A PROJECT REPORT ON MAR MARMARKE KEKET TTI IING NGNG S SST TTR RRAT ATATE EEGY GYGYOF OFOF

T TTAT ATATA AA MOT MOTMOTOR ORORS SS

(II) EXECUTIVE SUMMARY As India celebrates its 50 years of independence, the passenger car industry cel ebrated a centenary of its existence in India in 1998. Despite this head start, the indust ry has never quite matched up to the performance of its counterparts in other parts of the world. T he all-pervasive atmosphere created by the government's license raj was primarily responsible for this situation. The various layers of Acts sheltered the industry from external competition and smothered the development of the Indian automobile industry. Moreover, the industry was consid ered low priority as cars were considered to be an "unaffordable luxury." Hence in the first part of the project I have taken up the strategic group analy sis of TELCO as this is one company whose indigenously manufactured cars like Tata mobile, Indic a and Safari have performed well on Indian Roads. In the second part of the project I conducted a study on the consumer perception about small cars. Firstly, I took three brands of small cars; Zen, Indica and Santro for a c omparative study of small car segment. Later I went through the what the customer s of small cars dents was taken. Sample unit was a ious sources like magazines, journals process of filling the questionnaires, to know exactly perceived about their cars. A sample size of sixty respon customer who owned a small car. Secondary data from var etc was also collected.

The findings showed that the consumer s who owned small cars basically wanted good performance, after sales service and a car at their budget, a less expensive one . (III)

All the cars taken for the sample showed that the consumers perceived them as al most same in all the attributes like safety, comfort and luxury. Respondents liked Indica mor e for its looks, whereas Marti s after sales service was perceived to be good. But, at the end the research was limited due to small sample size, small sample area and time constraints. 3

TABLE OF CONTENTS Page No. ACKNOWLEDGEMENT (I) CERTIFICATE (II) EXECUTIVE SUMMARY (III) CHAPTER - 1 INTRODUCTION 8 1.1 AUTOMOBILE SECTOR IN INDIA 8 1.2 MAJOR MANUFACTURERS IN AUTOMOBILE 9 INDUSTRY CHAPTER - 2 COMPANY PROFILE 10 2.1 AREAS OF BUSINESS 11 2.2 SWOT ANALYSIS 12 2.3 STRATEGIC GROUP MAPS 21 2.4 MANUFACTURING UNITS OF TELCO 23 2.5 PASSENGER CAR SEGMENTATAION 26 CHAPTER - 3 OBJECTIVES OF THE STUDY 30 CHAPTER 4 RESEARCH METHODOLOGY 31 4.1 RESEARCH DESIGN 31 4.2 SECONDARY DATA 32 4.3 UNIVERSE 33

4.4SAMPLE DESIGN 33 CHAPTER - 5 FINDING AND ANALYSIS 34 5.1 KEY FACTOR FOR SUCCESS 37 5.2 PEST ANALYSIS-IDENTIFICATION OF CHANGE 40 DRIVERS 5.3 STRATEGY IMPLEMENT 42 5.4 ANALYSIS 47 5.5 CONCLUSIONS 55 CHAPTER - 6 ANNEXURE 56 6.1 QUESTIONNAIRE 59 CHAPTER - 7 BIBLIOGRAPHY 61 5

CHAPTER-1 INTRODUCTION 1.1 AUTOMOBILE SECTOR IN INDIA Following India's growing openness, the arrival of new and existing models, easy availability of finance at relatively low rate of interest and price discounts offered by the de alers and manufacturers all have stirred the demand for vehicles and a strong growth of th e Indian automobile industry. The data obtained from ministry of commerce and industry, shows high growth obta ined since 2005-06 in automobile production continuing in the first three quarters of the 2 005-06. Annual growth was 16.0 per cent in April-December, 2006; the growth rate in 2004-05 was 15.1 per cent The automobile industry grew at a compound annual growth rate (CAGR) of 22 per c ent between 1992 and 1997. With investment exceeding Rs. 50,000 crore, the turnover of the automobile indus try exceeded Rs. 59,518 crore in 2002-03. Including turnover of the auto-component sector, th e automotive industry's turnover, which was above Rs. 84,000 crore in 2004-05, is estimated t o have exceeded Rs.1,00,000 crore ( USD 22. 74 billion) in 2005-06. AUTOMOBILE DEALERS NETWORK IN INDIA In terms of Car dealer networks and authorized service stations, Maruti leads th e pack with Dealer networks and workshops across the country. The other leading automobile m anufactures are also trying to cope up and are opening their service stations and dealer wor kshops in all the metros and major cities of the country. Dealers offer varying kind of discount o f finances who in tern pass it on to the customers in the form of reduced interest rates.

1.2 MAJOR MANUFACTURERS IN AUTOMOBILE INDUSTRY Maruti Udyog Ltd. General Motors India Ford India Ltd. Eicher Motors Bajaj Auto Daewoo Motors India Hero Motors Hindustan Motors Hyundai Motor India Ltd. Royal Enfield Motors Telco TVS Motors DC Designs Swaraj Mazda Ltd Government has liberalized the norms for foreign investment and import of techno logy and that appears to have benefited the automobile sector. The production of total vehicle s increased from 4.2 million in 1998-99 to 7.3 million in 2005-06. It is likely that the producti on of such vehicles will exceed 10 million in the next couple of years. The industry has adopted the global standards and this was manifested in the inc reasing exports of the sector. After a temporary slump during 1998-99 and 1999-00, such exports registered robust growth rates of well over 50 per cent in 2002-03 and 2003-04 each to exce ed two and-ahalf times the export figure for 2001-02. 7

CHAPTER-2 COMPANY PROFILE Tata motors one of India's largest private sector companies with a turnover of o ver Rs 80 billion, is the country's leading commercial vehicle manufacturer and has significant pre sence in the multi-utility and passenger car segments. Tata motors were established on September 1, 1945, originally for the manufactur e of Steam Locomotives at Jamshedpur. By 1954, the company had diversified into the manufac ture of commercial vehicles in collaboration with Daimler Benz, Germany. By the time the ir collaboration ended in 1969, Tata motors had become an independent producer of M edium Commercial Vehicles with a great degree of indigenization. It had also developed the capability of designing, testing and manufacturing such vehicles. The widely successful Tata Indica, an Euro 2 compliant vehicle, is the country s f irst indigenously designed, developed and manufactured passenger car. Tata Motors fol lowed that up with the Tata Indigo, a sedan that was launched in December 2002. The company al so makes several other passengers vehicles, including the Safari, Sumo and Sierra. The company s products have received wide acceptance not only in India but also in the Middle East, Asia, Africa, Australia, Latin America and Europe.

