Strategies:

Horizonext, which rolled out last year as a next-level strategy, helps the company to anticipate
customer requirements and deliver exciting driving experiences.
This strategy rests on the pillars of intense product focus, benchmarking to world-class
manufacturing practices, enriched customer purchase experience, consistent and outstanding
service and a technology-intensive aftermarket support. With this, company strive for the next
level in design, driving experiences, fuel economy and connectivity.
The most powerful strength of company is employees, suppliers and channel partners are there
major source of strength. In very difficult situations they have demonstrated utmost patience,
understanding and dedication through which they got motivation to move ahead.
Strategies adopted By Company:
1. Strategy to enhance customer base :
Company had adopted strategy to enhance its customer base and to delight existing
customers to increase its sales:
(a) For this company representatives started to meet existing customers to know there
good and bad experience with our company. After this analysis they decided to
eliminate the bad experience which is faced by the customers and to turn those into
good by improving its product sales and practices.
(b) Companys representative also met customers to know their wants in companies
product so that they can improve existing products and can change its design in new
launch products to fulfill the customers requirements and to delight them.
With this strength company has led to increase its customer base by 30%. Whereas its
sales increased by 40% for existing and new products.
2. Strategy to Design new innovative products:
Company has adopted the strategy to design new innovative products to compete in the
market and to fulfill the needs of the customers. All features will be put in the new
launched vehicles. Through this the company will lead to increase its sales by 20% and
the no. of customer base will be increased by 12%.

3. Strategy to reduce child parts cost:

Company has came with an strategy where it has reduced its child parts cost by changing
its design with the help of brain storming where company head executives came together
and worked upon this strategy.
The outcome of such a strategy is that the company is able to reduce its cost by 15 lakh
by reducing the cost of child parts and the profit of the company is also increased by 2%
per month.
4. Strategy to improve the quality of vehicles:
To improve the quality of vehicles Tata has followed some strategies i.e. by improving
the child parts and in-house assembly process to be followed where as designs are also
changed to improve the quality.
The outcome of this strategy was that there customers delighted and vehicle sales
increased by 12%

Future road map of the company:

Tata Motors should work on a strong pipeline of new products and technologies keeping in view
the changing market, customers aspirations and regulatory needs. The company is at an
inflexion point with its entire product portfolio being revamped with relevant and exciting
products for their target customers. Initiatives on cost-erosion and customer experience are being
pursued with great rigor to help transform the organization into a more competitive and
profitable business in the coming years.
The existing products should be refreshed at regular intervals to suit upcoming trends. In the long
term, the Company is focusing on improving driving comfort, fuel efficiency, performance and
design aesthetics. Companys R&D is also committed to minimize the environmental impact and
carbon footprint of its products and manufacturing operations, with Greenhouse Gas (GHG)
emissions in particular. The Company is uniquely placed to meet this commitment, with its
comprehensive product line-up and indigenous manufacturing base.

Emerging markets:
In Brazil, rising interest rates and falling consumer confidence left total new vehicle registrations
down 4.5% year-on-year. Despite this backdrop, JLR expanded its sales by 21.1% to over 11,000

vehicles. Meanwhile, in India and Russia the total vehicle markets also contracted (by 6.2% and
6.0% respectively), but JLR grew its sales by 8.6% and 14.7%. Only in South Africa did the
economic situation overcome JLR sales momentum. The 25% depreciation in the Rand against
Sterling forced JLR to raise prices to prevent losses being made on several models. JLR sales
contracted by 9.9% on the previous year.

