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.


Automotive industry in India
The automotive industry in India is one of the largest in the world and one of the fastest
growing globally. India's passenger car and commercial vehicle manufacturing industry is
the sixth largest in the world, with an annual production of more than 3.9 million units in
2011. According to recent reports, India overtook Brazil and became the sixth largest
passenger vehicle producer in the world (beating such old and new auto makers as
Belgium, United Kingdom, Italy, Canada, Mexico, Russia, Spain, France, Brazil),
growing 16 to 18 per cent to sell around three million units in the course of 2011-12. In
2009, India emerged as Asia's fourth largest exporter of passenger cars behind Japan,
South Korea, and Thailand.In 2010, India beat Thailand to become Asia's third largest
exporter of passenger cars. The Indian Automobile Industry manufactures over 11 million
vehicles and exports about 1.5 million each year.
[
The dominant products of the industry
are two-wheelers with a market share of over 75% and passenger cars with a market
share of about 16%. Commercial vehicles and three-wheelers share about 9% of the
market between them. About 91% of the vehicles sold are used by households and only
about 9% for commercial purposes. The industry has a turnover of more than USD $35
billion and provides direct and indirect employment to over 13 million people.??? Tata
Motors is leading the commercial vehicle segment with a market share of about
64%.Maruti Suzuki is leading the passenger vehicle segment with a market share of
46%. Hyundai Motor India Limited and Mahindra and Mahindra are focusing expanding
their footprint in the overseas market. Hero MotoCorp is occupying over 41% and
sharing 26% of the two-wheeler market in India with Bajaj Auto. Bajaj Auto in itself is
occupying about 58% of the three-wheeler market.





Key players in the automobile industry

Mahindra & Mahindra Ltd.
Tata Motors
Maruti Suzuki India Ltd.
Hyundai Motor India Ltd.
Hindustan Motors
TVS Motors
Toyota Kirloskar Motor Private Ltd.
Ford Motor Co.
Hero Honda Motors Limited
Ashok Leyland
General Motors India Private Ltd.
LML
Kinetic Engineering Ltd.
Bajaj Auto Ltd.
Hero Honda Motors Ltd.



MarutiSwift.Maruti Suzuki, a subsidiary of Japan's Suzuki Motor, is the largest automobile
manufacturer in India.

Mahindra Scorpio, one of India's best selling indigenously developed SUV.


The Tata Nano - the cheapest car made in India

SWOT Analysis - Tata Motors Limited
The company began in 1945 and has produced more than 4 million vehicles. Tata Motors
Limited is the largest car producer in India. It manufactures commercial and passenger
vehicles, and employs in excess of 23,000 people. This SWOT analysisis about Tata
Motors.
Strengths
The internationalisation 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 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.'
The company has a strategy in place for the next stage of its expansion. Not only is it
focusing upon new products and acquisitions, but it also has a programme of intensive
management development in place in order to establish its leaders for tomorrow.
The company has had a successful alliance with Italian mass producer Fiat since 2006.
This has enhanced the product portfolio for Tata and Fiat in terms of production and
knowledge exchange. For example, the Fiat Palio Style was launched by Tata in 2007,
and the companies have an agreement to build a pick-up targeted at Central and South
America.
The Nano is Tatas iPod. Great engineering and design in a rules-breaking product that
has generated global awareness and admiration
The brand is very well established in the economy segment
Tatas management is strengthened by the collective experience of its partners and
acquired companies this includes general management, marketing, sales and operations
Tatas buying power is enhanced and leveraged through its size
Tata is making smart acquisition and partnering decisions so far. Local management
teams remain in place vs. installing Tata leaders from afar.
Weaknesses
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); Tata 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 recognised 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.
Tata Motors is not well positioned in the luxury segment. This is not a problem during
recessionary times but a lack of diversification can hurt during better times
Most of the automobiles Tata manufactures are based on older platforms
The Companys manufacturing practices trail competitors
Opportunities
In the summer of 2008 Tata Motor's announced that it had successfully purchased the
Land Rover and Jaguar brands from Ford Motors for UK 2.3 million. Two of the
World's luxury car brand have been added to its portfolio of brands, and will undoubtedly
off the company the chance to market vehicles in the luxury segments.
Tata Motors Limited acquired Daewoo Motor's Commercial vehicle business in 2004 for
around USD $16 million.
Nano is the cheapest car in the World - retailing at little more than a motorbike. Whilst
the World is getting ready for greener alternatives to gas-guzzlers, is the Nano the answer
in terms of concept or brand? Incidentally, the new Land Rover and Jaguar models will
cost up to 85 times more than a standard Nano!
The range of Super Milo fuel efficient buses are powered by super-efficient, eco-friendly
engines. The bus has optional organic clutch with booster assist and better air intakes that
will reduce fuel consumption by up to 10%.
The Nano could sell well in other geographic markets. Expanding markets such as
China may find the Nano just the answer
Jaguar and Land Rover provide Tata with an opportunity to establish itself in the luxury
segment