2.1 Areas of business The company manufactures medium, heavy and light commercial vehicles, multi-util ity vehicles and passenger cars. In the year ending March 2001, the company s revenues from its four manufacturing plants at three locations in India were Rs. 81.64 billion (US $ 1. 73 billion). In 2000, they were Rs. 89.61 billion. (US $ 1.9 billion) {The average exchange rate has been taken as Rs 47.0 to one US dollar.} In the year ended 31 March 2001, the company s total exports were worth about Rs 7 .22 billion (US $ 153.6 million), against about Rs 6.09 billion (US $ 129.5 million) in the previous year. Locations The company s manufacturing plants in India are at Jamshedpur, Pimpri and Chinchwa d near Pune in Maharashtra, and Lucknow in Uttar Pradesh. Land has been acquired at Dha rwad (Karnataka) to build a fifth plant. Collaborations The company has technical tie-ups with: The Institute of Development in Automotive Engineering (IDEA), S.P.A., Italy, fo r assistance in small car body design and styling; and Le Moteur Moderne, France, for the development of diesel and petrol engines for passenger cars. 9

Subsidiaries

Tata Construction Equipment Company Ltd. (TELCON): Its principal business is manufacture and sale of construction, material handling and earthmoving equipmen t. Tata Technologies Ltd.: It oversees the IT requirements of Tata Motors and provi des services for SAP implementation, CAD/CAM-based design, and e-commerce facilities to customers in India and abroad. Sheba Properties Ltd: It is an investment and finance company and a wholly-owned subsidiary of Tata Motors since its inception. It is registered with RBI as a No n Banking Finance company. Telco Dadajee Dhakjee Ltd. (TDDL): It is an investment and finance company and proposes to undertake activities pertaining to the sales and service of Tata Mot ors s vehicles and spare parts. Minicar (India) Ltd.: Formerly known as Mazda Industrial Chemicals Ltd., this company was incorporated on January 18, 1972 and is currently engaged in the bus iness of automobile sales and services. HV Transmissions Ltd.: It was incorporated on March 13, 2000 with the objective of acquiring the Heavy-Duty Gear Box Division of Tata Motors at Jamshedpur as a goi ng concern. It supplies transmissions and their parts to Tata Motors against purcha se orders raised by Tata Motors on HVTL. HV Axles Ltd.: It was incorporated on March 13, 2000 with the objective of acqui ring the Heavy-Duty Axle Division of Tata Motors at Jamshedpur as a going concern. It supplies axles and their parts to Tata Motors against purchase orders raised by Tata Motors on HVAL.

Telco Automation Ltd.: It was incorporated on March 13, 2000 with the objective of acquiring the Machine Tool and Growth Divisions of Tata Motors as a going concer n. As and when required, Tata Motors sources factory automation equipment from TAL. Tata Technologies, USA: It was incorporated on August22, 1994 and became a wholl y owned subsidiary of Tata Technologies Limited on December 22, 2000. The company is engaged in the business of computer consultancy and related services. Strategic alliances Tata Motors has several joint ventures and alliances. These include: Tata Cummins Ltd., a joint-venture with Cummins Engine Company Inc., USA; makes fuel-efficient, low emission, environment-friendly diesel engines; Tata Holset Ltd., a joint-venture with Holset Engineering Company, UK, makes turbochargers for diesel engines manufactured by Tata Cummins Ltd. and other OEM s; Concorde Motors Ltd., a joint venture with Jardine International Motors (Mauriti us) for dealerships of passenger vehicles. Concorde has dealerships for Tata Motors pass enger vehicles in Delhi, Mumbai, Bangalore, Ludhiana, Hyderabad, Chennai and Lucknow. Tata Precision Industries Pvt. Ltd., Singapore, for the manufacture and sale of high precision toolings as well as electronic and plastic components for the computer industry; Tata Motors Services Ltd., Singapore, for the sale of spare parts for Tata 11

vehicles; and Nita Company Ltd., Bangladesh, for the assembly and sale of Tata commercial vehi cles. 2.2 SWOT ANALYSIS Tata Motors is highest selling car company in India and is the four wheeler manu facturer in the world. As the case is every company has it strengths and weaknesses and Tata Mot ors is no Exception: STRENGTHS 1Market Leader in terms of sales and turnover 2A wide network of dealers across the nation 3A wide network of authorized service stations at different parts of the country 4A wide variety of product portfolio 5Very strong brand image of making fuel efficient and reliable cars 6High product and brand recall among the customers infect Tata is the first choi ce among the majority customers. WEAKNESS Major weakness of Tata are 1Not a strong player in the rural market 2Very few models at the lineup stage 3R& d of Tata Motors is weak 4Not a Strong Player in the Premium Market

5It s a non player in scooter market which is huge even though that industry is go ing through a rough pace OPPORTUNITIES 1)It s a growing market thus company has high growth potential in future 2)Premium segment is still not fully exploited with right product Tata Motors ca n do wonders 3)Neighboring countries markets are not exploited fully 4)Need to tap African and European market. THREATS 1)Entry of new players 2)New companies entering in the car market will pose a considerable threat 3)Competitors becoming aggressive with new product launches and high marketing p itch 4)Aggressive Maruti and Hyundai posses another threat 5)NO tie up with any other company can lead to losses 13

LITERATURE REVIEW TELCO: Currently the largest automobile company in India, Tata Motors ranks among the t op 10 commercial vehicle producers in the world. The transition of Tata Motors from being a predominantly commercial vehicle manu facturer to a complete automobile company began in the early 1990's with the launch of the fir st Sports Utility vehicle from Tata-the Sierra and later the Tata Estate. The insights gai ned into customer needs in these markets led to the development of another world-class Sports Util ity Vehicle, the Tata Safari, launched in 1998. Soon after launching the Safari, Tata Motors made an aggressive foray into the m ainline passenger car market with its small car, the Tata Indica. The Indica fulfills th e Tata Group Chairman Ratan N Tata's vision of developing and manufacturing a truly Indian ca r that would use modern technology and contemporary styling of the small car genre. It went o n to set a benchmark in terms of its value proposition in terms of best value for money in its segment and internal spaciousness. The overwhelming customer response that the Indica generated at its launch in ea rly 1999 has translated into its capturing more than 17% of the premium small car segment, an d 8 % of the entire passenger car market in India within a year. Clearly identifying the core areas as R&D, manufacture of critical components an d the final vehicle assembly, the company continues to be open to global alliances to effect ively enhance its competitiveness in the fast globalizing Indian markets. Setting standards of corporate governance, Tata Motors focuses on Complete Custo mer Satisfaction. With benchmarking systems to sell world-class products and service s, Tata Motors

continues to uphold the trust of its various stakeholders, viz. shareholders, cu stomers, employees and business associate. Business Sector The Tata Group runs businesses in seven key industrial sectors, namely, Material s, Energy, Chemicals, Consumer Products, Engineering, Communications and Information System s, and Services. TELCO is Tata s flagship company in the Engineering sector. Business Models TELCO is primarily a Business-to-Consumer Company (B2C), serving various needs o f a number of its customers. It also practices the Business-to-Business (B2B) Model, though at a much lower scale. Business TELCO is into the business of manufacturing and selling medium, heavy and light commercial vehicles, multi utility vehicles and passenger cars. Its major product line can be basically classified into three broad categories. There are various sub-brands and products in these categories: 1.Passenger Cars 2.Utility Vehicles 3.Commercial Vehicles TELCO currently has three products in its Passenger Car division namely, 15

a. Tata Indica b. Tata Indigo c. Tata Safari It is in the process of coming out with another member in the passenger car fami ly, the all-new Indica Sedan, set out to storm the Indian Mid-Size Passenger car segment, which would be

launched in the last quarter of 2002. Confirming to International standards all these vehicles are available with vari ous features such as petrol & diesel versions, 2-wheel and 4-wheel drives etc. TELCO currently has three products in its Multi-Utility vehicle division namely,

a.Tata Sumo b.Telco Sport c.Telco line Pickup Vans All these vehicles come only in diesel-engine versions and are quite popular on the Indian roads, especially on the highways and in the rural areas. They are known for their buil d quality, reliability, ruggedness, and the various uses that they can be put at. They are used as people carriers, as emergency vans, goods carriers, pick-up veh icles and so many more uses. The utility pick-up vans of Tata International are made for all kind of terrains and are facilitated with features like 2 & 4 wheel drive, single & crew cabs etc. TELCO is the undisputed leader as regards the Commercial Vehicle segment. It has a large number of products in this segments classified as various types namely, a. Buses -Small Buses (4 models) -Big Buses (4 models) 17

b.Trucks -Light Trucks (5 models) -Medium/Heavy Trucks (9 models) c.Tippers (3 models) d.Tractors (3 models)

