Beruflich Dokumente
Kultur Dokumente
September 2005
1
1. Performance
2. Commercial vehicles
Growth Drivers
Market Strategy
3. Passenger Vehicles
Growth Drivers
Market Strategy
4. Vehicle Financing
5. Financial Management
6. Subsidiaries
2
Net Revenue and Operating Margin
9.1%
9.1% 96.1
91.0 100 10%
100 10%
79.1
75.0
50 5% 50 5%
0 0% 0 0%
FY02 FY03 FY04 FY05 FY02 FY03 FY04 FY05
3
Profit after Tax
Unconsolidated Consolidated
Rs. bn Rs. bn
13 12.4
14 13.6
11 12
9 8.1 10 9.1
7 8
6
5
3.0 4 3.2
3
2
1
0
FY02 FY03 FY04 FY05
-1 FY02 FY03 FY04 FY05 -2
-0.5 -1.1
Last 3 Years CAGR of 103% Last 3 Years CAGR of 106%
4
Negative Working Capital
Inventory
Days of sale Net Working Capital
60 Days of sale
41 39 38 20
40 15
27 29 10
5 0
20 -
(5)
6
02
03
04
05
0
FY
FY
FY
FY
FY
0 (10) (6)
1Q
FY02 FY03 FY04 FY05 1QFY06 (15)
(20)
(25) (17)
(23)
Days of sale Receivables (non-HP) (30)
(35)
30
(40)
25
(40)
18
20
12
9
10
7 Negative Working Capital
Maintained
0 Calculations exclude Investible surplus and vehicle
FY02 FY03 FY04 FY05 1QFY06 financing loans
5
Strong Balance Sheet
-10
(0.15) (5.5) (0.02) (0.4)
FY02 FY03 FY04 FY05 1QFY06
6
Optimizing Returns on Capital
ROCE ROE
Note : Capital Employed excludes Investible Surplus for ROE and ROCE calculation
7
1. Performance
2. Commercial vehicles
Growth Drivers
Market Strategy
3. Passenger Vehicles
Growth Drivers
Market Strategy
4. Vehicle Financing
5. Financial Management
6. Subsidiaries
8
The Indian Commercial Vehicle Industry is similar to Global CV Industry
due to its cyclic nature and low volumes
350
300 CAGR: 6%
Nos in '000
250
200
150
100
50
0
72 1
74 3
76 5
78 7
80 9
82 1
84 3
86 5
88 7
90 9
92 1
94 3
96 5
19 - 9 7
02 1
04 3
5
00 9
-7
-7
-7
-7
-7
-8
-8
-8
-8
-8
-9
-9
-9
-0
-0
-0
-9
70
98
Indian CV
Characteristics Strategy for Countering Cyclicality
Industry
9
The Indian CV Industry, which has seen an up-cycle for the last 4 years,
could be influenced by several factors
10
Growth in road development activity would be the single most
important factor to move forward the Indian CV Industry
1000 Stage
900
Dramatic impact in
800
Germany
Golden
initial stage of Quadrilateral
700 road development France
UK
MHCV / m population
Truck penetration
600
Turkey
500
Spain
NSEW
4 Corridors
Portugal
400 Australia
Russia
Argentina
300 Brazil 3
200 Feeder
China
South Africa 2 Roads
100 Indonesia 1
India
0
0 0.5 1 1.5 2
Road Density
Paved Highway (km) / Area (km2)
43,000 KMs (USD 25 billion)
Source: VDA (German Automotive Association), Worldbank, DRI Automotive report
11
In coming years, domestic CV market would witness entry of
International Players with products for various segments
Daimler Chrysler
Hyundai
12
Our understanding of the Customer Segments has shaped our Product Strategy
which would enable us to offer competitive vehicles till 2010 & beyond
Tata Ace
World Truck
World Pickup
World LCV
New bus
13
1. Performance
2. Commercial vehicles
Growth Drivers
Market Strategy
3. Passenger Vehicles
Growth Drivers
Market Strategy
4. Vehicle Financing
5. Financial Management
6. Subsidiaries
14
Personal Mobility is positively correlated to per capita GDP
15
Customer Habits & Market Segmentation
80%
Sales
300,000 500,000 form the 40%
car market. 0%
2002 2003 2004 2005
16
Key Market Drivers - Social
30% 60%
% Urbanization - 2002
50% -- 2007
Growth in urbanization 40%
27%
30%
% Households
20%
Upward migration of 24% 10%
household income levels 0%
0 5,000 10,000 15,000 20,000
21% Household Income p.a. (USD)
1981 1991 2001
Low interest rates translating
to low financing and
acquisition costs hence Reduction in Consumer Financing Rates
greater affordability.
