LITERATURE REVIEW

Indian Economy has undergone a radical transformation in the last three

decades. The discoveries and invention in various fields of life is perhaps
being the reasons for this transformation. The marketing strategy in India
which was practiced in the olden days has either been changed or been
refined so as to adjust with this dynamic world. If we consider the early
years of development of our economy, It is observed that the producers
consumers as well as production and consumption is becoming more and
more complex and specialized.
The present emphasis is one matters of providing a complete comfort or
status to the customers every walk of life. In the light of the present
marketing scenario, through this project, How HYUNDAI MOTOR &
TATA MOTOR can increase its market share in automobile industry
emphasis on marketing.

Authentic marketing is not the art of selling what you make but knowing
what to make. It is the art of identifying and understanding customer
needs and creating solutions that deliver satisfaction to the customers,
profits to the producers and benefits for the stakeholders. - Philip Kotler

This Project report tries to take a look on various aspects on Marketing

and study of Marketing strategies adopted by Hyundai Motors India
Limited (HMIL) & Tata Motors with a special focus on Hyundai Santro
& Tata Nano.

INTRODUCTION
INDIAN AUTOMOBILE INDUSTRY
A market is never saturated with a good product, but it is very quickly saturated with a
bad one. - Henry Ford
The automotive industry is one of the largest industries worldwide and in India as
well. The automotive sector is a vital sector for any developed economy. It drives
upstream industries like steel, iron, aluminium, rubber, plastics, glass and electronics,
and downstream industries like advertising and marketing, transport and insurance
The automotive industry can be divided into five sectors:1) Passenger Cars
2) Multi- Utility Vehicles (MUVs)
3) Two- and Three- Vehicles
4) Commercial Vehicles - Light Commercial Vehicles (LCVs) / Medium and
Heavy Commercial Vehicles (MHCVs)
5) Tractors
We will be looking at the Passenger car industry in India.

Despite a head start, the passenger car industry in India has not quite matched up to
the performance of its counterparts in other parts of the world. The primary reason has
been the all-pervasive regulatory atmosphere prevailing till the opening up of the
industry in the mid-1990s. The various layers of legislative Acts sheltered the industry
from external competition for a long time. Moreover, the industry was considered
low-priority as cars were thought of as unaffordable luxury

The following table presents a comparative view of the extent of

motorization in India vis--vis certain other countries in the world.
Country

Passenger Cars in Use

Two-Wheelers in Use

per Thousand Persons

per Thousand Persons

Developed Countries
U.S.A

478

14

United Kingdom

373

12

Japan

395

115

Germany

508

36

Indonesia

14

62

Philippines

10

14

South Korea

167

59

27

Emerging Economies
China

India

OBJECTIVES

Some of the Objectives which are focused upon in this report are:
A comprehensive analysis of Indian Automobile Industry.
To study the Marketing Strategies of Hyundai & Tata.
To focus on Marketing Mix of Hyundai & Tata
To study the consumer satisfaction level with focus to Hyundai &
Tata
Milestones achieved by Hyundai & Tata
Recommendations and observations regarding Hyundai & Tata

HYUNDAI MOTORS INDIA LIMITED

Hyundai Motor India Ltd. (HMIL) is a wholly owned subsidiary of the

Hyundai Motor Company (HMC), Korea, a part of the Hyundai Motor
Group comprising Hyundai Motor Company, Kia Motors, Hyundai Mobis
and other affiliated companies, with a combined turnover of over US$ 50
Billion. The Hyundai Motor Group with a presence in over 185 countries
and combined annual sales of over 3 million units is one of the fastest
growing auto manufacturers in the world.

HMIL has emerged as the second largest and the fastest growing car
manufacturer in India. HMIL presently markets over 26 variants of
passenger cars in six segments. The Santro in the B segment, Getz in the
B+ segment, the Accent in the C segment, the Elantra in the D segment,
the Sonata in the E segment and the Tucson and Terracan in the SUV
segment.

The company recorded combined sales of 215,630 during calendar year

2006 with a growth of 43% over year 2007. HMIL is India's fastest
growing car company having rolled-out over 700,000 cars in just over 70
months since its inception and is the largest exporter of passenger cars
with exports of over Rs. 1,700 crores. HMIL has recorded a staggering
growth of 149% in exports over the year 2007.

HMILs fully integrated state-of-the-art manufacturing plant near

Chennai boasts some of the most advanced production, quality and
testing capabilities in the country. In continuation of its investment in
providing the Indian customer global technology, HMIL has announced
plans for its second plant, which will produce 150,000 units per annum,
raising HMILs total production capacity to 400,000 per annum by 2007.
The plant will be built on a 2.1 million square meter site adjacent to the
existing facility with an investment of $450-$500 million on its new
integrated facility. HMIL is investing to expand capacity in line with its
positioning as HMCs global export hub for compact cars. Apart from
expansion of production capacity, HMIL plans to expand its dealer
network, which will be increased from 146 to 180 this year. And with the
companys greater focus on the quality of its after-sales service, HMILs
service network will be expanded to over 1,000 in 2007.

HMIL has many awards in its bouquet. It was declared The Star
Company amongst unlisted companies by Business Standard this year.
Getz got the coveted Car of the Year 2007 award twice over. It was
declared a winner by both Business Standard Motoring and CNBC-TV18
Autocar Auto awards. Hyundai Elantra won the CNBC-TV18 Autocar
Best Value for Money Car Award.

HMIL was also the Manufacturer of the Year two years in a row in
2006 and 2007. ICICI Overdrive Awards declared Hyundai as the Car
Maker of the Year in 2007. Hyundai products with state of the art
technology have also been winning many accolades over the years.
Santro bagged top honours in JD Power Asia Pacific for three years.

Accent was ranked No. 1 in J D Power Asia Pacific APEAL for two years
and also got Business Standard Motoring Jury award for its CRDi model.

HMIL has also been awarded the benchmark ISO 14001 certification for
its sustainable environment management practices.
The following table shows the HMILs cars and the various segments
they belong to as in the Indian market.
Segment

Classification

HMILs Car

Price
(Ex Showroom in Delhi)

Sub - Compact

Santo Xing

Rs. 278999

B+

Compact

Getz

Rs. 421000

Mid Size

Accent

Rs. 529000

Premium

Elantra

Rs. 853793

Luxury

Sonata

Rs. 1399000

SUV

Sports

Utility Tucson

Rs. 1462999

Vehicle

Terracan

Rs. 2059151

NEW MILESTONES

The Indian passenger car market is a highly competitive market.

