...1 A Project Report Submitted on the Technology of “Tata Nano Car” As Part of the Course Managing Technology for Competitiveness PREPARED BY Choidup Dorji (113378) Wangmo Chador (113377) Pishenbay Adilbaevich Umirbekov (113417) Nipu Kumar Nath (112889) Christian Riisager (112846) 2 Executive Summary The study of Tata Nano car technology has demonstrated the fact that how a technological revolution has taken place in Automobile sector by the introduction of Tata Nano car in the market. It is 2 feet shorter than a Mini Cooper, has a comical appearance and weighs less than the four passengers it seats. But for the 350-millionplus middle class of India, Tata Nano, the world's cheapest car at $2,000, is a cause for exhilaration and for the first 100,000 lucky customers drawn via lottery, it's a dream come true. A century after Henry Ford put America on wheels with the Model T; the affordable Tata Nano is doing the same to the less privileged of the world. What is now dismissed by many as a "toy car" could soon reveal itself to be the mouse that roared, one of the most transformational consumer products of the century. Roughly 100,000 Indians lose their lives on the road every year, seven times the rate of the developed world. In a country where it is not uncommon to see entire families overflowing a rickshaw or women in saris sitting side-saddle on a bike with small children on their laps, moving one's family from an unsafe bike into a plastic capsule is a...
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...Tata Nano Case „5 C Analysis and STP“ For Marketing Strategy & Customer Management By: Sebastian Schmickler As of 20. March 2013 Customer The core benefit for the potential customer can be seen in the extremely cheap availability of a 4 seats offering individual transportation opportunity with a certain level of safety and comfort. This benefit will satisfy the pursuit of an affordable, individual and independent way to travel and transport things. The Customer therefore can be defined as individual that only can afford a limited small amount of money in order to buy a car (smaller household income). This leads to the conclusion that the potential buyer can be seen as part of the lower income class of the population (Indian middle class). The buyer of a Tata Nano will additionally generate in interest for those who search for more safety for example while transporting family members from a place to an other. Looking at this concern a consumer is a person not having a similar opportunity for same transportation. This can result from the absence of a car or the use of a scooter or bike (public transportation in some region can be seen as dangerous too). The customer could likewise have the need for a more convenient alternative to travel (for example during rainy or cold weather conditions). Company As core competence of Tata Motors Ltd. (Tata Group)(former TELCO) the good worldwide experience of manufacturing cars must be taken into account...
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...MARK 957 ASSIGNMENT 1 Submitted by Avinash Gaikwad 5072827 The machine tool industry is large and fragmented in its own scope, it manufactures and supplies the machines to cut, shape, and shape metals where a large portion of the manufacturing industries are dependent. The precision in class of the machine tools themselves, their control frameworks and the association encompassing them to a great extent focus the profitability and intensity of designing commercial enterpries.(Marcuse, 2002) The machine tool industry faces two noteworthy difficulties today. One is that about innovation in machine tools has changed its own technology improvements. Over a century of transformative advancement, predominantly including phenomenal technology upgradations and enhanced control of large scale manufacturing, the primary advancement in machine tool industry over two decades has included computerization and automation of small and medium scale enterprises regarding the current scenario of numerical control and different parts of the microelectronic setup. This adjustment in the overall structure of the machines and innovative change is constraining significant changes both inside(internal) of the business and in its association with clients(external). The other issue is that the focused circumstance on the planet where business is evolving quickly, bringing about serious modification issues for most machine tool makers. Despite the fact that this is an industry in which remote exchange...
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...THE TATA NANO: THE PEOPLE’S CAR (ABRIDGED) Source: © User:High Contrast/Wikimedia Commons/CC-BY-SA-3.0. It was one of the longest-awaited and most-talked-about car debuts in India. On January 10, 2008, Tata Motors unveiled the Nano, a USD2,5001 automobile referred to as “the people’s car.” Would it live up to the hype? And did its launch signal a new era for the small car market in India? How could Tata ensure the product would be profitable? Measuring 3.1 m by 1.5 m, the Nano displaced Maruti Udyog’s Maruti 800 as the world’s smallest car, yet its seating room was 21% greater than the 800’s—providing ample room for four adults. The Nano was also one of the world’s most fuel-efficient cars, getting 52 mpg in the city and 61 mpg on the highway. Touted as the cheapest car in the world, the Nano was scheduled to be available in September 2008. 1 USD = U.S. dollar; INR = Indian rupee. Tata and India’s Automobile Industry Tata Engineering and Locomotive Co. Ltd. was established in 1945. In 1954, the company launched its first automobile; between 1954 and 1969, it collaborated with Daimler Benz to produce commercial vehicles. By the 1990s, the company had entered the passenger vehicle market. In 2004, Tata Motors acquired the Daewoo Commercial Vehicle Co. Ltd., Korea’s second-largest truck manufacturer, and became the first Indian company to be listed on the New York Stock Exchange. The next year, it acquired a 21% stake in a Spanish bus manufacturer, and in May 2008,...
