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With the opening up of economy, India has been gradually reducing protectionist measures since the early 1990s. The automobile industry has completely opened up to foreign investments. Import regulations and customs duties no longer constitute a true barrier for completely knocked down (CKD) and completely built up (CBU) production. Big global players like Daimler & Volvo have entered into the Indian market taking advantage of this favourable investment environment. Daimler has formed a subsidiary, Daimler India Commercial Vehicles, and recently announced its own brand for the Indian market BharatBenz. Volvo entered the luxury bus segment in 2006 and is leading player in this segment.In 2008, Volvo Trucks formed a Joint Venture (JV) with Eicher Volvo Eicher Commercial Vehicles (VECV). Under this JV, Volvos heavy duty trucks are being offered in India in addition to trucks and buses already provided by Eicher. These organizations have clearly given an indication about their long term strategy for the Indian market.
(DICV). Like Tata Motors it is a full range player and is expected to compete with Tata Motors in almost all segments. Globally, in all big CV markets with majority of the players competing in the market, the market leaders command only a 20 25% market share. Tata Motors enjoys a unique position in the M&HCV industry in this regard. It has a 62% market share in this segment. The challenge before Tata Motors is to retain the same and further enhance it, thus reversing a global trend in the Indian market.
mass market for long, Tata Motors now also faced the challenge of creating a brand image of a premium manufacturer in the L&ICV segment. The task ahead of Tata Motors is to dominate LCV & ICV truck segment across all tonnage points and maintain profitability by building a premium brand image.
Buses
Tata Motors has for over fifty years, continued to redefine the ways in which people look at road travel in India. From building the earliest trucks that acted as goods transportation vehicles to manufacturing chassis for buses that virtually support the entire public transport network in the country, Tata Motors has always enjoyed a strong presence on Indian roads. Today Tata Motors is the worlds fourth largest bus manufacturer with the most complete range of transit vehicles that meet every need that arises in our day-to-day travel. It has continued to be the leader in this segment not just by setting technological benchmarks but also by adapting innovations effectively to suit Indian travel conditions. It manufactures a variety of premium buses and coaches that cater to the entire gamut of utility vehicles and applications, from luxurious intercity travel options to safe transport choices for school going children. While fully built buses come in a wide range from 12 seaters to 67 seaters, Chassis options vary from 4 tonneGross Vehicle Weight (GVW) (5meter length) to 16 tonne GVW (12m length). Figure 4 gives an illustration of the various segments of the busmarket and products of Tata Motors in these segments. Buses are typically divided into four categories based on their application/usage. The customer segment for buses is further divided into 3 distinct categories the STUs (State Transport Units), Private operators, and contract operators. Figure 6 illustrates the preferences of the various customer segments mentioned above and describes the implications of these on OEMs as per an internal study. The major brands of Tata Motors are the Tata City Ride, Tata Starbus,Starbus Ultra and Tata Divo. Tata Motors has put in place an elaborate product strategy to counter its competitors in the market. The new product range has products both from Tata Motors and Marcopolo. The range of buses from Marcopolo is specifically benchmarked against the best products that are currently available in the Indian market. It can offer competition to entrenched players like Volvo &Mercedes Benz in the luxury segment. Like all other areas in the commercial vehicle industry the people transport category has also moved away from its oligopolistic nature. Today the industry is crowded with a number of players both national and international. The performance of both Tata Motors and the competition (in terms of vehicles sold) in the last 6 years are given in Annexure-I (Figures 11, 12, &13). With changingcompetitive landscape, Tata Motors will face competition from both national and international players in high growth inter-urban and contract segments. In the segments of urban and semi-urban transport, expansion of MNCs is difficult due to tender-driven and regulated nature of the segments. The inter-urban transport segment is where the competition is maximum due to the high revenue, high visibility nature of the segment. This segment is most attractive for MNCs as well. The contract transport segment is witnessing mixed competition with many domestic and international players investing in this segment.