Threats
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.
Sustainability and environmentalism could mean extra costs for this low-cost producer.
This could impact its underpinning competitive advantage. Obviously, as Tata globalises
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
MarutiUdyog, 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.
Powerful competitors for the luxury market including Honda, Toyota, Ford and
Mercedes-Benz are beginning to push into the Indian market
Tatas competitive price advantage will be under pressure as environmental regulations
are tightened
Rising material costs will create pressure to increase prices
There is a trending rise in diesel fuel costs which will hurt Tatas line of products


Mid priced segment targeted by the Automobile industry
Tata Motors
Tata motors has targeted on themid priced segment through its new Tata Indigo. Tata
Indigo has an innovative design. Inspiring front frame and bright headlamps make the car
look exclusive. In the back end, the vehicle has a trendy taillights bunch. Its comfortable
seats provide you more reliable driving. Even with being a compact car, it provides
enough leg and head room for both front and rear seat passengers. Tata indigo has well-
appointed interiors. Its steering is very comfortable. Tata Indigo is available in both
diesel and petrol engine. The petrol variants of the car are GLX, GLE and, GLS while the
diesel versions come in two models LS and LX . The models are in the price tag of
approximate Rs 4.75 lakhs to Rs 5.90 lakhs.
Mahindra and mahindra motors
Hindustan motors have targeted the mid priced segments through its Verito the
Logan. The new Verito retains the famed strengths of the Logan, while adding a new
style with some key changes. Now equipped with several rugged and sporty styling
elements, the Verito is all set to be the most exciting buy in the entry level sedan category
for Indian consumers. It is competitively priced at Rs. 4.82 lakh (petrol BS3 version) &
5.62 lakh (Diesel BS3 version). The BS4 compliant version is also available for BS4
markets.
Powered by the Renault engine, the Verito is a sedan which remains true to itself and the
consumer by offering the unique proposition of space, mileage and performance along with style.
The exterior of this car is quite unique with ski racks and side cladding, which are available for
the first time on a sedan in the Indian market. Other 1 is the Bolero -Base model is priced at Rs.
6.19 lakhs (Ex-showroom New Delhi) (September, 2011) Will be available in four variants: SLE,
SLX, and ZLX (New variant introduced). Features are revised front grille and new bumpers
which include the all-new hawk-eye head lamps.It consists of a new gear knob and leather
wrapped steering wheel in top model,all-new digital instrument cluster,new rear wiper and
defogger, new beige coloured interiors, new body decals/graphics.
Tata indigo


Mahindra and mahindraverito

Mahindra bolero

Ashok leyland truck

MARKET STRUCTURE

CHARACTERISTICS OF OLIGOPOYMARKET
Profit maximisation conditions: An oligopoly maximises profits by producing where
marginal revenue equals marginal costs
Ability to set price: Oligopolies are price setters rather than price takers
Entry and exit: Barriers to entry are high.The most important barriers are economies of
scale, patents, access to expensive and complex technology, and strategic actions by
incumbent firms designed to discourage or destroy nascent firms. Additional sources of
barriers to entry often result from government regulation favoring existing firms making
it difficult for new firms to enter the market
Number of firms: "Few" a "handful" of sellers There are so few firms that the actions
of one firm can influence the actions of the other firms.
Long run profits: Oligopolies can retain long run abnormal profits. High barriers of
entry prevent sideline firms from entering market to capture excess profits.
Product differentiation: Product may be homogeneous (steel) or differentiated
(automobiles).
Perfect knowledge: Assumptions about perfect knowledge vary but the knowledge of
various economic actors can be generally described as selective. Oligopolies have perfect
knowledge of their own cost and demand functions but their inter-firm information may
be incomplete. Buyers have only imperfect knowledge as to price, cost and product
quality.

PRICE LEADERSHIP IN OLIGOPOLISTIC MARKETS
Oligopolies may pursue the following pricing strategies:
Oligopolists may use predatory pricing to force rivals out of the market. This means
keeping price artificially low, and often below the full cost of production.