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...research process is to evaluate the customer’s buying behavior of cars by taking Tata Nano as the primary example and analyzing car-marketing segments in the automobile industry in order to support the Indian automobile companies especially Tata Nano, for improving their market sales. Scope of the Research The main scope of this project is to analyze the information on the Indian automobile industry and the car marketing aspects of automobile industry by considering Tata Nano as an example. This research will provide the detailed overview on the automobile industry in India and the changes in the Indian automobile industry after the establishment of Tata Nano. It will cover the different aspects related to the car marketing like the marketing plans and marketing strategies required for success. Factors of the Research The main factors of this project are as follows: * The overview of the Indian automobile industry * The detailed information on the buying behavior of the customers when they buy cars Research and Study Within the process of completing this research, hasn’t faced any obstacles until now and in the process of gathering the information from the different types of data collection methods of secondary source of data, there are some limitations and restrictions for collecting the information. In the process of gathering the information from the articles and case studies of previous scholars the researcher was asked to get authenticated for downloading...
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...POSITIONING IS INEVITABLE –A CASE STUDY OF TATA NANO Natasha Saqib Assistant Professor Department of Management Studies, University of Kashmir, South Campus Email –natalie81985@gmail.com Correspondence Address Natasha Saqib C/O Jamsheed Saqib United India Insurance Co. Ltd Divisional Office Regal Chowk Srinagar, Jammu & Kasmir Pincode No 190001 POSITIONING IS INEVITABLE –A CASE STUDY OF TATA NANO Abstract The forces of globalization and technological advancement have rendered the market place highly competitive and complex. The customer's needs, wants and expectations are changing at an exponential rate posing great challenges to the companies. For surviving and thriving in this scenario companies need to develop effective brand positioning strategies .Positioning helps customers know the real differences among competing products so that they can choose the one that is most valuable and useful to them.This is a case study of Tata Nano, one of the most ambitious projects of Tata Motor’s, which was started in 2008. It was envisioned by the Tata Group former chairman Ratan Tata himself. The case focuses on how the initial strategies for launching and positioning Tata Nano as a “People’s Car” backfired and how management recognized its shortcomings and mistakes that led to the wrong positioning of Tata Nano as “Worlds Cheapest Car” among the segment it was created for. And how finally after four years of it commercial launch, understanding the inevitability...
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...Tata Motor’s -Company Background Tata Motors was established in 1945 and is formerly known as Tata Engineering and Locomotive Company. It is India's largest automobile company, and a fortune 500 company. Tata Motors acquired Jaguar and Land Rover, a premium car brand in UK, in 2013. The company always worked in line the Tata Values to contribute to Indian society. Tata Nano - Origin Ratan Tata’s thought about a people’s car was a social concern. He wanted to give a car to middle class of the society. Accordingly Ratan Tata, former Chairman, Tata Motor’s, shared his vision of making Rs. 1 lakh car at the Geneva Motor Show, in 2003. A team was then constituted to build a car with a target price of Rs. 1 lakh. Subsequently, the car was launched with a tag line “A promise is a promise”. Executive Summary TATA Nano is the cheapest car in the world. It is manufactured by TATA Motor Limited, the largest automobile company in India. Its chairman, Mr. Ratan Tata envisions that Tata Nano to become a “People’s car” which is affordable by almost everybody. Tata Nano is scheduled to first be launched in India on 1st April 2009 and expected to be in Indian market by July 2009. From the first moment that Tata Nano project was published, a huge buzz has been created all over India. It has already received 3000 bookings. What makes Tata Nano so cheap? Basically, by making things smaller, lighter, do away with superficial parts and change the materials wherever possible without compromising...