2.3 STRATEGIC GROUP MAPS INTERNAL ANALYSIS The basic premise is the Customer. So whenever a new product development plan co mes into picture, the idea is to look for ways to offer the customer the best value for h is money. And the way we define value, the word covers all the possible and not so possible ways t o customer satisfaction. STRATEGIC INTENT Leadership with Trust Purpose Being a part of the Tata Group, Telco s corporate purpose is to improve the qualit y of life of the communities that it serves, through leadership in sectors of national economic s ignificance, to which the group brings a unique set of capabilities. This requires aggressive gr owth in its focused areas of business. The Tata Group s heritage of returning to society what it earns evokes trust among consumers, employees, shareholders and the community. Formalizing the high standards of beh avior expected from employees and companies continuously enriches this heritage. The Tata name is a unique asset representing leadership with trust. Leveraging t his asset to enhance group synergy and becoming globally competitive is the route to its sust ained growth and long-term success. 5 Core Values The Tata Group has always sought to be a value-driven organization. These values continue to direct the group's growth and businesses. The five core Tata values underpinning the way it does 19

business are: 1Integrity -we must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny. 2Understanding -we must be caring, show respect, compassion and humanity for our colleagues and customers around the world and always work for the benefit of Ind ia. 3Excellence -we must constantly strive to achieve the highest possible standards in our day-today work and in the quality of the goods and services we provide. 4Unity -we must work cohesively with our colleagues across the group and with ou r customers and partners around the world, building strong relationships based on tolerance, understanding and mutual cooperation. 5Responsibility -we must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from the peop le goes back to the people many times over.

2.4 MANUFACTURING UNITS OF TELCO Tata Motors owes its leading position in the Indian automobile industry to its s trong focus on indigenisation. This focus has driven the company to set up world-class manufact uring units with state-of-the-art technology. Every stage of product evolution -design, developme nt, manufacturing, assembly and quality control, is carried out meticulously. Its ma nufacturing plants are situated at Jamshedpur in the East, Pune in the West and Lucknow in t he North. Jamshedpur: This was the first unit of the company established in 1945 and is spread over a area of 822 acres. It consists of 3 divisions -Truck, Engine (including the Gear Box division) and Axle. The divestments in March 2000 hived off the Axle and Engine plants into independent subsidiaries. The Truck Division boasts of two assembly lines. The main assembly line, measuri ng 180 metres in length, has 20 stations with a vehicle rolling out every 8 minutes while the other line is dedicated to Special Purpose Vehicles (SPVs). State-of-the-art facilities like a Centralized Paint and Press Shop with a set-up of a 5000 tonne Siempelkamp press line and a cut-to -length line for strip preparation purchased from M/s. Kohler of Germany makes it a fairly advanc ed production outfit. This is supported by a fully equipped Foundry which supplies high-grade SG Iron castings for automobile components and excavators and is rated as one of the cleaner, better and highly automated foundries in the world. The Foundry has a sophisticated Kunkel Wagner high pressure moulding line, which has a rated production capacity of 90 pairs of moulds every hour. The Foundry has its own melting shop, core shop and sand plant. Other advanced facil ities include Channel Furnaces, Computerized Testing Equipment etc. In 1993, the Foundry was I SO 9002 certified by the Bureau Veritas Quality International and later followed it up w ith the more stringent QS 9000 certification from the BVQI in the year 2000. 21

The unit is also equipped with a semi-automated forging line, with 40,000 mkg Be che hammer and state-of-the art presses from Kurimoto of Japan and is one of the most moder n forging setups in the country. It produces critical forging like crankshafts, front axle beams and steering parts for the automobile plant. The new forging line, installed on April 20, 198 4, has the capability to forge front axle beams at 90 sec per piece and crankshafts at 120 sec per piece. Mechanical presses help produce a variety of heavy forging. The sophisticated FI DIA Digit 165 CC graphite milling machine links shop floor machines to the design workstation. The Forge has been certified as ISO 9002 and QS 9000 by the BVQI. Pune: The Pune unit is spread over 2 geographical regions Pimpri and Chinchwad and has a combined area of around 510 acres. It was established in 1966 and has a Production Engine ering Division, which has one of the most versatile tools making facilities in the Indian sub-co ntinent. It houses a Vehicle manufacturing complex which is one of the most integrated automotive m anufacturing centers in the country producing a large variety of individual items and aggrega tes. It is engaged in the design and manufacture of sophisticated press tools, jigs, fixtures, gaug es, metal pattern and special tools, as well as models for the development of new ranges of automo bile products. Its capabilities have enabled Tata Motors to introduce new products and improve existing ones without resorting to imports of dies or fixtures. Over the years, this division has developed expertise in design and manufacture of automated dies, fixtures and welding equipment. Its large design group is fully conversant with state-of-theart CAD facilities and manufacturing facilities comprising of light and heavy CNC ma chine shops, jigs boring room, plastic template shop, wood pattern and model pattern s hop, five axis precision machine tools and laser control machines. To cope with such a diverse range, four assembly lines have been established, one each for MCVs and HCVs, LCVs, multi-ut ility vehicles and one for Passenger Cars (Indica).

The Passenger Car Division in 'K' block executes the entire process of car manuf acture over five shops - the engine shop, the transmission shop, press and body shops, paint shop and the trim and final assembly shop. The shops are fully automated ensuring that there is minima l chance for error in the manufacturing processes. After the car is completely assembled, it goes through several checks like wheel alignment, side slip test, brake test, shower test, an d a short test run before it is ready for dispatch. All systems such as materials management, maintenance and other activities are c omputerized, enabling smooth operations and minimum inventory needs. The Electronics Division is engaged in the production of a wide variety of Machi ne Tool Controllers, PLCs, and Test rig instrumentation, Servomotors, Proximity Switches . In addition, it has developed a number of components such as flashers, horns, timers that are us ed in Tata Motors vehicles. Industry experts rate the fully automated Foundry at Chinchwad among the best, w orldwide. The Iron Foundry produces 16,000 tonnes of high precision castings per year with the help of 450 employees. These include Cylinder Blocks, Cylinder Heads, Gear Box Housing, etc. To dispense with the need for outsourcing, an Aluminium Foundry with an annual capacity of 7 00 tonnes has also been established. Lucknow: Lucknow Plant is the latest in Tata Motors 's manufacturing facilities. Establis hed in 1991 and covering an area of 600 acres, it was primarily started to assemble Medium Commercial Vehicles (MCVs) to meet the demand in the Northern Indian market. How ever, in 1995, the unit started manufacturing bus chassis of Light Commercial Vehicles (L CVs) and SUMO's. The unit is equipped with facilities to manufacture spare parts. Subsequ ently, G-16 and G-18 Gear Parts were added in 1998. The plant started to assemble G -16 Gearboxe s in 2000 to 23

