

Economical

The second element of a PEST analysis involves a study of economic factors.

All businesses are affected by national and global economic factors. National
and global interest rate and fiscal policy will be set around economic conditions.
The climate of the economy dictates how consumers, suppliers and other
organisational stakeholders such as suppliers and creditors behave within society.

An economy undergoing recession will have high unemployment, low spending

power and low stakeholder confidence. Conversely a “booming” or growing
economy will have low unemployment, high spending power and high
stakeholder confidence.

A successful organisation will respond to economic conditions and stakeholder

behaviour. Furthermore organisations will need to review the impact economic
conditions are having on their competitors and respond accordingly.

In this global business world organisations are affected by economies throughout

the world and not just the countries in which they are based or operate from. For
example: a global credit crunch originating in the USA contributed towards the
credit crunch in the UK in 2007/08.

Cheaper labour in developing countries affects the competitiveness of products

from developed countries. An increase in interest rates in the USA will affect the

2
share price of UK stocks or adverse weather conditions in India may affect the
price of tea bought in an English café.

A truly global player has to be aware of economic conditions across all borders
and needs to ensure that it employs strategies that protect and promote its
business through economic conditions throughout the world.

Social

The third aspect of PEST focuses its attention on forces within society such as
family, friends, colleagues, neighbours and the media. Social forces affect our
attitudes, interest s and opinions. These forces shape who we are as people, the
way we behave and ultimately what we purchase. For example within the UK
peoples attitudes are changing towards their diet and health. As a result the UK is
seeing an increase in the number of people joining fitness clubs and a massive
growth for the demand of organic food. Products such as Wii Fit attempt to deal
with society’s concern, about children’s lack of exercise.

Population changes also have a direct impact on organisations. Changes in the

structure of a population will affect the supply and demand of goods and services
within an economy. Falling birth rates will result in decreased demand and
greater competition as the number of consumers fall. Conversely an increase in
the global population and world food shortage predictions are currently leading
to calls for greater investment in food production. Due to food shortages African
countries such as Uganda are now reconsidering their rejection of genetically
modified foods.

In summary organisations must be able to offer products and services that aim to
complement and benefit people’s lifestyle and behaviour. If organisations do not
respond to changes in society they will lose market share and demand for their
product or service.

Technological

2
Unsurprisingly the fourth element of PEST is technology, as you are probably
aware technological advances have greatly changed the manner in which
businesses operate.
Organisations use technology in many ways, they have

1. Technology infrastructure such as the internet and other

information exchange systems including telephone.
2. Technology systems incorporating a multitude of software which
help them manage their business.
3. Technology hardware such as mobile phones, Blackberrys,
laptops, desktops, Bluetooth devices, photocopiers and fax
machines which transmit and record information.

Technology has created a society which expects instant results. This

technological revolution has increased the rate at which information is
exchanged between stakeholders. A faster exchange of information can benefit
businesses as they are able to react quickly to changes within their operating
environment.

However an ability to react quickly also creates extra pressure as businesses are
expected to deliver on their promises within ever decreasing timescales..

For example the Internet is having a profound impact on the marketing mix
strategy of organisations. Consumers can now shop 24 hours a day from their
homes, work, Internet café’s and via 3G phones and 3G cards. Some employees
have instant access to e-mails through Blackberrys but this can be a double
edged sword, as studies have shown that this access can cause work to encroach
on their personal time outside work.

The pace of technological change is so fast that the average life of a computer
chip is approximately 6 months. Technology is utilised by all age groups,
children are exposed to technology from birth and a new generation of
technology savvy pensioners known as “silver surfers” have emerged.

2
Technology will continue to evolve and impact on consumer habits and
expectations, organisations that ignore this fact face extinction.

PESTLE

A PEST analysis is sometimes expanded to incorporate legal and environmental

factors; this is known as a pestle analysis. There are many statutes books
containing company law as almost every aspect of an organisation’s operation is
controlled through legislation from treatment of employees through to health and
safety. Legal factors are important as organisations have to work within
legislative frameworks. Legislation can hinder business by placing onerous
obligations on organisations. On the other hand legislation can create market
conditions that benefit business.