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...Literature Review On Why TATA NANO Flops in the market Shabid Ashraf Abhishek Sharma Ankita Singh Neha Dagur Shikha Mathur Dept. Of Management Studies, Malviya National Institute Of Technology Abstract: When the Tata Nano, a stripped-down minicar priced at around $2,000, was introduced in 2009, it was marketed as a car that would transform the way aspiring consumers in India and other developing countries got around. But the low-cost automotive revolution fizzled. Selling poorly at home and with exports drying up, the Nano has become a cautionary tale of misplaced ambitions and a drag on sales and profit at Tata Motors. It turns out that those climbing into India's middle class want cheap cars, but they don't want cars that seem cheap—and are willing to pay more than Tata reckoned for a vehicle that has a more upmarket image. In this study we will see why TATA is trying remake the "people's car," into the "cool people's car." It has given the car itself a face-lift, adding a stereo, hubcaps and chrome trim, raised the price and started a new marketing campaign to give it more cachet. 1. INTRODUCTION Tata Motors Limited is India's largest automobile company, with consolidated revenues of INR 1,88,818 crores (USD 34.7 billion) in 2012-13. It is the leader in commercial vehicles in each segment, and among the top in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. It is also the world's fifth...
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...Management Development Institute, Gurgaon MARKETING PLANNING Study on ‘TATA NANO’ Submitted By : Aabid Bains (15P001) Arti Jain (15P011) Gautam Bindlish (15P021) Mayank Rajput (15P031) Rohit Gupta (15P041) Siddharth Gupta (15P051) INDEX Chapter No. Section-1 1 2 3 Section-2 4 5 Section-3 6 Chapter Name Page Number Preface The Curious Case of Tata Nano SWOT and PEST Analysis 3 4 6 Porter’s Five Forces Analysis Analysis of Consumer Behavior 11 14 Positioning Strategies 20 2 CHAPTER : 1 PREFACE The project aims at building a comprehensive understanding of how a company decides its marketing strategy and answer associated questions such as pricing, promotion and positioning of the product. Post launch, the effectiveness of the marketing strategy and performance of the product is also to be analyzed. The project also aims to analyze the decision-making process, purchase behavior and buying patterns from the perspective of the consumer. We will consider the dynamic market environment and changes at the micro and macro levels in the economy which affect the automobile sector 3 CHAPTER : 2 The Curious Case Of TATA Nano Introduced in January 2008 and launched in March 2009, TATA Nano was the most awaited launch of the year or perhaps the decade for the automobile industry. TATA MOTORS invested heavily in the project, not only financially but also as a brand. They were going to build an affordable “Rs...
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...Forces Model on Tata NANO Brand Name: Unit Name Unit Code Tutor School Date Introduction The turnover in automotive industry is growing significantly. Companies need to sell their product across borders. To realize this, companies must evaluate the market forces in target markets in order to increase sales. One strategic tool used in evaluating market forces is porters five forces model. This tool highlights the key factors that determine the industry competition and the viability of such a market. The porters five forces model has been evolving with time. The principle ‘’the state of competition in an industry depends on five basic forces’’ (Porter, 2008 P.3) is still relevant. This analysis model covers a wide range of factors affecting the industry. Companies with awareness about their environment are able to make strategic decisions concerning their business. This paper discuses the application of Michael porter’s five forces model by Tata Motors Company on their new product, Tata Nano. Tata motors are the largest automobile company in India with revenues in excess of USD 16 billion in 2011. Tata motors have subsidiary companies and associate companies involved in various industries including mining, oil, manufacturing, and telecommunications. Tata motors have operations in Spain, Korea, Thailand, UK, and South Korea. The paper begins by identifying porters five forces. Second, a brief history of the Tata Nano is discussed....
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...COMPANY REPORT: TATA MOTORS Chapter 1 INTRODUCTION India has been one of the largest automobile industry in the world. The growth of this industry had been one of the fastest globally but due to various reasons the growth has unacceptably declined in the present day. Passenger car and commercial vehicles manufacturing industry of India stands in the sixth position in terms of volume, 3.9 million units were produced in 2011. India saw a growth from 16 to 18 percent of sales during 2011 to 2012.Earlier Brazil was ahead of India in terms of volume production. India managed to surpass the old and new auto makers such as Belgium, United Kingdom, Italy, Canada, Mexico, Russia, Spain and France. India managed to beat Thailand in 2010 and came forward to third position from fourth position the previous year in being Asia’s largest exporter of passenger cars. By 2015, the Society of Indian Automobile Manufacturers predicted that the annual vehicle sales will increase to 4 million. India’s car manufacturing industry can be largely divided into three hubs i.e. the south, west and north. Chennai in the southern cluster contributes 35% of the share of revenue. Mumbai and Pune in the western cluster is responsible for contributing 33% of the revenue and the National Capital region in the northern hub contributes 32%. Ford, Hyundai, Daimler, BMW, Hindustan Motors, , Nissan, Caparo, Mini, Renault, Mitsubishi, and Datsun have their operating station in Chennai. General Motors, Tata Motors, Force...