meet the in-house requirement for SUMO vehicles. 2.5 PASSENGER CARS SEGMENTATION The segmentation of the passenger car market in India is vastly different from t hat in the developed nations. In India, the economy segment accounts for the largest share of the cars sold, as compared to mid-range segment in the mature markets. The economy and the prem ium segment face the lowest competitive threats, while the premium segment will witn ess intense competition due to lower volumes. Segment-Wise Classification of the Indian Car Market Segment Range Price ('000 Rs.) Economy 225-350 Mid-range 350-450 Premium 450 - 1,000 Luxury > 1,000 Key Demand Drivers Models Maruti 800, Maruti Omni, Premier, Ambassador, Hyundai Santro, Zen, Uno, Ford Ikon, Fiat Palio Esteem, Opel Astra, Ford Escort, Mitsubishi Lancer, Hyundai Accent Opel Vectra, Rover Montego, Mercedes benz Traditionally, disposable income was perceived as the one critical factor that d rove passenger car demand. However, household income is no longer the single most important factor in determining the demand for vehicles. Other critical factors are the mobility nee ds of people and

the availability of cheap finance. The top three income groups -middle, upper mi ddle, and high have grown from 10% in 1986 to 17% of the population and covers over 52 million famil ies. The number of high-income households is growing very rapidly, more so in the rural a reas. These findings have revolutionary implications for the passenger car market. The devel opment of the used car market will also play a major role, as the customers will be encouraged to trade in their old cars. The key to the growth of future markets is to make maintenance-free ve hicles, to improve the road infrastructure, and to reformulate fuels and lubricants so as t o reduce vehicleoperating costs. PRICING In any business, nothing is more dangerous than using money as the magnet for at tracting customsers. It kills loyalty, mangles margins, and encourages defections. But it is the Unique Selling Price the only road to success in the intensely competitive automobiles business? Those in the race for winning over the Rs. 7,500-crore small cars market seem to believe so. In the small car segment, the only P that, suddenly, seemed to matter was the seco nd in the Product-Price-Promotion-Place marketing-mix. Evidently, features, technology, and service are secondary. And the only warhead is price. According to the Research Analyst, Morgan Stanley, Price is the most important P in this market because it is pyramidal in structure, with a huge base and a narrow apex . Everything else remaining constant, the purchase decision of the first-time buye r is influenced by the 4 factors: Price, Price, Price and Price. The first is the price of acquisit ion. The second is the price of finance, or the rate of interest on a loan to buy a car. Third is the p rice of maintenance, 25

which includes the cost of fuel, service, and spare parts. And the fourth is the price of disposal, or the re-sale value of the car. The typical Indian car-buyer is obsessed with p ost-purchase pricing. Which is, in effect, the cost of maintenance and the possible re-sale v alue. And obviously, the lower the selling price of a second hand model, the less is the p urchaser s incentive to opt for it. However, not every company plays the price-card. Instead of cutting the price of Santro, Hyundai Motors has launched an enhanced version with product fearures like power steering, and product-plus features like better service and customer-care. Hyundai arrived at the pricing strategy after a careful analysis. It does not believe in knee-jerk reactions to rival moves. It also believes that when features are the USP, second P Marketing cannot help reinforc e that position. Strategic price marketing is a corporate weapon that must be applied in the cont ext of an entire portfolio of cars. Attempting to sell the lowest priced car in every segment wil l not enable a company to survive. Sure, the lower price will be an attraction to the first-time buyer who is, esse ntially, stretching his budget to buy personal transportation. The less the stretch, the more is the likelihood of actually buying a car instead of, say, a two-wheeler. So, even a drop of Rs.1000 in the small cars segment could expand its size. Go beyond the entry level and the price-value equation will kick in immediately. Only if all other things are perceived to be equal between competing brands will price be a decider. Once incomes start rising again, there will emerge increasing numbers of upgrades as well as first-time buyers who will not necessarily start at the lowest price-level. Thus, price wil l become less important. Applied as a brand-level strategy, price may help the auto-marketers win over only the entry-level customer. However, only the lowest priced player will milk this segment. The rest of the l ow-price aspirants will have to offer additional features as value to convince the budget -buyer to spend

more. As a corporate strategy, leading the charge through price may have a bette r pay-off. A low priced product will enable new entrants to gain entry into the consumer s garage. T he threat, however, is that of a dangerous dilution of image. Thus price can be a selling proposition for only one segment of customers. But a company that seeks life-long customers, who progressively move up its product ladder, cannot rely on price alone for success. 27

CHAPTER 3 OBJECTIVES OF THE RESEARCH 1. 2. 3. a. Examine the psychographics of small size car customers. To probe the buying behavior of car owners. To find people expectations or satisfaction regarding the small cars. To judge the awareness level of small cars.

CHAPTER-4 RESEARCH METHODOLOGY A research design is the arrangement of condition for collection and analysis of data in a manner that to, combine relevance to research purpose with economy in procedure. Research Design is conceptual structure within which research is conducted. It c onstitutes the blue print of collection, measurement and analysis of date. Research Design is n eeded because it facilitates the smooth sailing of various research operations, thereby making re search as efficient as possible yielding maximum information with minimum time, effort and money. Re search Design stands for advance planning of methods to be used for collecting relevant data and techniques to be used in the analysis .The design helps researcher to organize h is ideas whereby it will be possible for him to look for flaws and inadequacies. 4.1 RESEARCH DESIGN Following questions have to be asked in Research Design 1. What is the study about? 2. Why is the study being made? 3. Where will the study be carried on? 4. What type of data is required? 5. Where can data be found? 6. What periods of time will the study includes? 7. What will be the sample design? 8. What technique of data collection ill be used? 29

9. How will data be analyzed? 4.2 secondary data: The major aim of the project was to analyze the Strategies of TELCO and to study the consumerbuying behavior for small car customers. For the first part secondary data was collected from various sources that includ ed website of TELCO and trade journal that were collected from TELCO s Delhi Office. Since a part of the research aims at finding the attitude of people towards the different brands of cars, a conclusive research was conducted. The data collection form was designed in the form of a standard questionnaire because it is more reliable than unstructured format. By reducing the chance or the sample to influence results through different ques tions and through different judgment of answers and what to record, the structured questio nnaire produces more reliable results i.e. if the research project is repeated in the same manne r, similar results will be obtained.