Although its growth has been hi in past several years, profitability has
been impacted because of rising costs, change in excise policies and
intense price competition. With the developed countries like USA and UK
having 350 as an average no of cars per thousand persons it is very low in
India (5). So in future, the arena of competition is most likely to be
shifted to developing countries like India and that too in a highly
competitive segment like B-Segment.
With the opening of economy and relaxing norms by government, the
market has started witnessing the entry of new global players like Toyota,
Honda and GM in the Indian market, pointing to further intensification of
competition in future. With the consumer attaching higher value to the
features and economy in case of car buying, the players are likely to focus
more o product development (to incorporate dvanced features in their
designs) and advertisements (to set up their own positions in a consumer
mind).
HMIL is emerging as a major player in Indian passenger car market. Its
products are Santro and Accent are success stories in themselves. But the
buck does not stop here only. Its parent company HMC is focusing upon
HMIL as a base to integrate its production and R & D facilities across
Asia Pacific. For that HMIL is planning to increase its present production
capacity of 2.5 lakh cars per year to 4 lakh cars per year by 2007.

Exports are also another front which is giving HMIL an intense

opportunity to expand. For the first six months of this fiscal HMIL has

exported cars worth Rs. 1,325 crores and targeting an overall export of
over Rs. 2,700 crores in this fiscal up from Rs. 1,700 crores in 2006-07.
HMIL has sold a total of 236,878 vehicles in the Calendar Year 2007 so
far, achieving a growth of 21% over the January-November sales in 2007.
While domestic sales in January-November, 2007, were 148,515 - a
growth of 16.6% over the previous year, overseas sales during the period
stood at 88,363 units - a growth of 29%.
In November, 2007, HMI sold a total of 21,725 units - 14,010 vehicles in
the domestic market and 7,715 cars in the overseas market.
Over the years, HMIL has been focusing on effective brand building and
consumer strategy. This has contributed towards enhancing their bottom
line. A significant contribution in this success is of the advertisement
strategy adopted by HMIL. It has changed its advertisements time and
again. Now HMIL has started a new initiative under which they have
started their own in house advertising agency known by the name of
Innocean which will handle its all promotions.
With the new initiatives, HMIL is all set to achieve its ambitious growth
of 30% in sales over last year. Thus, Hyundai motors India limited is all
set to conquer the Indian passenger car industry.

AWARDS & RECOGNITIONS

As one of the fastest growing automobile compaies in India, Hyundai has

many accomplishments to its credit.
Business Standard - Star Company Award to Hyundai Motor India
JD Power Asia Pacific
Hyundai Santro has topped the JD Power Asia Pacific Initial
Quality Study (IQS) that measures product quality for three years
in a row (Years 2007, 2006 and 2007)
Hyundai Santro has topped the JD Power Asia Pacific APEAL
study that measures customer satisfaction for three years in a row
(Years 2006, 2007 and 2008)
Hyundai Accent has topped the JD Power Asia Pacific IQS for
2007 and the APEAL study for 2006 and 2007.
Business Standard Motoring
Hyundai Getz is BS Motoring's 'Car of the Year' 2007
BS Motoring BS 1000 Company of the year 2007 Hyundai
Motor India Limited
Hyundai Santro is BS Motoring's 'Car of the Year' for 1999
CNBC
Hyundai Getz is the CNBC Autocar Car of the Year 2007
Hyundai Elantra Best Value for Money Car of the Year 2007

Company Awards CNBC Autocar India Hyundai has been

the manufacturer of the year for two years in row.

PRODUCT - HYUNDAI SANTRO

The Santro was launched on September 23

rd

1998 in the Indian market

and the company sold around 17000 units in first five months. The Tall
Boy concept was well taken by the Indian Customer. Since its inception
Santros sales has been achieving an annual growth rate of about 20% on
an average. An advertising campaign starring Shah Rukh Khan and Preity
Zinta was unleashed to further boost the sales and this has certainly
proven to be effective. As a result of which Santro has now become a
market leader in its own Segment (B-Segment) leaving earlier market
leader Maruti Zen and Tata Indica. Repositioned from being a family car
to an individuals first car, within a short span of time the Santro has been
able to capture the hearts and minds of the consumers.

The following table gives the ex-showroom prices of all the variants of
Santro:
Models
Santro XK Non AC (Solid)
Santro XK Non AC (Metallic)
Santro XK AC (Solid)
Santro XK AC (Metallic)
Santro XL (Solid)
Santro XL (Metallic)
Santro XO (Solid)
Santro XO (Metallic)
Santro Xing AT (Solid)
Santro Xing AT (Metallic)

Ps of Hyundai Motor India Ltd. With focus to Hyundai Santro

Ever since its launch in 1998 the Santro has proved to be the best compact
car in India, thanks to its excellent design and extensive testing for over
100,000 kilometers in real Indian road and climate conditions. It is clever
design that gives cars this touch of practical beauty. Hyundai has come up
with a vehicle that surprises with its ability to utilize space extraordinarily
well. The Hyundai Santro is probably the first of the `big-small' cars that
hit Indian roads. Set between the B and C segments in terms of size and
price, the Santro attempts to offer trim quality, interior space and build
quality on a par with the pricey sedans. First it was Santro. Then it got
renamed as Santro Zip Drive. After a while, Santro Zip Drive got replaced
by Santro Zip Plus. And then came its new
global' car, Santro Xing. Yes, Santro Xing is the new avatar of the Santro

Zip Plus. However, this time it is not just a change in the name; the new
avatar also looks different from its predecessor. The Santro Xing comes in
five versions, including automatic transmission, and has a new sporty
exterior with safety features which meet European standards. The Santro
Xing is available in nine colours viz., Ebony Black, Noble White, Satin
Grey, Fairy Leaf, Forest Dew, Husky Blue, Mystic Lavender, Passion Red
and Bright Silver. The colours present a varied choice to consumers in
picking a car that most closely defines their personality. Consumers can
have a feel of the color right from their homes by logging on to the
website of Santro Xing. Santro Xing comes with all new looking feel
exterior and interior styling. That, coupled with new advanced features,
offers the best comfort & luxury in the favourite compact car. New bigger
& brighter clear headlamps, smiling radiator grille, power operated rear
windows with child lock and lots of other smart features like the seat
under tray are the hallmarks of your Sunshine Car. Santro is being

produced exclusively in India and the Indian Xing will now drives the
World. The idea was to create a constant hype around Santro to give it
that competitive edge and make it the truly sunshine car.
CHIC AND CLEAN
Hyundai calls the Santro a Euro-styled, premium hatchback. If simple
straight lines and a practical, consistent design theme are indicative of
pronounced European-styling, then the Santro belongs to that class.
European or not, the Santro is a good-looking car that is also upfront
about its focus on practicality, with marginal excesses in design, a trait
that could not be associated with Hyundai's first car for the Indian market
the Santro.
Its exterior styling gives it a sort of dual personality. The large format,
clear lens-type headlamp cluster dominate the car's frontal view. The
short, sloping bonnet and the single-slat grille seem to visually add some
more measure to the Santros already class-leading width. These features
as well as the broad front bumper and the sharply raked windscreen make
it look very sedan-like, when viewed from the front. The muscular
shoulder flanks and the prominent, flaring wheel arches give ita wellplanted, aggressive profile.
SIMPLE INTERIORS
The interiors of the Santro wear a fresh and simple look. The finish
quality is good and dimensional accuracy of dashboard and door panels
rival those of a few C-segment cars. The soft feel plastic used for the
dashboard panels adds a touch of class, but the dimpled finish may be a
bit difficult to clean and maintain in Indian conditions.