Diagram: PEST analysis and the marketing mix.

2
2
 6.

FEATURES OF

INDICA VISTA

Features of Indica Vista:

Introduction
In the beginning there was a dream. A dream by a man with the vision to give us
Indians a car with the seating comfort of an Ambassador for five people and the
2
running economy of an 800 at the price of a small car. This dream realized itself
as the Indica. Then came the V2 with improvements, the Indicab, the turbodiesel,
the DiCOR, and many more variants. All of a sudden, there were rumors of a
new Indica and the spy photographers posted their finds on the web. India went
crazy; after all, the Indica was the first car designed for Indians by an Indian
company from the ground up. The new Indica was showcased at the Auto Expo
in Delhi 2008, and everyone wanted to drive it. However, time passed and the
hype died down. People found other cars to get excited about. Eight months after
the Auto Expo, the Indica Vista has been launched and promises to upset more
than a few apple-carts.

Exterior
The Vista looks absolutely smashing at first glance, not just because we’re used
to seeing old Indicas everywhere we look, but the paint quality is much better,
the panel gaps are smaller, and the car’s size lends it a little more character.

Tata has said that nothing except the smiling grille of

the car has been carried over from the old Indica, and we believe them. The first
thing that grabs your attention in the front are the large headlamps which make
us think of the Peugeot 207 every time we look at them. Their front edge begins
from a point just outside the registration plate edges and they sweep back over
the wheel arch. Looked at head-on, they seem a little too large for the car. The
new wipers have dual pivot points for the left blade, to help clean more glass
area. The profile is very Palio-like, but with rounded corners. The wheel arches
are flared ever so slightly, but even the optional 14-inch rims don’t manage to fill
them out well enough. The crease running along the door handles is a nice touch,
but it is also prone to getting dinged in parking lots if someone opens a door
against the car – the rub strip may not save it. An interesting design element is
the inclusion of the indicator at the rear of the base of the A-pillar. It helps keep
the side of the car uncluttered. The rear of the car looks similar to the Indigo 2
Marina’s, largely due to its size and the bumper-to-roof tail-lamps. A large logo
sits under the hatch’s glass, and a continuation of the door-handle crease runs
between the Telco logo and the Tata badge. The hatch itself feels light to shut,
something that women will appreciate, along with the notch at the center of the
bottom which you can use to pull the hatch down, instead of getting your hands
dirty by holding the outside of the hatch.

The paint quality has improved by leaps and bounds – we’ve seen the Vista in
scarlet, blue and grey, and we prefer the blue the most, although the people from
Tata tell us that the public prefers the scarlet version. Whatever the colour, the
paint has a lot of depth to it. Some panel gaps remain inconsistent and the
windscreen is curiously recessed, but it’s an enormous leap forward over the old
Indica.

Interior

If the looks don’t manage to do it, the interiors will have existing Indica owners
wanting to trade in their old car. Our test car, a top-spec Quadrajet, had fresh
two-tone interiors in a cheery beige and light brown. The dashboard has had
everyone debating the functionality of the centrally-mounted instrument cluster –
we have to admit that we had our doubts and didn’t like it in the beginning. After
driving the car around for a few days, we can tell you that it in no way affects the
driving experience. It is perfectly legible and you don’t have to take your eyes
off the road to look at it. Its detractors will be won over once they see it lit up –
the white needles and numbers and blue LCD looks stunning. Over a period of
time, however, the novelty of the blue lighting can wear thin. Sensitive eyes will
find it tiring to look at while driving at night, and they can be too bright. Storage
space has improved with more cubbyholes to keep odds and ends. Special
mention must be made of the glovebox, which is really quite large.

The air-conditioning could have been better – it didn’t chill the cabin as quickly
as we were expecting, but once the cabin was cool, it maintained temperature
easily enough. The blower is powerful enough and provides an even spread of air
throughout the cabin, but it just doesn’t manage to chill fast enough. The Vista’s
large greenhouse might be to blame for this. 2
 The space inside is simply unbelievable – two six-footers can sit
behind one another and not feel cramped! The Vista is wider than a Honda City,
and the space between the front and rear wheels nudges that of a Ford Fiesta.
This coupled with the new rear suspension that liberates more space makes
seating five in comfort a cinch. More functionality is available with the 60:40
spilt folding rear seat and a power outlet to the right of the parcel tray.