Environmental Analysis:
Environmental Regulations:
The automotive industry is subject to extensive Governmental regulations regarding vehicle
emission levels, noise, safety and levels of pollutants generated by the production facilities.
These regulations are likely to become more stringent and compliance costs may significantly
impact the future results of operations. In particular, the US and Europe have stringent
regulations relating to vehicular emissions. The proposed tightening of vehicle emissions
regulations by the European Union will require significant costs for compliance. While the
Company is pursuing various technologies in order to meet the required standards in the various
countries in which the Company sell its vehicles, the costs for compliance with these required
standards can be significant to the operations and may adversely impact the results of operations.
Internal control systems and their adequacy :
The Company has an adequate system of internal controls in place. It has documented policies
and procedures covering all financial and operating functions. These controls have been designed
to provide a reasonable assurance with regard to maintaining of proper accounting controls for
ensuring reliability of financial reporting, monitoring of operations, protecting assets from
unauthorized use or losses, compliances with regulations. The Company has continued its efforts
to align all its processes and controls with global best practices

Competitor Analysis:
The global automotive industry is highly competitive and competition is intense in view of the
continuing globalization and consolidation in the worldwide automotive industry. Competition is

especially likely to increase in the premium automotive categories as each market participant
intensifies its efforts to retain its position in established markets while also developing a presence
in emerging markets, such as China, India, Russia, Brazil and parts of Asia. The factors affecting
competition include product quality and features, innovation and time to introduce new product,
ability to control costs, pricing, reliability, safety, fuel economy, environmental impact and
perception thereof, customer service and financing terms
Political analysis:
Political instability, wars, terrorism, multinational conflicts, natural disasters, fuel shortages /
prices, epidemics, labour strikes: The Companys products are exported to a number of
geographical markets and the Company plans to expand international operations further in the
future. Consequently, the Company is subject to various risks associated with conducting the
business outside the domestic market and the operations may be subject to political instability in
those markets, wars, terrorism, regional and / or multinational conflicts, natural disasters, fuel
shortages, epidemics and labour strikes. In addition, conducting business internationally,
especially in emerging markets, exposes the Company to additional risks, including adverse
changes in economic and Government policies, unpredictable shifts in regulation, inconsistent
application of existing laws and regulations, unclear regulatory and taxation systems and
divergent commercial and employment practices and procedures.
Global economic conditions:
The automotive industry, and the demand for automobiles, is influenced by general economic
conditions, including among other things, rates of economic growth, availability of credit,
disposable income of consumers, interest rates, environmental and tax policies, safety
regulations, freight rates and fuel and commodity prices. Negative trends in any of these factors
impacting the regions where the Company operates could materially and adversely affect our
business, results of operations and financial condition.

Economic Analysis:

Indias GDP growth continues to remain weak, at 4.7% in FY 2013-14 (advance estimates) after
growing at 4.5% in FY 2012-13. Industrial activity continues to remain weak. Index of Industrial
production (IIP) was negative at 0.1% during FY 2013-14. The stagnation in the industrial
activity was broad-based. While mining output registered a negative of 1.1%, manufacturing
output registered a negative of 0.7% during the same period. FY 2013-14 witnessed a decline in
investments in new projects in line with slowdown in overall growth.
Technology Analysis:
The Tata Motors Group continues to innovate, with a view to enhance the market share and aims
at products which cater to the changing needs of the customer for both fleet owners and
individual customers. Besides new product developments covered above, some of the key
initiatives on Environment friendly technologies include: Fuel efficiency improvement through
development of advanced driveline oil formulation in line with previous development of engine
oil only Continuation of fuel efficiency improvement initiatives on commercial vehicle engines
through software features in engine management system and vehicle level parameter
optimization.

Downsizing

of

gasoline

engines

using

pressure

charging

technology

(turbochargers) for Co2 reduction on passenger cars. Designed and developed electric vehicles
based on Tata Magic and Tata Iris, which were demonstrated in Autoexpo 2014. A fleet of small
number of demonstrator vehicles is being developed. Start of a collaborative initiative to
investigate sustainable synthetic fuels for India and developing nations.
Social Analysis:
As a responsible corporate citizen, our Corporate Social Responsibility (CSR) Strategy
complements our business philosophy and objectives. Company have adopted the Tata Group
Affirmative Action (AA) Policy attempting to voluntarily address the prevailing social inequities
in India by encouraging positive discrimination for the Scheduled Castes and Scheduled Tribes
(SC/ ST) communities. Every year, they participate in TAAP (Tata Affirmative Action
Programme) Assessment, developed on the lines of TBEM (Tata Business Excellence Model)