There are ample storage options, including the deep glove box, the
removable ashtray cup, bottle and cup holders at the front and rear, seat
side pockets, coin storage on the door handles, bag hook at the rear of the
front passenger seat and the 60:40 split, folding rear seats that go on to
more than treble the boot storage space. The instrument cluster is housed
in a simple semicircular dashboard panel and features two rounds,
chrome-lipped gauges for the rpm meter and speedometer. The cluster
also features a digital clock and trip meter. Power and tilt-adjustable
steering is standard. The centre console features a brushed aluminum
slap-on panel and houses rotary type controls of the HVAC (airconditioning) system and positive type controls for the rear defogger,
hazard lights and fog lamps. The dual adjusting air-conditioner louvers
look sophisticated and add to the Santros up market image. The
dashboard extends more than a foot into the cabin. While this gives the
driver even more open storage space on the flat faced top, at the bottom,
after the dashboard tapers off, the driver and co-passenger get loads of
recessed leg space.
ENGINE & TRANSMISSION
The Santro had been brought in with Hyundai's new 1,341cc, in-line,
four-cylinder, SOHC engine that develops a maximum power of 82.9PS
at 5,500 rpm and a peak torque of 11.8 kgm at 3,200 rpm. With the peak
torque kicking at a low 3,200 rpm, you will not have to rev the engine up
to a grunt to get the best out of it. However, as the Santro's engine is
mapped for economy, there is a mild lag before the torque kicks in the
first three gears. The other side of this slightly slow, but steady rise in
torque is that this powerful 1.3-litre engine is surprisingly tolerant of
lower speeds in every gear slot. As a result, knocking is minimal

obviating frequent shifts to a lower gear. So, while the Santro delivers a
lively performance in city traffic, the lull before peak torque kicks in may
be only a tad bothersome on the highway. But once you are past 3,000
rpm, it zips.
KEY TECHNICAL SPECIFICATIONS AND FEATURES
Santro Xing
Dimension and Weight

Engine

Overall Length (mm)

3565

Overall Width (mm)

1525

Overall Height (mm)

1590

Wheelbase (mm)

2380

Min. Turning Radius

4.4 m

Number of cylinders

Number of valves

12

Engine

1086

Displacement(cc)
Performance

Maximum

Output 63@5500

(ps@rpm)
Maximum

Torque 9.1 / 4000

(kgm@rpm)
Tyres

Size

155/70 R 13 Radial

THE SECOND P THE PRICE

Using money as a magnet to attract customers kills loyalty, mangles

margins and encourages defections. But Unique Selling Price is

undoubtedly one of the roads to success in the intensely competitive

automobile business. Ceteris Paribus, the purchase decision of the firsttime buyer is influenced by four factors---Price, Price, Price and Price.
The first is the price of acquisition. The second is the price of finance or
the rate of interest on the loan. The third is the price of maintenance,
which includes the cost of fuel, service and spare parts. And the fourth is
the price of disposal or the resale value of the car.

High indigenization stood Hyundai in good stead when it came to its

entry pricing. Hyundai surprised its competitors with a under Rs.3 lakh
(ex-factory) price, slightly below the Maruti Zen (Rs.3.2 lakh).
Competitors and analysts criticized Hyundai for predatory pricing, but
Hyundai maintained that the low price is a result of high indigenization
level and effective ancillarisation. This gave Hyundai a strong foot-hold
as its production costs were lower. Hyundai ensured cost competitiveness
through tie-up between Lumax (well known supplier of lighting systems)
with Hyundais Korean vendor Samlip, to form Lumax-Samlip Industries.
This was because they were operating on much better overhead
absorption, being suppliers to other manufacturers in India. Also, they
already had a grasp of technology because they had partnerships with
Japanese, European or American companies.

Hyundai offers a comprehensive range of finance packages to suit all

budgets, including Hyundai Finance which as an affiliated finance
company offers complete financing packages tailored to individual
requirements. Hyundai also has tie ups with banks like ICICI, Bank of
America, KPML etc to offer loans to buyers.

The following table gives the ex-showroom prices of all the variants of
Santro:
Models

Ex-Showroom Price (in Rs.)

Santro XK Non AC (Solid)

2,78,999

Santro XK Non AC (Metallic)

2,82,973

Santro XK AC (Solid)

3,32,999

Santro XK AC (Metallic)

3,36,972

Santro XL (Solid)

3,55,999

Santro XL (Metallic)

3,59,972

Santro XO (Solid)

3,81,999

Santro XO (Metallic)

3,85,975

Santro Xing AT (Solid)

4,24,324

Santro Xing AT (Metallic)

4,24,298

70% of the cost of a car over its lifetime goes in maintenance.

Accordingly, in Hyundai, pre-delivery inspection takes place at three
stages---one, after the car rolls off the assembly line, the next when it is
loaded into the auto compound and finally, at the dealers premises before
it is handed over to the customers. This increases the time between
services for Santro. For instance, Maruti recommends services after every
5,000 kilometers; whereas Hyundai recommends it after every 10,000
kilometers. Similarly, the engine oil, filter assembly for the Santro is
priced lower than that for the Maruti Zen. This low-cost proposition for
spares offers an added advantage when a buyer compares running costs.

Hyundai realized the difficulty to compete in the car markets and decided
to go for a sharp differentiation strategy. In order to avoid the price game,

it decided to reinforce the individualistic positioning of the brand and

tried to match the customers perception that the car is a commodity using
other differentiators. Hyundai opted against the drop in prices, one reason
being the fact that, buyers are shopping for brand associations and
customers are unlikely to let their decisions be swayed by savings of a
few thousands.
THE THIRD P THE PLACE

Hyundai has spent time studying dealer networks. It found that dealers
were inconveniently located, their behavior towards customers left much
to be desired, and there was a lack of transparency in dealer operations.
So the Hyundai outlook towards dealership is compact dealership instead
of a mammoth network. The emphasis is on a dealer-customer
relationship where each customer is given time. The company insists on a
one-to-one relationship to build a long lasting association. To this end, the
company insists on ownership and operation of dealerships resting on one
person, thus reducing absenteeism and promoting immediate decisions.