Most of the questions asked in the questionnaire were closed ended with a few op en-ended questions also, to know consumers general views. Some questions are designed for the purpose of cross checking the sample genuineness in filling the questionnaire. For the purpose of analysis, ranking scale is used to rank the preferences of at tributes of the customers. (Semantic differential scale is used to understand the images of bran ds of cars as perceived by the consumers. This scale is used because it permits the developmen t of descriptive profiles that facilitates the comparison of competitive items.) 4.3 Universe: The universe is entire group of items the researchers wish to stud y and about which they plan to generalize. For this, the universe consists of people of Delh i who own small car. Selecting the sample: for this project, a probability sampling method is us ed. Probability sampling method is those in which every item in the universe has a known chance of being chosen in the sample. Here the sample size consists of 60 residents of Delhi. Th e probability sampling is preferred because: *It is the only sampling method that provides essentially unbiased estimates hav ing measurable precision. If the investigator requires this level of objectivity, then some var iant of probability sampling is essential. The probability sampling permits the researchers to evaluate in quantitative ter ms, the relative efficiency of alternate sampling techniques in a given situation. Usually this i s not possible in non-probability sampling. 31

CHAPTER-5 FINDINGS AND ANALYSIS EXTERNAL ANALYSIS The main purpose of this section is to have an insight into TELCO s external envir onment. Here, we shall be briefly looking at the factors influencing its external environment, its competitors and the kind of competition it faces. Competition Competition leads to improvement on all fronts. If healthy, it brings the best o ut of an industry. Newer and better technology, innovative and much better products and processes, user-friendly and economical products providing maximum value to customers, and other such adv antages, all arise out of competition. TELCO faces stiff competition in almost all its business segments but has emerge d as the winner when it comes to market success. Out of its three business segments namely, the Passenger Car division, Utility vehicle division and the Commercial vehicle division, the Pass enger Car division is the area, which is seeing a lot of activity in the current period. A nd this activity is all set to intensify with the launch of the all-new TATA Sedan in the later half of the current year. TELCO currently has two products in the passenger car segment-the Indica and the Safari. It faces direct competition from almost all the major automobile players in the pas senger segment, namely Maruti Suzuki, Hyundai, Fiat, Daewoo and Toyota. S.I.A.M. (Society of Indian Automobile Manufacturers) has classified the Passeng er Car segment in India into further sub segments on the basis of their length, 1. Small Car segment (B segment)

2. Entry-level Mid Size segment (lower C segment) 3. Premium Mid Size segment (upper C segment) 4. Luxury Segment (D segment) TELCO currently has one offering in the Small Car segment-The Indica, and one of fering in the Sports Utility Vehicle segment -The Safari. The proposed offering, christened th e TATA Sedan shall compete in the entry-level Mid-Size Car segment. TELCO also has plans to introduce another offering in the Luxury car segment cod e-named Magna . The Magna shall be launched some time during the later half of next year in 2003. TELCO currently is tight-lipped about the Magna and has divulged no details rega rding the car but according to group Chairman Mr. Ratan Tata, the Magna shall be TELCO s answer to the Luxury Segment in India, which shall force the competitors to revamp their strat egies. And if the success of the Indica and the Safari is to be believed, these words are sure to see light in the near future. The Indica comes in both diesel and petrol variants. TELCO has redefined the rul es of the game by launching the all-new Indica V2, which has met with huge success in the recen t months. It has earned a lot of respect among all the small car manufacturers because of its quality and value delivered to the customer, truly fulfilling its promise of More Car Per Car. TEL CO, for the year 2002 had promised a product of great pedigree, and the Indica V2 has just delive red that. The Indica is directly pitted against the Zen, Alto and Wagon-R from Maruti Udyo g, the Santro from Hyundai, the Palio and Uno from Fiat, and the Matiz from Daewoo. CORE COMPETENCIES The Core Competencies of is there capability to make the Indica globally competi tive in terms of cost. If Telco can find markets to sell 20,000 or 30,000 more Indica s, then they are looking at a 33

very interesting set of numbers. If you add variants to those numbers, you re look ing at very reasonable numbers. Then you are in the niche. And if you focus on that niche, invest in technologies required to give that one pla tform all the variants and changes that you need, you survive. Telco has a design and engineering capabilities that are unmatched by its compet itors in the Indian market and the company also possesses an unmatched ability to create and integrate it. This gives it the capability to compete with firms in the world market. It also has a World-Class dealer base and alliances with these suppliers; this e nsures the right Inputs for the company and also helps to manage the Just in Time systems. Smaller auto companies (globally) will have to look for market niche s to operate. In the case of Tata Motors, the niche may be the lower end car. The unfortunate part is that th e lower end market does not offer much by way of margins. But you need volumes and that kind of scale and production processes that will give you those advantages. That is what Telco has to look for and there they can even stand on their own if they find markets beyond the shores of India. All that would come from having a niche product that is globally competitive But there is still a long way to go before the company is able to make a mark in the world market and compete with the world s leading companies in well-developed markets like Euro pe, The United States and Japan. For that to happen, it will take a more focussed approa ch from the company towards quality and developing R&D and experience in such project. Thoug h its efforts towards Total Quality Management seem to be helping the company.

5.1 KEY FACTORS FOR SUCCESS Having the right resources is very important for a company to succeed in any ind ustry. The resources which are most vital for success in an industry are called Key factors for success in an industry , the key factors for the industries that Telco Operates in are: 1.High Quality Management The LCV & M&HCV segment are highly complicated sectors, the management not only have to manage all the resources available to the company properly, but also hav e to be highly professional in their approach. 2.R&D and Knowledge The technological changes as per WTO specifications and Euro Emission norms need to be followed for a company like Telco to sustain growth and Telco has been able to a chieve all this in all its products and services. Human Resource Industries like Telco have a high human element, it is very important for a comp any to have High quality human resources 3.High and Standard Quality For industries like Telco which manufacture equipment's that serve the infrastru cture industry, it is very important to have high standards in quality. 4.Managing Cost It is becoming more and more important for companies to achieve competitive cost s, the company is planning to continue with is cost reduction program. Most of this wou ld come 35

from reducing fixed costs, operational efficiency an outsourcing. RESOURCES The resources of the company are similar for all the industries, many of the res ources are common for all the industries. But the Core Values like management capabilities are shared by the entire organization. Some of the major resources that Telco has are 1.Human Resource Telco possesses a great Human Resource base, its in all its business are a peopl e oriented operation. The company takes great care to ensure that it has a good supply of H R, the values and efforts to ensure good Human Resources are shared by the HR departments of e ach SBU. 2.Management The management of the company has gained the reputation of being one of the most professionally managed companies in India. The management of each SBU has a stro ng work ethic with an aggressive approach to managing the company. 3.R&D and Know-how The company is known for its high level of sophistication when it comes to techn ology. And it has great experience in projects with high levels of sophistication, which is very important in a knowledge-based industry. It has a great R&D base; it invests a high amount every year (compared to the average spent in the industry) on it for each department. The R &D departments of each SBU have helped each other, for E.g. the revival of Indica i s a success story. 4.High Quality

