2

LAUNCH MAPPING OF INDICA VISTA AS A STRATEGIC TOOL TO

CONSOLIDATE THE BRAND INDICA”

Sr.No. Name of chapter Page no

1. Introduction

2. Company profile

3. Values & ethics

4. Product mix

5. Launching strategies

6. Features of Indica Vista

7. Research methodology

8. SWOT Analysis

9. Annexure (Questionnaire)

10. Bibliography

11. Conclusion

INDEX

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1. INTRODUCTION OF THE SUBJECT

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Introduction

Tata Motors Limited, formerly known as TELCO (TATA Engineering and

Locomotive Company), is a multinational corporation headquartered in Mumbai,

India. It is India's largest passenger automobile and commercial vehicle

manufacturing company. Part of the Tata Group, and one of the world's largest

manufacturers of commercial vehicles. The OICA ranked it as the world's 20th largest

automaker, based on figures for 2006.[1]

Tata Motors was established in 1945, when the company began manufacturing

locomotives. The company manufactured its first commercial vehicle in 1954 in

collaboration with Daimler-Benz AG, which ended in 1969[2]. Tata Motors was

listed on the NYSE in 2004, and by 2005 it was ranked among the top 10 corporations

in India with an annual revenue exceeding INR 320 billion. In 2004, it bought

Daewoo's truck manufacturing unit, now known as Tata Daewoo Commercial

Vehicle, in South Korea. It also, acquired a 21% stake in Hispano Carrocera SA,

giving it controlling rights in the company. Tata Motors launched their much awaited

Tata Nano, noted for its Rs 100,000 price-tag, in January 2008.

In March 2008, it finalised a deal with Ford Motor Company to acquire their British

Jaguar Land Rover (JLR) business, which also includes the Rover, Daimler and

Lanchester brand names.[3][4][5] The purchase was completed on 2nd June 2008[6]

Tata Motors has its manufacturing base in Jamshedpur, Pantnagar, Lucknow,

Ahmedabad and Pune.

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What is Marketing?

The term marketing has changed and evolved over a period of time, today marketing

is based around providing continual benefits to the customer, these benefits will be

provided and a transactional exchange will take place.

The Chartered Institute of Marketing define marketing as ‘The management process

responsible for identifying , anticipating and satisfying customer requirements

profitability’

If we look at this definition in more detail Marketing is a management responsibility

and should not be solely left to junior members of staff. Marketing requires co-

ordination, planning, implementation of campaigns and a competent manager(s) with

the appropriate skills to ensure success.

Marketing objectives, goals and targets have to be monitored and met, competitor

strategies analysed, anticipated and exceeded. Through effective use of market and

marketing research an organisation should be able to identify the needs and wants of

the customer and try to delivers benefits that will enhance or add to the customers

lifestyle, while at the same time ensuring that the satisfaction of these needs results in

a healthy turnover for the organisation.

Philip Kotler defines marketing as ‘satisfying needs and wants through an

exchange process’

Within this exchange transaction customers will only exchange what they value

(money) if they feel that their needs are being fully satisfied, clearly the greater the

benefit provided the higher transactional value an organisation can charge.

P.Tailor of www.learnmarketing.net suggests that 'Marketing is not about providing

products or services it is essentially about providing changing benefits to the

changing needs and demands of the customer’ (P.Tailor 7/00)'

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Marketing Research

Research is the only tool an organisation has to keep in contact with its external

operating environment. Inorder to be proactive and change with the environment

simple questions need to be asked:

How are customer needs changing? Can you meet these changing

needs? What do your customers think about existing products or

services?

How are competitors operating within the environment? Are their

strategies exceeding or influencing yours? What should you do?

How are macro and micro environmental factors influencing your

organisation? Again how will you react?

As witnessed with the UK retail clothing group C&A , failure to react to the changing

needs of its customers within its environment has resulted in C&A closing all their

UK retail stores. Marks and Spencers also faces an uncertain future. Research tells

them that customers feel that the stores and clothes are outdated. M&S are now

rushing out new lines and experimenting with new concept stores to retain existing

and attract potential new customers. In the world of credit it is just recently that M&S

are excepting credit cards!