HMIL has established a start-up network of 70 dealer workshops (now

close to 150), equipped with the latest technology machines and
international quality press, body and paint shops, across the country.
These dealer workshops include company owned outlets called Hyundai
Motor Plaza, that provide a Hyundai customer a one-stop shop for
meeting all needs.

In place of large showrooms and workshops, Hyundai decided that the

workshop should be ideally 10,000 sq.feet, which could be worked in
three shifts and the showrooms it preferred were 1,600-1,800 sq.feet.
Dealers who already had land would have to invest Rs.1.5 crores for the
rest. With this infrastructure dealers can handle 200-250 cars a month,
which gives them adequate time to establish rapport with customers.
The company has also cut expenses of its dealers by keeping inventories
low. Hyundais dealers are given limited stock. This does not mean that
Santros spares come late. On the contrary, the cars parts are available
within 24 hours.

The dealer network is established with the objectives of providing the

customer the very best through a 24 hour hotline system, round the clock
workshop services, roadside services with tow away facilities, round the
clock helpline services, etc.
THE FOURTH P THE PROMOTION
If you're trying to persuade people to do something, or buy something, it
seems to me you should use their language, the language in which they
think. - David Ogilvy
Strapped with the tagline Smarter people drive Santro Hyundai Santro
hit the Indian roads nearly a decade back. Hyundai Santro being a much
admired lifestyle brand was launched in nine colors with a colorful and
jazzy advertising campaign developed by its advertising agency Saatchi
and Saatchi. Hyundai set aside as high as Rs 5 crore for advertising and
promotions each month. Effective advertising can add immense value to

brands, even in the small car segment, where the typical customer is far
more informed and aware of the product behind the brand.
Hyundai Motor India Ltd (HMIL) realized Indian consumers' penchant
for unique designs soon after their entry into India. With the run away
success of the Santro, HMIL was right with its promotion strategy and
came up with a winning campaign. Hyundai Santro has come a long way
from its original Santro version to

Santro zip drive moving on to

Santro zip plus and now to the newer and refreshed

Santro Xing,

employing a different tag-line and promotional approach each time.

INTRODUCTION OF TATA GROUP

The story of Tata group of business unfolds with the birth of its founder
Jamshed ji Tata in the small town of Navasari in Gujarat in 1839. He
breathed his last in 1904 in Germany. His parents were Nuseerwan ji and
Jeevanbai Tata. Nuseerwan ji was the first businessman in a family of
parsi Zorastrian priests. Destiny called him to Bmbay where he started
trading. Jamshed ji joined him at the tender age of fourteen. He took
admission in Elphinstone college and while still a student he married
Hirabai Daboo. Jamshed ji graduated in 1858 and joined his father trading
firm. Those were turbulent times. The British had just managed to
ruthlessly crush the 1857 Revolt. Since the age of twenty-nine Jamshed ji
continued to work in his fathers firm. In 1868 he started a trading
company on his own with a capital of Rs.21,000/- his first step was to
acquire a bankrupt oil mill and convert it into a cotton mill which he
renamed Alexander Mill. Two years later he sold it with a good margin of
profit. With this he set up a cotton mill in Nagpur in 1874. queen Victoria
had just been declared the Empress and in keeping with the times
Jamshed ji named it Empress mill. Jamshed ji was a unique personality. It
was not just his own personal success but also of those who worked for
him and his group. Jamshed ji was in close contact with revolutionary
thinkers and nationalists like Dadabhai Naoroji and Pherozeshah Mehta
and strongly influenced by them. He came to the conclusion that
economic self-sufficiency should go hand with political independence.
The former should be the base of the latter. Jamshed ji had three key ideas
in mind. He wanted to set up an iron and steel company, world class
learning institution and a hydroelectric plant. Unfortunately during his
time none bore fruit but he had planted the seed, which later took roots

and spread its branches under the care of his successors. The only
achievement that he lived to see was the taj mahal hotel .it was completed
in December 1903 for a princely amount of Rs.4, 21,00,000/- in this too
he was inspired by nationalist thinking. In those days the locals, that is
Indians, were not allowed into the best European hotel . taj mahal hotel
was a befitting reply to this discrimination. Tata group is a private
conglomerate with headquarters at Mumbai. The present chairman is
Ratan Tata who took over from J.R.D. Tata in 1991. A member of the Tata
family is always the chairman of the group. Its operations covers many
fields related to industry and allied activities concerned with know-how
and its application engineering, information technology, communications,
materials, automotive, chemicals energy, telecommunications, software,
hotels, steel and consumer goods. The statistics and figures of Tata group
speak for themselves.
Its revenue touches $967,229 million or $ 21.9 billion in 2005/06. This is
equal to 2.8% of Indias GDP. There are about 246.000 employees in the
tat group as per records of 2004. Market capitalization figure is $57.6
billion. There are ninety-six companies operating in seven business
sectors. A only twenty-eight of the ninety-six in Tata group are publicly
listed. Tata operates in more than forty countries across six continents. It
exports products and services to one hundred and forty nations. The
charitable trust of Tata of holds 65.8% of the ownership of Tata group
TISCO now called Tata steel set up in 1907 Indias first iron and steel
plant in Jamshedpur, whish is often called Tatanagar. Production actually
started in 1912. It produce steel at the lowest cost in the word. This is
mainly because it is assisted by group member concern that deals with the
supply of raw material like coal and iron. In 1910 was set up Tata HydroElectric power Supply Company. In 1917 the Tata group made its debut

in the field of consumer goods industry with the setting up of Tata oil mill
dealing in soaps, detergents and cooking oil. 1932 saw the establishment
of Tata airlines. Tata chemicals made its appearance I 1939. Telco now
known as Tata Motors started to manufacture locomotive and engineering
products from 1945. January 2007 is a watershed in the history of Tata
group. Tata steel made a successfyl bid for UK based corus group, which
was one of the worlds leading steel and aluminum producers. After an
unprecedented nine rounds of bidding Tata finally clinched the deal.
Tata offered to buy 100% stake in Corus at 608p per share (all cash)
totaling to a value of $12.04 billlion. It has turned out to be the biggest
acquisition by any Indian Company. Tata Power is one of the largest
private sector companies in India and supplies power to Mumbai and
parts of New Delhi. Then there are Tata Chemicals and Tata Pigments. In
the service sector there are Tata Companies dealing with hotels, general
insurance and life insurance. Tata offers management, economic and
financial consultancy services. Tata offers management, economic and
finanacial consultancy services. Tata is one of the best names in the world
of investments and shares. In the area of education Tatas publishing
house of Tata McGraw Hill is a renowned name. Many renowned public
sector companies and research organizations like Indian Institute of
Science, Tata Institute of Fundamental Research, Tata Institute of Social
Sciences, Tata Energy Research Institute and Air India (Tata Airlines) owe
their origins to the name of Tata. Other educational institutes are Tata
Institute of Science now Indian Institute of Science, Bangalore. Tata
Institute

of Fundamental Research Deemed University, Tata

Management Training center, Pune, Tata Institute of Social Science

deemed University and National Centre for the Performing Arts. The
name of Tata is linked to consumer durables like tea, watches (Titan)