The luxury bus segment is also witnessing a lot of competition from European and Chinese manufacturers and several new entrants are expected in the near future. Volvo is currently the market leader in this segment and plans to continue its dominance by introducing contemporary products in the future. Daimler has already launched 2 and 3 axle luxury coaches in India and its future plans are centered on buses and luxury coach segments. Kinglong has tied up with JCBL to sell buses in India. It has already launched its products in the urban transport market and plans to expand in India. Turkish manufacturer Temsa and Japanese Hino have also lined up their entry in the near future. The impact on Tata Motors has been manifold, due to the entry of new competitors. Tata Motors earlier foray into the luxury bus segment through its Globus brand of buses was with mixed results. Volvo continued to be the market leader in this segment. The entry of other European players like Daimler and Temsawill result in products that rate high on parameters like safety, comfort, luxury and performance. This will pose a challenge for many Indian manufacturers. On the other hand entry of Chinese players like Kinglong will create pricing pressure for the existing players in the market offering similar features. To meet these challenges some domestic players have entered into collaboration with global manufacturers, with an intention to expand into full range manufacturing. Some of the strategic partnerships that have been forged are mentioned below. All these changes in the segment have profound implications for Tata Motors as well. 1. Ashok Leyland-Nissan They plan to enter the light bus segment through this JV. It has already developed complete range of engine power points in heavy buses. This will be a big challenge for the existing full range players in India. 2. Volvo-Eicher This JV is currently strong in the light bus segment, looking to expand to full range. They are moving from franchised to captive body building. Their value for money proposition is going to increase pressure on other players in the market. 3. Isuzu-Swaraj Mazda Traditionally this JV is strong in light buses. Their JV for luxury bus segment has not had successes. This will remain a relevant competitor in light buses. 4. Volvo It is the most strongly placed OEM currently. It is the market leader in the interurban luxury segment. It is introducing price competitive products specific to Indian market for this segment. 5. Daimler Daimler is making investments in Pune for captive bodybuilding of urban buses. It plans eventual transfer of bus business under Bharat Benz. Tata Motors is not the leader in inter-urban luxury segment. Its new products will target matching quality and performance of Volvo. The potential full range offering and aggressive pricing by these players is going to be challenge forexisting players in India. There are still many challenges for the growth of the bus business in India. At a macro level, the growing penetration of other mass scale public transportation (like metros, mono rails etc.) are a threat to the bus business. Entry of foreign full range players poses a big risk for domestic incumbents as they look to capture a slice of the pie of bus market share. The frequently changing regulatory
environment also poses a risk for this business. Maintaining a dominant market share in these market conditions remained a challenge for the bus business.
Dealership Network
Over the years Tata Motors has established the largest network of sales, services and spare parts centre for commercial vehicles in India. This network has over 200 dealers, more than 500 full range dealerships and close to 1800 touch points. One added dynamic has been the growing product line in small commercial vehicle business and therefore the need to increase the reach of the dealer network. Setting up of a full range dealer network requires a large amount of capital investment. To take products like the Tata Ace and Tata Ace Zip to their intended market Tata Motors has set up a large number of sales outlets in areas where there is no presence of full range dealerships. Over the years Tata Motors has been able to steadily increase the number of dealerships but in the present scenario there are various questions that the organisation is grappling with. With the steady increase in product line, product focus is slowly going down. How does Tata Motors counter this? Should the organisation continue adding full range dealerships or should it move on to a business unit wise dealership model? Viability of dealerships is extremely important to keep the network healthy. The company is also faced with the challenge of increasing the revenue per outlet which is under tremendous pressure with competitors playing with the price structure of product lines. The challengefacing Tata Motors is what would be the ideal network size and structure which will help it retain its hold over the market.
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They also can contact various Key contact persons whose details are uploaded on the portal.
Road Ahead
Tata Motors has led the Indian commercial vehicle industry for almost 6 decades now. It is a major player in almost all the segments of the industry. For the organization, every market segment brings its own set of challenges, with its unique set of customers and competitors. For example the challenges faced by M&HCV segment are completely different from those faced by SCV segment. The price points, customer profile, customer expectations etc. are completely different in each segment. Being a player which has a presence in almost all the segments of commercial vehicles, Tata Motors is thus faced with multifarious challenges (as well as opportunities). With the incoming challenge from major global players the challenges have only increased for Tata Motors.
What strategy should Tata Motors adopt to garner the best profits and market share in all segments of commercial vehicles?