The company has extremely high standards in quality; almost all Strategic Busine ss Units are technology leaders in their field of operation. Thus it is clear that Telco has most of the resources that companies require to be successful in the industries it operates in. Cost is the only resource that sometimes hampe rs its progress. VALUE CHAIN A large number of Telco's operations are different activities on the value chain for E.g. LCV., Utility Vehicles, HCV or others are used in different sectors, but all the vehic les have been the leaders in their own segment. This aspect not only allows the company to it to deliver tailor made products fo r other divisions in the company, but also gives some divisions of the company a lot of business. And the company is able to achieve lower costs than its competitors by procuring facilit ies from other departments within the company, thus giving it an edge over the competition. SYNERGY The activities of the company give synergy to the company as a whole; this is du e not only because of the value chain, but also because the R&D from one division helps in the others. For E.g. the R&D from the Engineering division helps the Production division. And in the future the company wants to have synergy in all its activities to be highly successful. 37

5.2 PEST ANALYSIS- IDENTIFICATION OF CHANGE DRIVERS The PEST analysis for Tata Motors and Locomotive Company Ltd. (TELCO): Political The political environment has been highly unstable over the past few years, but recently it has settled down somewhat. As we know that Telco is the leader in the commercial veh icle segment with 54% market share in Light Commercial Vehicle (LCV) and 63% market share in Medium & Heavy Commercial (M & HCV). Telco has a market share of 221% in utility vehicl e segment. The company has also garnered a 9% market share in the passenger car industry in a very short span. The decision of the government to ban diesel buses and give licenses to CN G buses has been a boon for TELCO as it is the major supplier of buses to all State Transpor t Corporations. Though only few state governments are stern in implementing this order but TELCO will remain one of the major suppliers of buses and hence can plan expansion. Economic The availability of freight depends on the economic activity in the country. The refore an increase in economic activity broadly represented by growth in GDP helps in increasing th e freight availability. The GOI policy towards depreciation norms and excise duty etc will have a bearing demand for MUV s and CV s. The implementation of infrastructure projects will have a positive impact on demand of CV s and MUV s as they are extensively used in transportation of material and people requirement of projects. The freight rates determine the revenue comp onent of fleet owners. The improvement in freight rates consistently over this period will add to business of TELCO. Though oil prices have gone up but the shift in the oil sector companies towards a positive pricing strategy will not affect Telco s business plans & performance. Socio-Cultural

In order to boost sales passenger car companies often look for a general upbeat environment. The sales during festival times perk up because the environment all round is joyous and upbeat. Another effect is because of is that of good monsoons which translates into a hi gher rural demand especially for the MUV s. Thus socio-cultural factors do not affect the Eng ineering business too much, it does have an impact indirectly. Though the metropolitans h ave become over-crowded and but Telco s Indica V2 sales have picked up. Technological The Company vigorously pursued a programme of product innovation in commercial v ehicle with a view to regaining and improving its market share. The company had already added to its range Euro 1 Compliant Cummins Engine Powered Vehicle with a view to regaining a nd improving its market share. Major innovation in the current year include a 25 To nnes Truck and a30 Tonne Tractor Trailer; Fuel Efficient M&HCV Truck and Busses Powered by Comp any s Euro 1 Compliant 697 Engines; a Cost Effective 11 Tonnes Vehicle in both bus and truck version to meet the growing demand in this segment; and a Fur Tonnes LCV fitted with an internally developed Turbo charged Engine. 39

5.3 STRATEGY IMPLEMENT SEVEN S FRAMEWORK The Boston Consultancy Group in the 1970s developed the Seven S Framework . It was designed to build a cohesive strategy, and in turn integrate the 7S, these 7S ar e inter-related and inter-dependent. For the success of an organization the Seven S cannot work in isolation, they ha ve to be brought together. For the Strategies to work at Telco, it is important that the company employs th e framework. To implement the framework the company should consider the following aspectsSTRATEGY The strategies that the company needs to employ have been discussed in the previ ous section. The strategies differ on the various levels, i.e. different for Corporate, Busin ess, Operational and International Levels. These strategies have to be aligned with the following ele ments. STRUCTURE When the company undertook the restructuring exercise, it was the first major re structuring the Tata group had undertaken. The first phase of restructuring required some basic foundation building. The group developed a common corporate identity for all group companie s leveraging the strengths of the Tata brand. The group companies were required to sign an ag reement to use the Tata brand, which entailed the compliance with the quality standards and bus iness ethics that we codified at that time. The company developed the Tata Business Excellence Mod el to measure the quality and corporate performance of our companies, and required the m to achieve the specified level of performance in order to continue the Tata Brand.

The company instituted the business review committees (BRCS), which constituted the formal interface between the group and the holding company. The BRCS reviews the strate gic direction of each company, and the executive committee of each board reviews the operation s and the budget of the company. To oversee the entire restructuring exercise, the group created a central group, which they called the Group Executive Office (GEO). Its primary task was to look at the strategic direction of each of our companies, in the process of which it set some tasks for our company in t erms of bottomline and top-line growth based on historical growth trends, as industry leadersh ip in terms of being number one, two, or three. Ultimately, the GEO takes a view on the figment of companies within our group. Telco has also decided to restructure its operations by reducing its level of ve rtical integration. Towards this, the company has decided to hive off three of its ancillary divisio ns in Pune and Jamshedpur. The company is at present on the look out for suitable alliances wit h international majors. The company has set up an independent retailing network for cars and also for ot her utility vehicles. The strength of dealership for these now stands at 118. SYSTEMS Systems are the procedures that make the organization follow for everything from top-level decision making to board meetings, from employee training and hiring to transpor tation. All the company s activities should have a particular system particular to the company. The GEO as mentioned above has put in place certain important hooks such as a ce ntral HR and central financial coordination with a view to standardize the MIS systems of Tel co for financial reporting to the holding company. The net result of all these initiatives has be en that Telco now operates more as a group than what they did in the past, but what this really me ant was that each 41

company had the stamp of its own CEO and went its own way, and if you remove the name o the enterprise you could be looking at different companies with no connection to the Tata s. STYLE Every company has its own management style, style also consists of the way a com pany operates its business. As mentioned above the company instituted the business review committees (BRCS), which constituted the formal interface between the group and the holding company. The BRCS reviews the strategic direction of each company, and the executive committee of each boa rd reviews the operations and the budget of the company. STAFF This aspect concerns itself with the pool of people who need to be developed. Telco takes a lot of efforts to ensure the best trainee level talent, through ca mpus recruitment from the top institutes of the country. It then gives them the proper training a nd development, giving them the opportunity to grow and improve. The current chairman of the company Mr. Ratan Tata is a prime example, in the wa y he started at the middle level management, and then made it to the top of the company SKILLS This aspect considers the fact that every organization needs certain skills for its success, but its not just enough to have skills, an organization must have the right combination of skills that complement each other.