Tata Trent (Westside) to Tata skyand even gold and diamonds like
Tanishq brand of jewellery. In Information systems and communications
the Tata name comes with Computational & Research Laboratories,
INCAT, Nelco, Nelito Systems, TCS and Tata Elxsi.
There are software companies Tata Interactive Systems, Tata Infotech,
Tata Technologies Ltd, Tata Teleservices, Tatanet etc. Tata acquired
VSNL, the Indian telecom giant from Bermuda bassed Canadian
company named Teleglobe in 2005. The aim of Tata Group to improve
the quality of life in the society by virtue of integrity, understanding,
excellence, unity and responsibility. The entire family known as the Tata
Group shares these values. Tatas contribution to Indias education,
science and technology has been widely documented and respected. The
blue colored log of Tata speaks for fluidity as well as fountain of
knowledge. In can also be seen as a tree under which all are welcome to
take refuge.

INDUSTRY PROFILE

An embryonic automotive Industry emerged in India in the 1940

following the independence in 1953 the government of India and the
private sector launched efforts to create an automotive component
manufacturing industry to supply to the automobile industry. However the
growth was relatively slow in the 1950s to 1960s due to nationalization
and the license raj which hampered the Indian private sector. After 1970
the automotive industry started to grow but the growth was mainly driven
by tractors, commercial vehicles and scooters, cars were still a major
lixury Japanese manufacturers enterd the Indian market ultimately
leading to the stablishment of maruti udyog. A number of foreign firms
initiated joint venture with Indian companies.

In 1980s a number of Japanese manufacturers launched joint venture for

building motorcycles and light commercial vehicles automobile company
like TATA MOTORS, Mahindra and Mahindra, Ashok Leyland, Swaraj
Mazda and Eicher are manufacturing high performance delivering LCVs.
The LCVs produced by these companies are not only sold in India but are
also exported to various foreign markets as well.

The last few years huga amount of investment have been made in
automobile industry. With more global players getting interested in Indian
automobile Industry, these investments are supposed to increase even
more in the near future. Most of LCV manufacturers in the country are
emphasizing on better research and development activities and efforts are
being given to provide efficient after sales services to customers.

Some of the popular offerings in the field of light commercial vehicle

from the TATA MOTORS stable are 407 and 709 of which the former has
made a distinct mark in the category of Indian LCVs. However the
recently Tata Ace has brought about dramatic change in the Indian LCV
market. Low priced and attractively designed. The Tata Ace has been
hugely popular and recorded significant sales in the first year of
production itself.
Ashok Leyland is another major player with product like cargo 759 tipper
to boast of with a wheel base of 3200 mm and 5 speed synchromesh
gearbox; it has got 4 cylinder diesel power engines.

COMPANY PROFILE

The TATA Group comprises 98 operating companies in seven business

sector: Information systems and communication, Engineering, Materials,
Services. Energy Consumer Products and Chemicals. The Group was
th

founded by Jamsed Ji Tata in the mid 19 century, a period when India

had just set out on the road to gaining independence from British rule.
Consequently Jamsed Ji Tata and those who followed him aligned
business opportunities with the objective of nation building. This
approach remains enshrined in the Groups ethos to this day. The TATA
Group is one of the Indias largest and most respected business
conglomerate, with revenues in 2006-07 of $ 28.8 billion (Rs. 129,994
crore) the equivalent of $ 60.56 billion as on April 3, 2008. TATA
Companies together employ some 289,500 People. The groups 27
publicly listed enterprises among them stand out names such as TATA
steel, TATA Consultancy Services, TATA Motors and TATA Tea
have a combined market capitalization that is the highest among Indian
business houses in the private sector, and a shareholder base of over 2.9
million.
The TATA Group has operations in more than 80 Countries, six continents
and its companies export products and services to 85 countries. The TATA
Family of companies shares a set of Five Core Values:
Integrity, Understanding, Excellence, Unity and Responsibility.
These values which have been part of the Groups belief and conviction
from its earliest days, continue to guide and drive the business decisions
of TATA Companies.
The Group and its enterprises have been steadfast and distinctive in their
adherence to business ethics and their commitment to corporate social

responsibility. This is a legacy that has earned the Group the trust of
many millions of shareholders in a measure few business houses
anywhere in the world can match.
ORGANISATION STRUCTURE

When companies announce their annual reports or bask in the glow of

successful deals, it is often the CEOs who take centre stage. However, a
lot of the groundwork for a successful venture is
done by another important functionary in the corporate machinery, the
chief financial officer who goes by the humbler acronym of CFO. With
rapid economic growth and increased globalization over the last decade
the importance of the finance professional has grown manifold and for the
top finance professional in an organization, the CFO, the changing
dynamics of international business have caused him to adopt and adapt at
a frenetic pace. All these and many other details were discussed at the
closed-door two day CFO Strategies India 2009 Summit, organized by
Dubai-based Naseba at the Hotel Le Meridien in Mumbai on 15 and 16
September 2009.
Although an ideal township where nature is in perfect harmony with steel
manufacturing, it was admittedly, a small operation with only 4 million
tonnes annual capacity. Also, even though Tata Steel had a lea`ership
position in finished goods like automobiles and white goods, in many
other details were adopt and adapt at a frenetic pace. All these and many
other details were discussed at the closed-door- two-day CFO Strategies
India 2009 summit, organized by Dubai-based Naseba at the Hotel Le
Meridien in Mumbai on 15 and 16 September 2009.