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ANNEXURE-I
Figure 1- Basic Vehicle Categorization for Commercial Vehicles
Passenger Based on no. of pax
< 3.5T
3.5 to 7.5
CV
Rigid
Goods
35 T
Tractor Trailor
40 T
49 T
Rigid Truck
LPT 1613 LPT 2518 LPT 3118
Tractor Trailer
LPS 3518 Prima 4028 Prima 4923 Prima 4928
Tipper
LPK 1613 LPK 2518 LPK 3118 Prima 3138
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LCV - 4 Ton
SFC 407 LPT 407 SK 407 LPK 407
LCV - 7 Ton
SFC 709 LPT 709 LPT 709 HEx2
LCV - 9 Ton
SFC 909 LPK 909 LPT 909 HEx2 LPk 909
LCV - 11 Ton
LPT 1109 LPT 1109 HEx2
LCV
Starbus 16-24s Starbus 28-36s Cityride 12-20s Tata Schoolbus
ICV
Starbus 36-42s Tata Schoolbus
MCV
1512 TC 1618 TC Bus Starbus 53-64s Divo bus
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Xenon
Tata RX pickup
Tat Magic
Tata Venture
Figure 6 - Customer Segments in Bus Industry, their Preferences & Implications of those on Customer Segments
There are 3 distinct customer segments STUs, Private Operators and Contract Operators Customer Preferences
Category Kay Purchase Criteria Relative Performance
Lower Higher
Implications
Acquisition Cost Resale Value Fuel Efficiency Performance Low cost of ownership
Private Operators
Inter-urban segment
Passenger comfort, safety and reliability are the key purchase drivers
Contract Operators
Higher re-sale value, loser operating economics (mileage, maintenance cost etc.) are the key purchase drivers Fleet owner catering to the premium segment also value passenger comfort, reliability and safety
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Figure 7 - No. of vehicles sold by Tata Motors and competitors in SCV Cargo Segment in last 6 Years
Year 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Tata Motors 101847 89150 121403 152201 209895 254257 Hindustan Motors 3 50 281 312 157 214 Ashok Leyland 0 0 0 0 7593 34794 Force Motors 5483 1981 3678 6726 5862 3335 Mahindra & Mahindra 44976 47277 76487 105588 127029 142796 Piaggio 4945 9012 11094 9124 10579 2469 TOTAL 157254 147470 212943 273951 361115 437865
Figure 8 - No. of vehicles sold by Tata Motors and competitors in SCV Passenger Segment in last 6 Years
Year 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Tata Motors 11136 28659 48931 51051 60203 94376 Force Motors 0 0 0 237 147 11 Mahindra & Mahindra 0 0 0 0 25434 22313 TOTAL 11136 28659 48931 51288 85784 116700
Figure 9 - No. of vehicles sold by Tata Motors and competitors in LCV Trucks Segment in last 6 Years
Year 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Tata Motors 19009 17078 26997 30693 35293 26654 Ashok Leyland 0 3 0 1 0 0 Mahindra & Mahindra 4830 3486 4804 5449 5872 4344 Force Motors 902 1757 1886 1416 1464 1294 Eicher 3288 2404 3844 5287 6291 5082 Swaraj Mazda 2610 1495 1802 1189 1348 1517 TOTAL 30639 26223 39333 44035 50268 38891
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Figure 10 - No. of vehicles sold by Tata Motors and competitors in ICV Truck Segment in last 6 Years
Year 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Tata Motors 19138 13527 21214 25489 32326 24262 Ashok Leyland 1774 1271 1502 2810 4169 6477 Eicher 16274 10587 17099 22583 25734 22910 Swaraj Mazda 3663 2331 3864 4529 4875 3767 TOTAL 40849 27716 43679 55411 67104 57416
Figure 11 - No. of vehicles sold by Tata Motors and competitors in LCV Buses Segment in last 6 Years
Year 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Tata Motors 13317 11789 15382 20706 20976 20499 Ashok Leyland 616 523 812 699 398 328 Eicher 1509 1022 1407 2484 3319 4040 Mahindra & Mahindra 5284 2613 2813 4785 4456 2315 Force Motors 5360 4027 5779 8321 11093 10926 Swaraj Mazda 2234 1944 1835 3031 3189 2321 TOTAL 28320 21918 28028 40026 43431 40429
Figure 12 - No. of vehicles sold by Tata Motors and competitors in ICV Buses Segment in last 6 Years
Year 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Tata Motors 1417 3239 5251 5684 6066 6611 Ashok Leyland 765 682 1107 1588 2487 3058 Eicher 1317 1225 1726 2318 3091 3253 JCBL 0 0 1 0 0 0 Mahindra & Mahindra 0 0 0 0 84 79 Swaraj Mazda 2090 1605 1821 3276 3303 3913 TOTAL 5589 6751 9906 12866 15031 16914
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Figure 13 - No. of vehicles sold by Tata Motors and competitors in MCV Buses Segment in last 6 Years
Year 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Tata Motors 15522 12203 16850 15014 14650 11315 Ashok Leyland 16809 15344 15298 18837 18262 15584 Eicher 487 110 202 157 856 1371 JCBL 0 0 178 0 0 0 Swaraj Mazda 0 0 42 76 95 18 Volvo (incl. VBIPL) 240 484 607 568 677 601 TOTAL 33058 28141 33177 34652 34540 28889
Figure 14 - No. of vehicles sold by Tata Motors and competitors in M&HCV Trucks in last 6 Years
Year 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 Tata Motors 129961 84705 111822 145943 153972 101194 Ashok Leyland 56061 29796 39228 59863 56345 45437 AMW 3611 3623 3792 6792 10021 6533 Eicher 4392 1625 2119 5165 7719 7517 Volvo 823 913 1006 1000 595 616 MB India 206 219 215 103 85 0 Mahindra & Mahindra 32 6 0 843 3490 2977 Swaraj Mazda 0 0 0 2 3 21 TOTAL 195086 120887 158182 219711 232230 164295
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