A good driving position is easy to arrive at. The driver’s

seat offers adjustable height and lumbar support. The steering wheel still feels a
little too large to be comfortable, but it isn’t much of an issue since it tilts five
degrees. The pedal positioning still is a little uncomfortable, but it is an
improvement over the old Indica. We wish Tata had thrown in a dead pedal along
with the other little touches in this car, it would’ve gone a long way towards
increasing driver comfort. The indicator stalks initially seemed a little far away
from the steering wheel, but one gets used to them. The quality of the stalks is
still below that of the competition – some rubber trim and fittings need better
quality as well. The mirrors are large and functional, but the right wing mirror
doesn’t move far enough out if you’re a tall driver, and the (tall) driver ends up
looking at the car’s side on the inner edge of the mirror. There are no such issues
with the left mirror, it gives you a clear view of the rear.

The Indica can be specified with a double-DIN audio system that can play mp3
discs and it even has a USB slot for your mp3 player. Sound quality is decent
enough and the system is easy to use.

Engine

2
Fiat contributes its award-winning 1248cc common-rail turbo diesel that is
currently doing duty in the Swift and Palio diesel variants as well. However, the
Vista has a remapped ECU and different gear ratios matched to the engine and it
makes 75bhp@4000rpm and 19.4kgm@1750rpm.The engine is audible most of
the time, but it is so much better than the old power trains the Indica used to
have. No vibrations enter the cabin in normal usage, which is great for an Indica.
Drivability is shockingly good – our 30-50kph in third gear and 50-70kph in fifth
showed us the engine’s ability to pull cleanly with no grumbling from the engine
at all. Once the turbo begins blowing at 2000rpm, there’s a pleasant shove in the
back that will surprise many. It will also cruise happily at 120kph with only wind
roar being audible. The engine is quite silent when not under lots of throttle or
load. At a standstill, there is a fair bit of clatter both inside and outside the car.

Drive train
Tata has switched the old gearbox for a Fiat-sourced one that is actuated by
cables to isolate engine vibrations from the gear lever. The gear lever is well-
designed and feels good to hold. It slots positively into gear, but it takes a fair
amount of energy to use. Shifts have to be unhurried, though; you cannot swap
cogs speedily in this car. Second to third is a little long and slightly offset, which
is a shame since this really is a quick car.

Fuel Efficiency
The Vista has delivered on the efficiency claim - it returned 14 kilometres to the
litre, commendable given its size, weight and the way it was driven. This figure
jumped to 16.9kpl on the highway.

Ride & Handling, Steering

The Palio has lost top spot as far as ride quality is concerned. The Vista soaks up
bumps like no other small car can. Potholes are dispatched with a thump, bad
roads are a not-so-distant rumble, but the occupants of the cabin never really feel
sharp bumps or expansion joints. If you increase speed on bad roads, it doesn’t
cope with bumps as well as the Palio or Swift, but it is good nevertheless.

2
The Vista will corner well with predictable and safe handling. The body roll that
is fairly evident in the picture is probably due to the size of the car and its height.
If you want a car that handles, there are better options available in the market.
Not too many cars can match the ride quality under normal conditions. The
steering is nicely weighted with enough fee

Braking
The Indica’s brakes are more than adequate for the job at hand. The brakes bite
well, and pedal feel is progressive. Emergency stops will have you locking the
wheels and smoking the tyres. Tata has said that ABS will be made available in
about six months’ time, when the Vista begins exports. This should help the car
to stop much faster.

Tyres
A switch to tubeless 175/65 R14 Goodyear GT3s (175/70 R13 on the lower
variants) has improved the Indica’s driving manners in many respects. They’re
fairly quiet at cruising speeds and have more than enough grip for high-speed
antics. They also work well with the suspension to provide good ride quality.