The company works hard to ensure that it has the necessary skills to ensure its success. It trains its employees, through a set of carefully designed programs, to give them the de sired skills. Plus it has also entered into a number of alliances with a number of companies, which help it to gain the necessary experience and which can also help it improve its R&D. SUPER-ORDINATE GOALS These are goals on which the other elements and other goals of the organization should depend upon. These are reflected in the thinking of the organization. These are Tata s Diktat: Globalize: With economies opening up, Tata companies are aiming for global bench marks to compete. Be Skill Intensive: With manufacturing ceasing to be India s advantage, the thrust is on knowledge based industries. Build brands: Shift from selling commodities to marketing branded products and s ervices that not just differentiate but fetch a premium. Leadership: To justify shareholder interest, Tata companies must be among the to p three in their industries. Enhance Performance: Executives must pull their weight, and the best of them mus t get opportunities across functions and group companies. LEADERSHIP Leadership is defined as The art or the process of influencing people so that the y will strive willingly and enthusiastically towards achievement of the group s mission . Leadersh ip is something that greatly affects any company s philosophy, culture, and in-turn the overall health 43

of the company. Telco always has had a tradition of great leadership. One of its founders Jamshe dji Tata has been a hallmark of leadership. That surge of electricity not unnoticed by merchant bankers, now crawling all ov er Bombay House, the group headquarters is in fact the spark that the group is looking for to rocket itself into a new orbit of growth. In 1991, when a shy and reclusive Ratan Tata took ov er the chairmanship of the group from uncle J.R.D Tata, his priority was not new busine sses or even growth. It was something much more immediate and arduous. It was to turn a loose confederation of companies, controlled powerfully by powerful satraps, into a gr oup that thought and acted like one. The challenge however wasn t merely of ousting powerful chieft ains like Russi Mody of Tatasteel, Ajit Kerkar (Indian Hotels) or Darbari Seth (Tata Chemi cals). The leadership in Telco has also had a big impact on the company, perhaps like any c ompany its entrepreneurs had the greatest impact on the company, and they defined its outlo ok, its businesses and its philosophy in different situations. Over the last the 10 years, Ratan Tata has quietly entered 15 new businesses, ex ited 11, and herded the rebellious Tata companies into a cohesive group. Tata now wants to do uble revenues every four years, and profits, every three. His secret weapon: branded products and services. He wants to justify shareholder interest and wants Tata companies to be among the t op three in their industries. 5.4 ANALYSIS Sample size Respondents: 60

Owners Owners Owners Owners Owners

of of of of of

Santro 14 Zen -- 14 Indica 14 800 9 other cars

0 5 10 15 20 25 30 SANTRO OWNERS INDICA OWNERS ZEN OWNERS 800 OWNERS OTHER CAR OWNERS RESPONDENTS NO. OF RESPONDENTS Most of the respondents are in an income bracket of Rs.20001 to Rs.25000 and abo ve Rs.25000. This indicates that most of the car owners belong to either upper of upper middl e class segment. Performance of a car clearly outweighs its style and cost on the consumer s list o f priorities to buy a car. Performance be it engine make up, fuel efficiency in city conditions, smoothness, pick up, derivability, is consumer s first preference in their look out on attributes i n making a decisions for buying a car. Very few consumers surveyed gave style and cost as t heir priorities to buy a car. A mere 25% of respondents gave style and 30% gave cost as their re asons to buy a car. 85% of respondents i.e. 51 out of 60 respondents gave performance of a car as a factor for making a purchase decision. 45

. Given the city conditions, the consumers needed of cars, small cars taking less space has no parking problems, ic conditions, easy gear shifts and good fuel efficiency. The small essional class or the upper middle class were very cost conscious s preferred low maintenance in their cars. a very good overall performance easy derivability in heavy traff car owners being mostly the prof and due to their busy life style

The small car consumers are high search information seekers, most of them using at least 3 sources of seeking the information. They believe that extensive search is necess ary to make a good buy. Having owned fewest carts previously, they had very less information a bout the cars. . Most of these small car buyers being first time purchasers usually go for friend s, automobile magazines or other car owners to get information about the various products and brands in the market to know the most favorable brand or products and later they seek further information from dealers and other sources once they are through their choice process and ha ve decided upon a particular brand or brands to buy. Most of the small car consumers are happy with their purchases. A probe into res pondents satisfaction level, ranking from 1 to 5 where 1 was full satisfaction and 5 full dis satisfaction with theirs cars, gave 1.79 as an average figure of satisfaction level. Out of a total of 60 respondents, 26 ranked their satisfaction level as 1 , 20 rank ed 2 , 9 ranked 3 , 2 ranked 4 and only one respondent showed null satisfaction. The main reasons whi ch were quoted for their satisfaction were driving comfort, good fuel efficiency, s mall is cute, easy parking, less maintenance, good pick-up and a perfect car for a small family.

Again when the consumers were asked about their preference for any other car, th e highest number of respondents chose small cars, that are 20 out of 56 respondents prefer red small cars, midsize cars, 16 large size cars, 5 went for jeep models and 8 consumers luxury cars like BMW, Mercedes, Ferrari, etc. The main reason again given for their preference was com fort of driving, performance, good looks and fuel efficiency. 47

7% 7% 50% 12% 18% 3%3% 7% 7% 50% 12% 18% 3%3% FACTORS IMPORTANT IN A CAR PURCHASE COST STYLE PERFORMANCE PERFORMANCE AND STYLE PERFORMANCE AND COST STYLE AND COST STYLE COST AND PERFOMANCE Out of a total of 60 respondents surveyed, 30 respondents gave performance, 7 pe rformance and style, 11 performance and cost, 2 style & cost and performance, 2 style & cost , 4 gave style and 4 gave cost as the reasons for purchasing their car

RESPONDENTS

RANKING OF ATTRIBUTES

PREFERENCE RANK PREFERENCE POINTS 1 140 2 120 3 100 4 80 5 60 6 40 7 20 Attributes Performance Cost Low Maintenance After Sales Service Brand Name Safety Credit Facility Preference Rank 1.5 2.9 2.7 3.4 3.8 4.4 6.4 Preference Points 130 102 106 92 84 72 32 49

0 20 40 60 80 100 120 140 PERFORMANCE COST LOW MAINTENANCE AFTER SALES SERVICE BRAND NAME SAFETY CREDIT FACILITY PREFERENCE POINTS ATTRIBUTES 0 20 40 60 80 100 120 140 PERFORMANCE COST LOW MAINTENANCE AFTER SALES SERVICE BRAND NAME SAFETY CREDIT FACILITY PREFERENCE POINTS ATTRIBUTES When the consumers were asked to rank the factors, they consider to be important in buying a car, ranking the factors from 1 to 7 where 1 is the highest preference rank 7 , the l owest preference rank, and performance of the car was ranked the highest on the prefer ence scale. Performance, on an average of 60 respondents was ranked 1.48 showing that the cons umers sought performance in a car as the first important factor in making a purchase. The car owners as the second most important factors ranking them 2.9 and 2.7 res pectively considered the cost and low maintenance of a car. After sales service and brand name were the third and fourth preferences of the respondents with 3.4 and 3.86 as their respective rankings. Safety was ranked 4.35 on the prefere nce scale and credit facility stood at the car owners lowest preference with a rank of 6.43.

SOURCES OF INFORMATION NUMBER OF RESPONDENTS 40 35 30 15 20 25 TELEVISION MAGAZINE FRIENDS DEALERS MECHANIC OTHER CAR OWNERS 10 5 0 1 SOURCE OF INFORMATION The survey showed that a highest number of consumers sought friends as a source of information. Even as a majority of them went for magazines and other car owners as a source of seeking information, a good number of consumers went to dealers for getting the information. Television as a source of information was used by less number of consumers and a very few of them went to mechanic s in search of information 51

0 10 20 30 40 50 60 70 80 PERCENTAGE OF RESPONDENTS 1 INFLUENCERS INFLUENCING FACTORS IN FRIENDS FAMILY MEDIA OTHERS 0 10 20 30 40 50 60 70 80 PERCENTAGE OF RESPONDENTS 1 INFLUENCERS INFLUENCING FACTORS IN FRIENDS FAMILY MEDIA OTHERS The survey showed that ision making , friends other omes media & other factors .