They may also operate a limit-pricing strategy to deter entrants, which is also called entry
forestalling price.
Oligopolists may collude with rivals and raise price together, but this may attract new
entrants.
Cost-plus pricing is a straightforward pricing method, where a firm sets a price by
calculating average production costs and then adding a fixed mark-up to achieve a
desired profit level. Cost-plus pricing is also called rule of thumb pricing.
There are different versions of cost-pus pricing, including full cost pricing, where all
costs - that is, fixed and variable costs - are calculated, plus a mark up for profits, and
contribution pricing, where only variable costs are calculated with precision and the
mark-up is a contribution to both fixed costs and profits. Cost-plus pricing is very useful
for firms that produce a number of different products, or where uncertainty exists. It has
been suggested that cost-plus pricing is common because a precise calculation of
marginal cost and marginal revenue is difficult for many oligopolists. Hence, it can be
regarded as a response to information failure. Cost-plus pricing is also common in
oligopoly markets because it is likely that the few firms that dominate may often share
similar costs, as in the case of petrol retailers. However, there is a risk with such a rigid
pricing strategy as rivals could adopt a more flexible discounting strategy to gain market
share.Cost-plus pricing can also be explained through the application of game theory. If
one firm uses cost-plus pricing - perhaps the dominant firm with the greatest market share
- others may follow-suit

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 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.

Indian Automobile Industry
The automotive industry in India grew at a computed annual growth rate (CAGR) of 11.5 percent
over the past five years, the Economic Survey 2008-09 tabled in parliament on 2nd July09 said.

The industry has a strong multiplier effect on the economy due to its deep forward and backward
linkages with several key segments of the economy, a finance ministry statement said.

The automobile industry, which was plagued by the economic downturn amidst a credit crisis,
managed a growth of 0.7 percent in 2008-09 with passenger car sales registering 1.31 percent
growth while the commercial vehicles segment slumped 21.7 percent.

Indian automobile industry has come a long way to from the era of the Ambassador car to Maruti
800 to latest M&M Xylo. The industry is highly competitive with a number of global and Indian
companies present today. It is projected to be the third largest auto industry by 2030 and just
behind to US & China, according to a report. The industry is estimated to be a US$ 34 billion
industry.

Indian Automobile industry can be divided into three segments i.e. two wheeler, three wheeler &
four wheeler segment. The domestic two-wheeler market is dominated by Indian as well as
foreign players such as Hero Honda, Bajaj Auto, Honda Motors, TVS Motors, and Suzuki etc.
Maruti Udyog and Tata Motors are the leading passenger car manufacturers in the country. And
India is considered as strategic market by Suzuki, Yamaha, etc. Commercial Vehicle market is
catered by players like Tata Motors, Ashok Leyland, Volvo, Force Motors, Eicher Motors etc.

The major players have not left any stone unturned to be global. Major of the players have got
into the merger activities with their foreign counterparts. Like Maruti with Suzuki, Hero with
Honda, Tata with Fiat, Mahindra with Renault, Force Motors with Mann.

Key Facts:
India ranks 12th in the list of the worlds top 15 automakers
Entry of more international players
Contributes 5% to the GDP
Production of four wheelers in India has increased from 9.3 lakh units in 2002-03 to 23 lakh
units in 2007-08
Targeted to be of $ 145 Billion by 2016
Exports increased from 84,000 units in 2002-03 to 280,000 units in 2007-08


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 2008-09. 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 franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia,
Senegal and South Africa.
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 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.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 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 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.

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 vehicles which were known `Tata Mercedes Benz' (TMB)
is now called `Tata' vehicles after the expiry of the collaboration agreement with Daimler-Benz
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 Nachi-Fujikoshi 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 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.

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 Citi 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 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 one-stop 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 petrol-driven 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.

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 world-Compaq 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 co-branded 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.

The year 2003- Tata Unveils CityRover .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 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.

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.

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:
TATA SUMO GRANDE
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 Indica
2002 Tata Indiva
2004 Tata Indigo Advent
2005 Tata Xover
2006 Tata Cliffrider
2007 Tata Elegante
2009 a Prima

3. Commercial vehicles:
TATA 1616 STARBUS
TATA MARCOPOLO BUSES
Tata Ace 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)
Globus (Low Floor Bus)
Tata Marcopolo Bus (Low Floor Bus)
Tata 3015 (Heavy truck)
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, 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