Safety
All five occupants get a seatbelt, but the middle rear passenger gets a lap belt.
Central locking, a warning buzzer for the seatbelt (that turns itself off in a while,
seatbelt worn or not) and child safety locks for the rear locks are also present on
the Aura. ABS and airbags are expected when exports begin in six months’ time,
according to Tata.

Cost
For Rs 5 lac (ex-showroom, Mumbai) you get an amazing amount of car for the
money. This has been the Indica’s USP, and we’re glad it has been retained. If
you compare pricing with the competition, you’ll find that you’re getting a lot
more car per rupee. We doubt anyone will be able to do this as well as Tata can –
they have an Indica variant at so many price points!

Overall Evaluation 2
The old Indica has been many things to many people – a first car for college-
goers, a family car for those on a budget, even a taxicab for the people-movers.
The Vista takes the Indica brand a notch higher but retains the qualities that
made the Indica such a favorite with the masses – good value for money, fuel
efficiency, cheap spares and a wide after-sales network.

The old Indica had teething problems, but Tata has tested the Vista to eliminate
the little issues that used to crop up over time. They’ve put their money where
their mouth is with a 75000km/2-year warranty that can be extended by two
more years. Says volumes about the manufacturer’s confidence in the product,
doesn’t it?

Useful touches
 Audio system plays mp3s

 USB drives and has aux in

 Slot for pulling down hatch

Painful touches
 Violently blue LCD for instrument cluster

2
 7.

RESEARCH

METHODOLOGY
2
RESEARCH METHODOLOGY

DEFINITION OF THE MARKETING RESEARCH :

Defining the problem correctly is the most important part of the marketing
research processs. The marketing research problem is a derivative of the
marketing
problem.

Therefore, in the first instants, the marketing problem involved should be

clearly
identified, defined and conceptualized. If the definition of the problem is faulty
then
the research result generated will be misleading or confusing.

In the present situation, the problem can be defined as surviving in the

emerging
competition of cars. Here the problem is about overall strategies of the
company in facing the competition. We should consider, what is the marketing
mix,
What is the pricing strategy, etc.

2
DEVELOP THE RESEARCH PLAN :

Development of research design is the next step in the marketing

research
process after problem definition and research objective Research plan indicates
the
method of research (i.e. the method of data collection). the instruments of
research,
the method of sampling research, the method of sampling etc.

By much advertising and good quality with more quantity in less price
TATA
Company occupies big market share.

COLLECTION OF DATA :-

Data or facts are the raw material with which the marketing researcher
functions.
These facts are derived from different sources. Depending upon the sources the
data can
be classified as :

1) Primary Data (Data gathered for the first time by the researcher)
2) Secondary Data (Data borrowed by the researcher from the secondary
sources)

1) Primary Data :

2
 • Primary data is collected for the first time and is original in character.
• It may refer to demographic, socio economic characteristics of the
consumer,
their attitude and opinions.
• Primary data will be collected through surveys and in every method
research will
be done by using structured questionnaires to get response from
respondents.
Researcher will personally contact respondents for this purpose.

2) Secondary Data :

• Process of secondary data collection and analysis is called Desk research.

• Secondary data in this research of INDICA VISTA is collected through
Company website and other sources.

ANALYZE THE INFORMATION

The last step in the market research process is extracting findings

from
the collected data. It will help to analyze the information.

2
 8.

SWOT ANALYSIS

SWOT Analysis

A tool used by organisations to help the firm establish its Strengths, Weaknesses,
Opportunities and Threats (SWOT). A SWOT analysis is used as a framework to
help the firm develop its overall corporate, marketing, or product strategies.

Note: Strengths and Weaknesses are internal factors which are controllable by
the organisation. Opportunities & threats are external factors which are
uncontrollable by the organisation.
2
Strength examples could include:

• A strong brand name.

• Market share.
• Good reputation.
• Expertise and skill.

Weaknesses could include:

• Low or no market share.

• No brand loyalty.
• Lack of experience.

Opportunities could include:

• A growing market.
• Increased consumer spending.
• Selling internationally.
• Changes in society beneficial to your company.

Threats could include:

• Competitors
• Government policy eg taxation, laws.
• Changes in society not beneficial to your company.