Market Research and Marketing Research a difference.

A common mistake by many students, lecturers and textbooks is that there is no

understanding of the clear distinction between market research and marketing

research.

2

Market Research: Involves researching specific industry’s or markets. Researching

the computer industry to discover the number of competitors and their market share

will be an example of market research.

Marketing Research: Marketing Research goes further. Marketing Research analyses

a given marketing opportunity or problem, defines the research and data collection

methods required to deal with the problem or take advantage of the opportunity,

through to the implementation of the project. In essence marketing research aims to

discover the root cause for a specific problem within an organisation ( eg declining

sales) and put forward solutions to that problem.

Data Types

There are two types of data to be collected:

Qualitative Data: Focuses on people’s opinions and attitudes towards a product or

service.

Quantitative Data: Focuses on collecting data for numerical analysis.

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2.

COMPANY PROFILE

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2

COMPANY PROFILE :

Tata Motors Limited is India’s largest automobile company, with revenues of Rs.

35651.48 crores (USD 8.8 billion) in 2007-08. It is the leader in commercial

vehicles in each segment, and among the top three in passenger vehicles with

winning products in the compact, midsize car and utility vehicle segments. The

company is the world’s fourth largest truck manufacturer, and the world’s second

largest bus manufacturer.

The company’s 23,000 employees are guided by the vision to be “best in the manner

in which we operate, best in the products we deliver, and best in our value system

and ethics.”

Established in 1945, Tata Motors’ presence indeed cuts across the length and

breadth of India.  Over 4 million Tata vehicles ply on Indian roads, since the first

rolled out in 1954. The company’s manufacturing base in India is spread across

Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh) and

Pantnagar (Uttarakhand). Following a strategic alliance with Fiat in 2005, it has set

up an industrial joint venture with Fiat Group Automobiles at Ranjangaon

(Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The

company is establishing two new plants at Dharwad (Karnataka) and Sanand

(Gujarat). The company’s dealership, sales, services and spare parts network

comprises over 3500 touch points; Tata Motors also distributes and markets Fiat

branded cars in India. 

Tata Motors, the first company from India’s engineering sector to be listed in the

New York Stock Exchange (September 2004), has also emerged as an international

automobile company. Through subsidiaries and associate companies, Tata Motors

has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar

Land Rover, a business comprising the two iconic British brands that was acquired

in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South

Korea’s second largest truck maker. The rechristened Tata Daewoo Commercial

Vehicles Company has launched several new products in the Korean market, while

also exporting these products to several international markets. Today two-thirds of

heavy commercial vehicle exports out of South Korea are from Tata Daewoo.  In

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2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish

bus and coach manufacturer, with an option to acquire the remaining stake as well.

Hispano’s presence is being expanded in other markets.  In 2006, it formed a joint

venture with the Brazil-based Marcopolo, a global leader in body-building for buses

and coaches to manufacture fully-built buses and coaches for India and select

international markets. In 2006, Tata Motors entered into joint venture with

Thonburi Automotive Assembly Plant Company of Thailand to manufacture

and market the company’s pickup vehicles in Thailand. The new plant of Tata

Motors (Thailand) has begun production of the Xenon pickup truck, with the

Xenon having been launched in Thailand at the Bangkok Motor Show 2008.

Tata Motors is also expanding its international footprint, established through exports

since 1961. The company’s commercial and passenger vehicles are already being

marketed in several countries in Europe, Africa, the Middle East, South East Asia,

South Asia and South America. It has franchisee/joint venture assembly operations

in Malaysia, Kenya, Bangladesh, Ukraine, Russia and Senegal.