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...Industrialization: The Tata Nano Case Study [pic][pic] STRATEGIC MANAGEMENT IN NON-MARKET ENVIRONMENTS GROUP 3 Table of Contents I. INTRODUCTION 3 II. CASE SUMMARY 3 III. BACKGROUND 3 a. A History of Tata Motors 3 b. Tata’s Nano 4 c. Politics in West Bengal 4 IV. ANALYSIS 5 a. Issues 5 b. Interests 7 c. Institutions 8 d. Information 8 V. RECOMMENDATIONS 9 a. Better Government Involvement 9 b. More Effective Branding 9 c. Tata Nano Coalition Prospects 10 d. Develop Grassroots-level communications 10 e. Create True Stakeholders 11 VI. CONCLUSION 11 VII. BIBLIOGRAPHY 11 VIII. APPENDICES 12 I. INTRODUCTION This paper analyzes the case of India-based Tata Motors and the controversial introduction of the Nano, Tata’s revolutionary inexpensive car. The case represents a study of the non-market forces that influence the decisions made by managers of big firms with an Indian national and global perspective. The paper is divided into 2 parts: The first part (sections II – III) is an overview of this particular case study, and the second part (sections IV – V), presents detailed analyses and recommendations for Tata to become successful in future investments. In addition, a bibliography and some appendices are included to illustrate the content of this study and provide further...
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...1093/cjres/rsq009 Advance Access publication 1 April 2010 The Tata Nano, the global ‘value’ segment and the implications for the traditional automotive industry regions Peter Wells Cardiff Business School, Cardiff University, Aberconway Building, Colum Drive CF10 3EU, UK, wellspe@cardiff.ac.uk Received on June 30, 2009; accepted on March 4, 2010 Downloaded from cjres.oxfordjournals.org at East China Normal University on May 24, 2011 This paper provides a case study of the Tata Nano, a low-price car designed primarily in and for the Indian market, and its implications for the developed industrial markets. While the Nano is a classic ‘disruptive’ innovation in an Indian context, this paper argues that the car and its emulators have the potential to undermine the viability of the European automotive industry whose business is premised on technological sophistication, premium branding and high price. In an era of greater austerity, the ‘value for money’ segment is the one with global growth potential in emergent markets as well. The paper concludes that policy makers in Europe will need to decide how to react to the rather different vision of automobility offered by the Nano. Keywords: Tata Nano, automotive industry, strategy, regional development, economic policy, price competition JEL Classifications: F01, L11, L52, L62 Introduction In March 2009, the Indian company Tata launched the long-awaited Nano model, intended to provide a low-cost entry to automobility as an...
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...Positioning the Tata Nano Master in Management 2013/2014 Introduction Is important to consider India as a really special market. The cultural background deeply influences all the interactions between the population and with brands. The castes are a very important structure, and although this is changing, it still harder for people for desire big achievements if they are not in the right caste. Also the Tata Group deserves an introduction, being a group founded in 1868 with a trading company by Jamesetji Tata. The Tata Group is responsible for major improvements in India and follows a Code of Conduct that reflects the trust they want to inspire and also their commitment...
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...UVA-M-0768 Rev. Feb. 2 2011 24, THE TATA NANO THE PE T O: EOPLE’S CAR It was one of the longest t f t-awaited an most talke nd ed-about aut tomobile deb in India On buts a. January 10, 2008, Ta Motors unveiled its (U.S. dollar USD2,50 car1 (also called “Rs1 lakh ata u rs) 00 car” or “t people’s car”) at the ninth Auto Expo in New Delhi. The Tata Nano brought a m the s w o media blitz and a crush of onlookers th required top-level sec o hat t curity. Woul the car liv up to its h ld ve hype? ignal a new era for the sm car mar e mall rket in India How could Tata ensur the a? re And did its launch si w ofitable? product would be pro Widely touted as the chea W d apest car in the world, th Nano was scheduled to be availab in t he s ble September 2008. In addition to paying (Indian rupees) IN lakh— a p INR1 —equivalent t INR100,0 to 000— buyers would also have to pay 12.5% valu w h ue-added tax along wit charges s x th such as road and d transport tation taxes. The two-cy ylinder gaso oline-powere version w ed would debut first; the d t diesel versions would soon follow. The Nano wa one of th world’s most fuel-eff T as he m fficient cars, getting 52 miles per g gallon (mpg) in the city and 61 mpg on the highwa (22 km pe liter and 2 km per lit respectiv d n ay er 26 ter, vely). Measurin 3.1 meters by 1.5 meters, it dis ng m splaced Mar Udyog’s Maruti 80 as the wo ruti s 00 orld’s smallest...
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