On the first day Kaushik Chatterjee group CFO, Tata Steel, treated the
delegates to an enlightening session. In his 30-minute presentation
M&A-growth strategy for value creation, Chatterjee spoke in detail on
the growth of the Tata Group in general and Tata Steel in particular, all on
the strength of mergers and acquisitions. Of particular interest were his
views on the Corus acquisition of 2007 that had occupied the pages of
pink sheets worldwide. Chatterjee candidly admitted that the earlier
growth of the Tata Group had been largely organic as previous political
regimes had not been very conducive to growth by acquisition, either
domestic or international. He called the 10 years from 1992 onwards as
the decade of transformation. Elaborating on the Arthur D Little
recommendations for the group in the early 90s, Chatterjee said that the
consultancy had been quite vocal on the groups needs to be
internationally competitive, something quite alien to the house of Tata
then. However the sleep growth curve that had started in 2000 with Tata
Teas acquisition of Tetley grew even steeper and faster with one
acquisition after another by different group companies, topping off with
the $12.11-billion takeover of Corus last year. The meteoric growth
strategy for Tata Steel in particular and how it grew to become the sixthlargest steel producer in the world. Of course, he didnt forget to mention
that his company continues to be the Lowest-cost steel producer in the
world as well. As of 2003 Tata Steel was essentially a one-site company
centred in the pristine locales of Jamshedpur-aptly named after the great
man who envisioned the place, Shri Jamshed Ji Nusserwan ji Tata.
Although an ideal township where nature is in perfect harmony with steel
manufacturing it was admittedly, a small operation with only 4 million
tones annual capacity. Also even though Tata Steel had a leadership
position in finished goods like automobiles and white goods in many

other aspects it lagged behind its competitors. More importantly as

regards a foreign presence there was none Chatterjee spoke of how the
senior management got together at this point of time to envision an
aspirational target for the company as well as brainstorm on how to
achieve it. From these high-level discussions emerged a target-15 million
tones annual capacity by 2015 subsequently revised to 50 million tones
a ten-foldplus increase in just ten-plus years. Of course the companys
jewel in the crown Jamshedpur was to be very much a part of the action.
Target capacity was set at 10 million tones by 2010 with gradual
increments over the years: 4 to 5 million tones in 2005 (already achieved)
5 to 6.8 million tones in 2008 (on schedule) and 6.8 to 10 million tones in
2010 (expected).
Reason behind these ambitious numbers
Chatterjee explained that such an ambitious target wa born out of the
managements confidence in a vibrant world economy with special
emphasis on engines of growth like India, China, Russia, South-East Asia
and Brazil. Indeed many of the companys recent investments bear ample
Worlds cheapest car, Tata Nano has been unveiled in the 9th annual New
Delhi Auto Expo today. With lots of hypes and expectations, this fourdoor car was made public in a festive mode. Lots of public interests
created for this much-awaited Rs one lakh car, which many think, to be
instrumental in peoples dream to shift from a two wheeler to a four
wheeler. Tata Motors has dubbed it as Peoples Car, indicating its
involvement to the people of root level.
Nano is a supermini car which has some advantages over its competitor
Maruti 800, which brought out a revolution in the Indian car industry
about two decades ago. Nano has 21% more interior space with 8 % less

in its exterior from Maruti 800. Moreover, the price is deemed to give the
biggest market advantage to Nano compared to other automakers in
Indias price sensitive market. Tata Motors has already selected a place
for the manufacturing plant of Nano in Singur, a backward area of
Hoogly district in West Bengal.
Actually, Tata Nano is going to create new market segment in Indian
market. It is expected to lessen the difference in price level between two
wheelers and four wheelers. So, industry analysts are thinking that the
market of two wheelers will be affected with the advent of Nano. Industry
analyst Deepak Jain has said in an interview that about 10% of twowheeler market will be taken away by Nano.
ABOUT TATA NANO
THE NANO CHASE :

MARCH 2003: RATAN TATA REVEALED PLANS TO MAKE

WORLDS CHEAPEST CAR AT GENEVA MOTOR SHOW.

MAY 2006 : PREVIOUS SITE FOR NANO PLANT:-SINGUR.

OCT 2006 : POLITICAL OPPOSITION BY TRINAMOOL

CONGRESS.

MAY 2007:PEACE TALKS BETWEEN STATE & TC FAILS;

ONE MORE FARMER COMMITS SUICIDE.

JAN 2008: RATAN TATA UNVEILS NANO AT DELHI AUTO

EXPO

CALCUTTA

HC

TERMS

SINGUR

LAND

ACQUISITION LEGAL.

MAY 2008: SUPREME COURT REFUSES TO STAY NANO

ROLL-OUT FROM SINGUR.

AUG 2008 : RATAN TATA THREATENS TO EXIT SINGUR;

AFTER ASSAULT FACTORY WORKER STAY AWAY FROM
WORK.

OCT 2008: TATA READY TO PULL OUT OF THE NANO

PLANT FROM SINGUR AND DECLARES SANAND(GUJRAT)
AS THE NEW MANUFACTURING LOCATION.

MAR 2009: UNVEILS THE EUROPEAN VERSION OF NANO

AT GENEVA MOTOR SHOW.

23

RD

MAR 2009: NANO LAUNCHED.

CONCEPT AND DESIGN:

THE PROJECT TO CREATE THE WORLD'S CHEAPEST

PRODUCTION CAR BEGAN IN

2003, UNDER THE

CHAIRMAN OF TATA MOTORS, RATAN TATA, INSPIRED

BY THE NUMBER OF INDIAN FAMILIES WITH TWOWHEELED RATHER THAN FOUR-WHEELED TRANSPORT.
THE NANO'S DEVELOPMENT HAS BEEN TEMPERED BY
THE COMPANY'S SUCCESS IN PRODUCING THE LOW
COST 4 WHEELED ACE TRUCK IN MAY 2005.

CONTRARY TO SPECULATION THAT THE CAR MIGHT BE A

SIMPE FOUR-WHEELED AUTO RICKSHAW, THE TIMES
OF INDIA REPORTED THE VEHICLE IS "A PROPERLY
DESIGNED

AND

BUILT

CAR".THE

CHAIRMAN

IS

REPORTED TO HAVE SAID, "IT IS NOT A CAR WITH

PLASTIC CURTAINS OR NO ROOF IT'S A REAL CAR."

TO ACHIEVE ITS DESIGN GOALS, TATA HAS REFINED THE

MANUFACTURING PROCESS, EMPHASIZED INNOVATION
AND SOUGHT NEW DESIGN APPROACHES

FROM SUPPLIERS. THE CAR WAS DESIGNED AT ITALY'S

INSTITUTE

OF

DEVELOPMENT

IN

AUTOMOTIVE

ENGINEERING WITH RATAN TATA REQUESTING

CERTAIN CHANGES, SUCH AS THE ELIMINATION OF ONE
OF TWO WINDSCREEN WIPERS.

THE NANO HAS 21% MORE INTERIOR SPACE AND AN 8%

SMALLER EXTERIOR COMPARED TO ITS CLOSEST RIVAL,
THE MARUTI 800. THE CAR WILL COME IN DIFFERENT
VERSIONS, INCLUDING ONE STANDARD AND TWO
DELUXE MODELS. THE DELUXE VERSION WILL HAVE AIR
CONDITIONING, BUT NO POWER STEERING. THE INITIAL
PRODUCTION TARGET SET BY TATA MOTORS IS 250,000
UNITS PER YEAR.