The foundation of the company’s growth over the last 50 years is a deep

understanding of economic stimuli and customer needs, and the ability to translate

them into customer-desired offerings through leading edge R&D. With over 2,500

engineers and scientists, the company’s Engineering Research Centre, established in

1966, has enabled pioneering technologies and products. The company today has

R&D centres in Pune, Jamshedpur, Lucknow, in India, and in South Korea, Spain,

and the UK. It was Tata Motors, which developed the first indigenously developed

Light Commercial Vehicle, India’s first Sports Utility Vehicle and, in 1998, the Tata

Indica, India’s first fully indigenous passenger car. Within two years of launch, Tata

Indica became India’s largest selling car in its segment. In 2005, Tata Motors

created a new segment by launching the Tata Ace, India’s first indigenously

developed mini-truck

In January 2008, Tata Motors unveiled its People’s Car, the Tata Nano, which India

and the world have been looking forward to. A development, which signifies a first

for the global automobile industry, the Nano brings the comfort and safety of a car

within the reach of thousands of families. When launched in India later in 2008, the

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car will be available in both standard and deluxe versions. The standard version has

been priced at Rs.100,000 (excluding VAT and transportation cost).

Designed with a family in mind, it has a roomy passenger compartment with

generous leg space and head room. It can comfortably seat four persons. Its mono-

volume design will set a new benchmark among small cars. Its safety performance

exceeds regulatory requirements in India. Its tailpipe emission performance too

exceeds regulatory requirements.  In terms of overall pollutants, it has a lower

pollution level than two-wheelers being manufactured in India today. The lean

design strategy has helped minimise weight, which helps maximise performance per

unit of energy consumed and delivers high fuel efficiency. The high fuel efficiency

also ensures that the car has low carbon dioxide emissions, thereby providing the

twin benefits of an affordable transportation solution with a low carbon footprint.

The years to come will see the introduction of several other innovative vehicles, all

rooted in emerging customer needs. Besides product development, R&D is also

focussing on environment-friendly technologies in emissions and alternative fuels.

Through its subsidiaries, the company is engaged in engineering and automotive

solutions, construction equipment manufacturing, automotive vehicle components

manufacturing and supply chain activities, machine tools and factory automation

solutions, high-precision tooling and plastic and electronic components for

automotive and computer applications, and automotive retailing and service

operations.

True to the tradition of the Tata Group, Tata Motors is committed in letter and spirit

to Corporate Social Responsibility. It is a signatory to the United Nations Global

Compact, and is engaged in community and social initiatives on labour and

environment standards in compliance with the principles of the Global Compact. In

accordance with this, it plays an active role in community development, serving

rural communities adjacent to its manufacturing locations.

With the foundation of its rich heritage, Tata Motors today is etching a refulgent

future.

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History :

Tata Motors is a part of the Tata and Sons Group, founded by Jamshetji Tata and J.

Baker. The company was established in 1945 as a locomotive manufacturing unit

and later expanded its operations to commercial vehicle sector in 1954 after forming

a joint venture with Daimler-Benz AG of Germany.

Early years

Tata Motors launches its first truck in collaboration with Mercedes-Benz. Tata

Motors started its commercial vehicle operations in 1960 with the manufacturing of

first commercial vehicle (a copy of a Daimler Benz model) in Pune. It took five

years for the company to begin the commercial production of heavy commercial

vehicles. Considering the road infrastructure of the country which does not support

heavy vehicles, the company adopted a route for light commercial vehicles (LCV).

It came out with its first LCV, Tata 407, in 1986.

Post liberalization, in order to expand rapidly, the company adopted the route to joint

ventures. In 1993, it signed with Cummins Engine Co., Inc., for the manufacture of

high horsepower and emission friendly diesel engines. It was an effort made to

reduce the pollution in the existing Tata engines and to produce more

environmentally friendly engines. Furthering the trail of JVs it signed a joint venture

agreement with Tata Holset Ltd., UK, for manufacturing turbochargers to be used on

Cummins engines.