A SWOT analysis is an excellent tool to use if the organisation wants to take a

step back and assess the situation they are in. Issues raised from the analysis are
then used to assist the organisation in developing their marketing mix strategy. A
SWOT analysis must form the part of any prudent marketing strategy.

2
2
 9.

QUESTIONNAIRE

QUESTIONNAIRE

2
 For Customers

Dear Sir,
I Pranav P. Katarkar, student of BBA, from DAIMSR, Deekshabhoomi,
Nagpur would like to request you to spare your valuable time to assist me in the
academic project undertaken by me.

• Name: -

……………………………………………………………………………
…

• Address: -

………………………………………..
………………………………………..
………………………………………..
………………………………………..

• Profession: -

………………………………………..

• Why have you purchased a car? 2

 -Comfort …..
-Necessity …..
-Status …..
-Style …..

• Whether the car is new or used one?

………………………………………

• While buying the car, what were your preferences?

-Brand name …..

-Comfort …..
-Color …..
-Economy …..
-Initial cost …..
-Maintenance cost …..
-Mileage …..
-Power …..
-Style …..

2
• Have you got the value for your hard earned money?

-Yes …..
-No …..

• Are you satisfied with the vehicle?

-Yes …..
-No …..

Please specify…

…………………………………………………………………………..
…………………………………………………………………………..
…………………………………………………………………………..

• Are you satisfied with the service provided by the dealer?

-Yes …..
-No …..

Please specify…

…………………………………………………………………………
…………………………………………………………………………
…………………………………………………………………………

2
 For Dealers

Dear Sir,
I Pranav P. Katarkar, student of BBA, from DAIMSR, Deekshabhoomi,
Nagpur would like to request you to spare your valuable time to assist me in the
academic project undertaken by me.

• What is the name of the dealership?

……………………………………………………………………………

• Who is the owner of the dealership?

……………………………………………………………………………

• In which year the dealership was started?

……………………………………………………………………………

• Which type of logistics channel is followed?

……………………………………………………………………………

• Are you able to meet the customer requirement at the peak demands?

-Yes ….. 2
 -No …..

• Are you getting good customer response from the customers about the
vehicle?

-Yes …..
-No …..

• Are you getting any type of promotional offers from the company?

-Yes …..
-No …..

Please specify…

……………………………………………………………………….
……………………………………………………………………….
……………………………………………………………………….

• Are you satisfied being associated with the company?

-Yes …..
-No …..

Please specify…

………………………………………………………………………
………………………………………………………………………
2
 ………………………………………………………………………

• Future Prospects planned by the dealership to delight the customer, if

any…

……………………………………………………………………...
……………………………………………………………………...
……………………………………………………………………...

2
 10.
BIBLIOGRAPHY

2
 BIBLIOGRAPHY

All important and technical information relating to the subject, statistical

figures
and data incorporated in this thesis have been collected from the following
sources:-

• Online information available on:

Tatamotors.com
Carwale.com
Learnmarketing.net
Wikipedia.com
• Auto-India and Autocar magazines(Sept.08).
• INDICA’s information brochure.
2
• Interviews from the Dealerships of TATA in Nagpur region.

11.

CONCLUSION

2
 CONCLUSION

Launching is important to brand owners at three levels.

First, they ‘serve as a focus for consumer loyalties and,

therefore, can be developed into assets which generate easy and steady
streams of cash flow’.

For this, the Company is serving their customers as the king, listen to their
feedbacks, note them down and send that to their R&D department for the
betterment of the product. This customer loyalty helped TATA MOTORS to build
their name and acquire assets for their further developments.

Second, a LAUNCHING serves to capture the promotional

investment put into it.
The company is spending lots of bucks in the marketing department and
advertising the product through various sources like newspapers, advertisements
on television, internet advertisements, etc.

Thirdly, LAUNCHING serve as strategic links between the

manufacturer and consumer, regardless of the middleman.
For this particular thing, the company had provided the drop box for the
various good and bad experiences with the product.

Thus we have studied each and every aspect of the aims in detail and analyzed
the information.

2
Launching is not an advertising campaign or a marketing slogan.A product must
deliver what it, or the brand name promises, otherwise the brand itself will be
diminished and not enhanced.