DECISION MAKING

DECISION MAKING

a highest number of consumers influenced by family in dec major factor in influencing the consumer s decision ,then c

5.5 CONCLUSIONS Consumers of small cars n any other attributes. Most of the good mileage, good acceleration, easy oks hardly count for the buyers of small

are seeking a very good overall performance in a car tha consumers prefer Small cars and mid sized cars for their derivability, requiring small rooms for parking. Good lo cars.

Again a good after sales service and low maintenance in a vehicle is a garnish o n customer s delight. Safety and credit facilities are almost ignored factors in purchasing a small car. Family wields the highest influencing power in making a purchase decision for an Indian consumer. Friends and media also have a good impact on decision-making. A very f ew consumers take a self-purchase decision. Usually consumers get detailed information through friends, magazines, other car owners and dealers whereas, they get the product information from the other sources like te levision, hoardings etc. The dream cars of the consumers are high luxury cars like Mercedes S-class, BMW, Ferrari, Pajero, Rolls Royce, Jaguar, Porsche, the cars with a class apart when it comes to their brands images, cars which flaunt status, style, wealth and attitude of the people ownin g them, cars which are considered to the best on the globe. 53

CHAPTER 6 ANNEXURE PRODUCTION Category January '07 M&HCV 7,878 LCV 3,269 UTILITY 2,684 CARS 10,428 TOTAL 24,259 ESR THE MONTH January '06 5,359 3,366 2,717 8,765 20,207 January'05 5,944 4,130 3,416 3,069 16,559 2006-2007 57,344 2,8120 18,844 61,475 165,783 2005-2006 2004-2005 44,015 40,170 23,368 31,954 20,346 24,318 52,308 35,319 140,037 13,1761 Category January '07 M&HCV 7,304 LCV 3,442 UTILITY 2,613 CARS 9,957 TOTAL 23,316 Domestic January '06 5,949 2,357 2,370

7,365 18,041 January'05 5,126 2,725 2,204 2,975 13,030 January '07 302 222 1 275 800 Exports January '06 498 336 151 299 1,284 January '05 270 568 147 25 1,010 Total January '07 January '06 January '05 7,606 3,664 2,614 10,232 24,116 6,447 2,693 2,521

7,664 19,325 5,396 3,293 2,351 3,000 14,040

FOR THE YEAR Domestic Exports Total Category 2006-07 2005-06 2004-05 2007-06 2005-06 2004-05 2006-07 2005-06 2004-05 M&HCV 57,797 43,813 38,892 1,890 1,955 2,718 59,687 45,768 41,610 30,897 LCV 26,362 19,673 25,122 2,222 3,361 5,775 28,584 23,034 24,177 UTILITY 19,225 19,045 21,583 316 1,755 2,594 19,541 20,800 35,560 CARS 61,892 48,847 35,098 1,434 1,133 462 63,326 49,980 TOTAL 165,276 131,378 120,695 5,862 8,204 11,549 171,138 139,582 132,244 TATA MOTORS' FLASH FIGURES FOR JANUARY 2007 PRODUCTION Category January '07 January '06 January '05 2006-2007 2005-2006 2004-2005 M& HCV 10,501 7,878 5,359 81,238 59,380 44,015 LCV 6,279 3,269 3,366 45,197 29,242 23,368 UTILITY 4,308 2,684 2,717 25,982 19,269 20,346 CARS 12,660 10,428 8,765 95,071 63,826 52,308 TOTAL 33,748 24,259 20,207 247,488 171,717 140,037 FOR THE MONTH 55

Domestic Exports Total Category January January '07 '06 M& HCV 9,686 7,258 LCV 4,807 3,362 UTILITY 3,614 2,589 CARS 11,084 9,933 TOTAL 29,191 23,142 Domestic Category 2006-20052007 2006 M& HCV 80,271 57,286 LCV 38,898 25,919 UTILITY 24,615 19,176 CARS 87,302 61,776 TOTAL 231,086 164,157 January '05 5,949 2,357 2,370 7,365 18,041 January '07 405 713 194 1,336 2,648 January '6 January '05 January '04 January January '07 '06 348 498 10,091 7,606 6,447 2,693 302 336 5,520 3,664 2,521 25 151 3,808 2,614 7,664

299 299 12,420 10,232 19,325 974 **1284 31,839 24,116 FOR THE YEAR 2004 2005 43,813 19,673 19,045 48,847 131,378 20062007 3,496 4,840 1,852 7,468 17,656 Exports 20052006 2,385 2,678 355 1,550 6,968 2004 2005 1,955 3,361 1,755 1,133 **8204 2006 2007 83,767 43,738 26,467

94,770 248,742 Total 200520042006 2005 59,671 45,768 28,597 23,034 19,531 20,800 63,326 49,980 171,125 139,582

6.1 QUESTIONNAIRE A survey of consumer perception about small cars Personal details: Name: No. of members in family: Monthly household income: 1. Do you own (Please Tick?) Car 2 wheeler 2. Which car do you own Name Model Colour 3. Are you satisfied with it? 4. How much do you spend on maintenance on a monthly basis? 5. Name some cars in the small car segment in India 6. Rate the following (I to II) attributes according to you preferences while bu ying a new car Price . Style . Performance . Performance & Style . Performance & Cost . Style & Cost . Style , Performance& Cost . 57

8. Comment on the following statements according top the tables given below 1 strongly agree 2- Agree 3-neither agree nor disagree 4-disagree 5- Strongly disagree . Indica, being the only car which gives best performance . Santro has the most effective AC . Zen has the most jazzy and outgoing colures 9. Rate the following cars as per your perception on the basis of the attributes specified (5 excellent to 1 poor) Indica Santro Zen Sales and services Price Fuel efficiency Smooth and stable ride Luxury Low maintenance Style Financing facility Comfort Safety 10. Are you planning to buy a car within next? One month Two months 6 months 1 year 11. Which one? 12. Why? 13. Comment on the following cars as to how can there be any improvements Indica Santro Zen

CHAPTER-7 BIBLIOGRAPHY Reference books: Consumer behaviors. By John C. Mowen Macmillan publications. Market research By Tull and Hawkins Internet: http://www.tata.com/0_careers/our_people/20020214_suman1.htm http://www.tata.com/0_b_sectors/index.htm http://www.cybersteering.com/auto_makers/telco/tata.html http://www.tata.com/tata_engg/index.htm http://www.tatainternational.com/automob_products.asp http://www.tata.com/tata_engg/articles/index.htm http://www.telcoindia.com/home.htm http://www.tata.com/tata_engg/media/20020228.htm http://www.tata.com/tata_engg/articles/2000106051indica2.htm http://www.tata.com/tcs/articles/20011110_auto_engg_service(1).htm www.marutiudyog.com www.hyudaimotorindia.com www.autoweb.com Magazines: Auto Car 2007 Auto India January 2006-07 59