COST SAVING METHODS:

THE NANO'S BOOT DOES NOT OPEN, INSTEAD THE REAR

SEATS CAN BE FOLDED DOWN TO ACCESS THE BOOT
SPACE.

IT HAS A SINGLE WINDSCREEN WIPER INSTEAD OF 2

SOME EXTERIOR PARTS OF IT ARE GLUED TOGETHER,

RATHER THAN WELDED

IT HAS NO POWER STEERING

IT'S DOOR OPENING LEVER IS MUCH SIMPLER

PRICE:

TATA INITIALLY TARGETED THE VEHICLE AS "THE LEAST

EXPENSIVE

PRODUCTION CAR IN THE WORLD"

AIMING FOR A STARTING PRICE OF 100,000 RUPEES OR

APPROXIMATELY US$2000 (USING EXCHANGE RATE AS

OF MARCH 22, 2009) 6 YEARS AGO, DESPITE RAPIDLY
RISING MATERIAL PRICES AT THE TIME.

AS OF AUGUST 2008, MATERIAL COSTS HAD RISEN FROM

13% TO 23% OVER THE CARS DEVELOPMENT,AND TATA
FACED THE CHOICE OF:

INTRODUCING THE CAR WITH AN ARTIFICIALLY LOW

PRICE THROUGH GOVERNMENT SUBSIDIES AND TAXBREAKS, OR

FORGOING PROFIT ON THE CAR, OR

USING VERTICAL-INTEGRATION TO ARTIFICIALLY BOOST

PROFITS

ON

CARS

AT THE

EXPENSE

OF

THEIR

MATERIALS INDUSTRIES, OR

PARTIALLY

USING

INEXPENSIVE

POLYMERS

OR

BIODEGRADABLE PLASTICS INSTEAD OF A FULL METALBODY, OR

RAISING THE PRICE OF THE CAR

SUBSEQUENTLY HOWEVER MATERIAL PRICES DROPPED

DRAMATICALLY AS A RESULT OF THE

FINANCIAL

CRISIS OF 20072009.
COMPARISON:

OVERALL LENGTH 3099 MM

OVERALL WIDTH 1495 MM (& 1620 MM WITH ORVM)

OVERALL HEIGHT 1652 MM

WHEELBASE 2230 MM

GROUND CLEARANCE 180 MM MIN.

TURNING CIRCLE RADIUS 4 M SEATING CAPACITY 4

PERSONS

FUEL TANK CAPACITY 15 LITERS

NANO:600 KG

NANO CX:615 KG

NANO LX:635 KG

COMPARSION BETWEEN TATA NANO AND MARUTI 800

Specification

Tata nano

Hyundai Santro

Engine

623cc petrol parallel

1196cc inline three

twin.

,petrol.

Max power

34.5bhp@52520rpm

42bhp@5800rpm

Performance

0-60kph in 8.66 secs

0-60kph:7.1secs

Top speed

105kph

150kph

Weight

600kg

965kg

Fuel capacity

15 litre

35 litre

Price(lakh)

1.34-1.85

3.56-4.56

Mileage

23.4 kpl

16.5 kpl

RESEARCH METHODOLOGY

Research methodology is considered as the nerve of the project. Without a

proper well-organized research plan, it is impossible to complete the
project and reach to any conclusion. The project was based on the survey
plan. The main objective of survey was to collect appropriate data, which
work as a base for drawing conclusion and getting result.
Therefore, research methodology is the way to systematically solve the
research problem. Research methodology not only talks of the methods
but also logic behind the methods used in the context of a research study
and it explains why a particular method has been used in the preference
of the other methods
Research design:
Research design is important primarily because of the increased
complexity in the market as well as marketing approaches available to the
researchers. In fact, it is the key to the evolution of successful marketing
strategies and programmers. It is an important tool to study buyers
behavior, consumption pattern, brand loyalty, and focus market changes.
A research design specifies the methods and procedures for conducting a
particular study. According to Kerlinger, Research Design is a plan,
conceptual structure, and strategy of investigation conceived as to obtain
answers to research questions and to control variance.
Sampling Techniques
The next step in research study after collecting data is the sampling
process. When a decision is made to use the sample, a number of factors

must be taken into consideration. The various steps involved in the

sampling process are:
Identifying target population.
Determining sample frame.
Selecting sampling procedure.
Determine sample size.
Execute sampling
Obtaining information from respondents.
Generating information for decision making.

The target population in this study was the STUDENTS &

EMPLOYEES.
The sampling technique had to be selected. There are two types
of sampling techniques:
Probability sampling
Non-probability sampling

Stratified Sampling
If the population from which a sample is to be drawn does not
constitute a homogenous group, then stratified sampling technique is
applied so as to obtain a representative sample. In this technique, the
population is stratified into number of non-overlapping sub populations or
strata and sample items are selected from each stratum. If the items
selected from each stratum is based on simple random sampling, the
entire procedure, first stratification and then simple random sampling is
known as stratified sampling. The stratified sampling results in a more

reliable and detailed information. The researcher uses simple random

sampling for selection of items from each stratum.
Data collection methods:
After the research problem, we have to identify and select which type of
data is to research. At this stage; we have to organize a field survey to
collect the data. One of the important tools for conducting market
research is the availability of necessary and useful data.
Primary data:
For primary data collection, we have to plan the following four important
aspects.
Sampling
Research Instrument
Secondary Data - The Companys profile, journals and various

literature studies are important sources of secondary data.

Data analysis and interpretation

1. Questionnaires
2. Pie chart and Bar chart

Questionnaires:

This is the most popular tool for the data collection. A questionnaire
contains question that the researcher wishes to ask his respondents which
is always guided by the objective of the survey.
Pie chart:
This is very useful diagram to represent data, which are divided into a
number of categories. This diagram consists of a circle of divided into a
number of sectors, which are proportional to the values they represent.

The total value is represented by the full create. The diagram bar chart
can make comparison among the various components or between a part
and a whole of data.
Bar chart:
This is another way of representing data graphically. As the name implies,
it consist of a number of whispered bar, which originate from a common
base line and are equal widths. The lengths of the bards are proportional
to the value they represent.
Preparation of report:
The report was based on the analysis and presented with the findings and
suggestions. The sample of the questionnaires is attached with the report
itself.