17
Indian Market Footprint
Mini
11.00%
UV
16.50% 3
MPV
6.20%
3 Compact
46.80%
Luxury
0.20%
Executive
0.50% 3
Premium
2.90% C1
4.00% C
11.90%
19
A customer focused field approach is under deployment
Domestic:
1. Expansion of network & penetration into smaller towns in pace
with road development
2. Customer care a competitive edge
3. Robust processes
Sales Planning (Unique and finest in the world)
Customer Relationship Management (SIEBEL Largest deployment in the world)
International Business:
1. Choosing countries with highest market potential in customer
segments conscious of overall value
2. Creating products to be amongst the top 3 players in each chosen
segment
3. Customer care a competitive edge
Low spares price
Relationship of OE & Customer
20
1. Performance
2. Commercial vehicles
Growth Drivers
Market Strategy
3. Passenger Vehicles
Growth Drivers
Market Strategy
4. Vehicle Financing
5. Financial Management
6. Subsidiaries
21
Challenges for growth of captive financiers in Indian context
Retail Banks with low CoF & wide branch network pose threat to captive financiers in
India
22
Auto Finance Market Scenario (FY 04-05)
Retail Finance
Industry Volume
(crs)
Commercial Vehciles 320000 21000
Passenger Car 1000000 41000
Total 1320000 62000
23
Tata Motors Finance: Market leader in CV, among top 3 in PC (Tata Vehicles)
HDFC
TMF 11%
25% Citi
Sundaram
14%
10%
Passenger Car
ICICI
Others 33%
41%
TMF HDFC
11% 16%
24
Tata Motors Finance strategy
25
Focus Areas for Vehicle Financing Business
Increase penetration
Realign the marketing channel ( Dealer and Direct) to compliment each other
Consolidate the strong position in MUVs and LCVs
Increase the presence in car and Fleet segment in M&HCV
Maintain strong position in rural market ( B and C class cities)
26
1. Performance
2. Commercial vehicles
Growth Drivers
Market Strategy
3. Passenger Vehicles
Growth Drivers
Market Strategy
4. Vehicle Financing
5. Financial Management
6. Subsidiaries
27
Organic Growth Plans
Capacity Expansion
Product up-gradation
Sustenance Expenditure
28
Cost Reduction Drive
Value Engineering
Target Costing
E Sourcing Rs. 10 bn cost
and Global Sourcing
reduction targeted
Supplier base rationalisation
over the next
Process Improvement
3 years
Productivity Improvement
Outsourcing
29
1. Performance
2. Commercial vehicles
Growth Drivers
Market Strategy
3. Passenger Vehicles
Growth Drivers
Market Strategy
4. Vehicle Financing
5. Financial Management
6. Subsidiaries
30
Tata Technologies 94.3% Subsidiary
Tata Technologies is a provider of Engineering & Design and enterprise services in the
field of Engineering Automation and PLM solutions to automotive and aerospace OEMs
(FY05 revenue at Rs 1.7 b)
To pursue its growth plans globally, the company has recently announced its intention of
acquiring 100% stake in a UK based company named INCAT. The following advantages
are seen with the acquisition:
Increased scale of business. Current revenue size of Rs. 1.7 billion to over Rs.6.7 billion
Access to a broader customer base in the automotive, aerospace and manufacturing industries
Access to INCATs high end consulting skills and project management capabilities.
INCATs areas of Knowledge management and appropriate IPRs to provide wider product
range
31
Tata Technologies 94.3% Subsidiarycontd.
The offer price for INCAT acquisition is 220p per share which is at 4% premium
to the current market price that time. The implied market capitalisation is GBP
53.4 mn.
The exit PE for this transaction is around ~17x. INCAT is a cash positive (~ GBP
7.4 mn) company and the net cost of acquisition is GBP 46.0 mn
The integration will be completed within 100 days beginning October 2005
32
Tata Daewoo- Heavy Trucks (S. Korea) (100% Subsidiary)
Performance in 1QFY06
Margins under pressure on account of appreciation of Korean Won against the dollar to
the extent of 15% in the last twelve to fifteen months.
26% decline in in the Commercial vehicle industry in Korea during April- June 2005
TDCV maintained its market share at 29%.
Debt reduced from USD 51 mn to USD 30 mn.
Strategy
MCVs to be manufactured in S.Korea
TDCV products to be exported through TML international business channel
Operational efficiencies to be improved through cost reduction, Implementation of IT
systems and debt restructuring.
Integration with TML for product design and development
33
TELCON Construction Equipment (80% TML : 20% Hitachi JV)
34
HVAL & HVTL Heavy Axles and Transmission (100% subsidiaries)
35
Challenges Ahead
36
Thank You
37