SWOT ANALYSIS

Stren
gths
B
r
a
n
d
N
a
m
e
L
a
r
g
e
D
i
s
t
r
i
b
u
t
i
o
n
N
e
t
w
o
r
k
W
i
d
e
p
r
o
d
u
c

t
o
ff
e
ri
n
g
a
t
d
if
f
e
r
e
n
t
p
ri
c
e
p
o
i
n
ts
C
h
e
a
p
e
st
C
a
r
s
i
n
c
o
rr
e
s
p
o
n

d
i
n
g
s
e
g
m
e
n
t
s
E
n
c
o
u
r
a
g
i
n
g
e
x
p
o
r
t
s
A
w
a
r
d
e
d
m
a
n
y
a
w
a
r
d
s
E

c
o
n
o
m
y
w
it
h
t
e
c
h
n
o
l
o
g
y

Weak
ness
L
a
c
k
o
f
i
n
h
o
u
s
e
R
&
D
N
e
w
m
o
d
e
l
i
n
t
r
o
d
u
c
t
i
o
n
l
i
m
i
t
e

d
t
o
o
n
l
y
c
o
s
m
e
ti
c
c
h
a
n
g
e
s
D
o
m
i
n
a
n
c
e
m
a
i
n
l
y
a
t
l
o
w
e
r
l
e
v
e
l
o
n
l
y
(
S
a
n
tr

Thr
eats

Op
po
rtu
nit
y
Rise
of
Indi
an
mid
dle
clas
s
and
sma
ll
citie
s A
boo
min
g
eco
nom
y
Risi
ng
exp
orts

M
an
y
pla
ye
rs
fig
hti
ng
for
the
sa
me
ca
ke
En
try
of
ne
w
pla
ye
rs
Ca
nn
iba
lis
m

DATA ANALYSIS AND INTERPRETATION

Q 1. DO YOU HAVE A CAR?

Car Users
Yes
No

No. of Respondents
40
60

No. of Users

Users of the Car

140
120
100
80
60
40

60
40

20
0
Yes

No

Analysis
It is clear from the above diagram that most of the people do not have
Car

.
Q 2. SPECIFY THE ONE?
Car Category

No. of Respondents

Hyundai

50

Tata Nano

30

Others

20

Analysis

Others

Hyundai

Tata Nano

It is clear from the above diagram that the Hyundai have grabbed the

major market share among the Car segment automobile market.

Q 3. WHO MOTIVATE YOU TO BUY THE CAR?
Factors

No. of Respondents

Your Family

10

Society

20

Status

35

Life Style

35

car
10

20

35

family
societ
y
status
life
style

35

Analysis
Most of the people as it is clear from the above diagram motivated by the
life style, peer group and status factors to buy the car.

Q 4. WHAT ARE THE FEATURES YOU LOOK FOR YOUR

CARS?
Product Features

No. of Respondents

Fuel Efficiency

20

Style

20

Comfort

20

Price

40

car
20

fuel

40

style
20

comfort

price

20

Analysis
It is clear from the diagram that mostly customers are
looking fuel
efficiency, price and comfort in his selection.

Q 5. WHAT ARE THE PRICE FACTORS, WHICH MOTIVATE

YOU TO BUY THE CARS?
Factors

No. of Respondents

Reliable

25

Schemes

20

Discount

45

Any Other

10

car
10

25

reliable
schemes
discount
45

any other

Analysis
From the above diagram it is clear that the price factor such as reliable,
discount and schemes motivate the people to buy the Cars.

20

Q 6. How much you are affected by the promotional efforts of the

company?
Promotional Efforts

No. of Respondents

High

40

Moderate

20

Low

30

No Effect

10

car
10

40

30

H
M
e

L
N
E

20

Analysis
From the above the diagram it is clear that most of the buyer purchase
decision is highly affected by the promotional effort of the company.

FINDINGS

According to my survey, out of 100, responds 31% of the people says

neither agree nor disagree about overall service provided by Hyundai

& Tata Motors

Out of 100 respondents 32% of the people moderate about tools &

techniques

From the source of field survey, out of 100 respondents 36% of the
people agree with sufficient & genuine spares,

According to my survey 60% of the people says labor charge is very

high in the Hyundai & Tata Motors as compared to roadside or any

other Authorized service centre.

45% of the respondents are disagreeing with the delivery of vehicle

timings.

In the samples taken out of 100 respondents 46% of the people says on
road break down service is fair.

SUGGESTIONS

Management should make availability of sufficient tools and

techniques and genuine spare parts.

Management should try to reduce labor charge and service charges as

much as possible.

Management should maintain delivery timings and on road break

down services as they promised to their customers.

Majority of the customers wants to kept open service station on

Sundays, so management should try to provide services on Sundays

also

CONCLUSION

This project was conducted on marketing strategies of Hyundai motor

India ltd. & Tata Motors with focus on Hyundai Santro & Tata Nano. In
this project questionnaire was prepared to know the consumer satisfaction
level of respondents and the conclusion is based on the same.
rd

Few years ago, on September 23 1998 the company launched Hyundai

santro in the Indian market. The company was new in the market but still the
company sold around 17000 units in first five months. The company has
already created their market share till now and can be distincted from other
brands.

From findings and analysis we can conclude that the consumers are very
much satisfied from their Hyundai santro. For them Hyundai santro is not
just a car but for them its a family car, that is the company has already
created their emotional bindings with their consumers. As Hyundai santro is
a middle segment car so its main focus is to give more fuel efficiency, and
according to respondents, the company has given them what they want, that
is most of the respondents are satisfied from fuel efficiency of the car. But
the company also lies behind in some fields like few respondents were not
happy when after a sales service is taken into account.

Success will largely be determined to the extent a company can

differentiate itself in terms of intangibles that go with a car. Thus,
success could well hinge on the best of bundle of services that a
carmaker can provide.

BIBLIOGRAPHY
Marketing Management by Phillip Kotler
Brand positioning by Subroto sengupta
Positioning: The Battle for your mind by Al Ries & Jack Trout
Newspapers, Journals & Magazines
Business World
The Economist
Economic Times
Autocar India
Websites
www.hyundai.co.in
www.tata.com
www.google.com
www.autoworld.com

QUESTIONNAIRE

Q 1. DO YOU HAVE A CAR?

Car Users
Yes
No

No. of Respondents
40
60

Q 2. SPECIFY THE ONE?

Car Category

No. of Respondents

Hyundai

50

Tata Nano

30

Others

20

Q 3. WHO MOTIVATE YOU TO BUY THE CAR?

Factors

No. of Respondents

Your Family

10

Society

20

Status

35

Life Style

35

Q 4. WHAT ARE THE FEATURES YOU LOOK FOR YOUR

CARS?
No. of Respondents
Product Features
Fuel Efficiency

20

Style

20

Comfort

20

Price

40

Q 5. What are the price factors, which motivate you to buy the
Cars?
Factors

No. of Respondents

Reliable

25

Schemes

20

Discount

45

Any Other

10

Q 6. How much you are affected by the promotional efforts of

the company?
Promotional Efforts

No. of Respondents

High

40

Moderate

20

Low

30

No Effect

10