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Senior Management

Mr. Ravi Kant Managing Director

Mr. P M Telang Executive Director (Commercial Vehicles)

Mr. Rajiv Dube President (Passenger Cars)

Mr. C Ramakrishnan Chief Financial Officer

Mr. S N Ambardekar Plant Head (CVBU, Pune)

Mr. S B Borwankar Head (Jamshedpur - Plant)

Mr. A M Mankad Head (Car Plant)

Mr. U K Mishra Vice President (ADD and Materials-CVBU)

Mr. S Krishnan Vice President (Commercial - PCBU)

Mr. P Y Gurav Vice President (Corp. Finance - A/c and Taxation)

Mr. S J Tambe Vice President (Human Resources)

Mr. R Pisharody Vice President (Sales and Marketing - CVBU)

Mr. A Gajendragadkar

Chief Internal Auditor

Company Secretary

Mr. H K Sethna

Corporate Communications

Mr. Debasis Ray Head - Corporate Communications

Board of Directors

Mr. Ratan N Tata (Chairman)

Mr. N A Soonawala

Dr. J J Irani

Mr. V R Mehta

Mr. R Gopalakrishnan

Mr. Nusli N Wadia

Mr. S M Palia

Dr. R A Mashelkar

Mr. Nasser Munjee

Mr. Subodh Bhargava

Mr. Ravi Kant

Mr. P M Telang

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3.

VALUES AND ETHICS

VALUES AND ETHICS FOLLOWED…

Values

Our Core Values are influenced by our past, tempered by our present, and will

shape our future. They are an amalgam of what we have been, what we are and what

we want to be.

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Good Corporate Citizenship

As in the past, we will continue to seek long term success, which is in

alignment with our country's needs. We will do this without compromising ethical

business standards.

Professionalism

We have always sought the best people for the job and given them the freedom and

the opportunity to grow. We will continue to do so. We will support innovation and

well reasoned risk taking, but will demand performance.

Customer First

. We exist and prosper only because of the customer. We will respond to

the changing needs and expectations of our customers speedily, courteously and

effectively

Quality Focus

Quality is the key to delivering value for money to our customers. We will

make quality a driving value in our work, in our products and in our interactions with

others. We will do it 'First Time Right'.

Dignity of the Individual

We will value individual dignity, uphold the right to express disagreement and

respect the time and efforts of others. Through our actions, we will nurture fairness,

trust and transparency.

These values are the compass that will guide their actions, both

personal and corporate.

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4.

PRODUCT MIX

PRODUCT MIX:

The product mix of a company, which is generally defined as the total composite of

products offered by a particular organization, consists of both product lines and

individual products. A product line is a group of products within the product mix that

are closely related, either because they function in a similar manner, are sold to the

same customer groups, are marketed through the same types of outlets, or fall within

given price ranges. A product is a distinct unit within the product line that is

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distinguishable by size, price, appearance, or some other attribute. For example, all

the courses a university offers constitute its product mix; courses in the marketing

department constitute a product line; and the basic marketing course is a product item.

Product decisions at these three levels are generally of two types: those that involve

width (variety) and depth (assortment) of the product line and those that involve

changes in the product mix occur over time.

The depth (assortment) of the product mix refers to the number of product items

offered

PRODUCT-MIX MANAGEMENT AND RESPONSIBILITIES

It is extremely important for any organization to have a well-managed product mix.

Most organizations break down managing the product mix, product line, and actual

product into three different levels.

Product-mix decisions are concerned with the combination of product lines offered by

the company. Management of the companies' product mix is the responsibility of top

management. Some basic product-mix decisions include: (1) reviewing the mix of

existing product lines; (2) adding new lines to and deleting existing lines from the

product mix; (3) determining the relative emphasis on new versus existing product

lines in the mix; (4) determining the appropriate emphasis on internal development

versus external acquisition in the product mix; (5) gauging the effects of adding or

deleting a product line in relationship to other lines in the product mix; and (6)

forecasting the effects of future external change on the company's product mix.

Product-line decisions are concerned with the combination of individual products

offered within a given line. The product-line manager supervises several product

managers who are responsible for individual products in the line. Decisions about a

product line are usually incorporated into a marketing plan at the divisional level.

Such a plan specifies changes in the product lines and allocations to products in each

line. Generally, product-line managers have the following responsibilities: (1)

considering expansion of a given product line; (2) considering candidates for deletion

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from the product line; (3) evaluating the effects of product additions and deletions on

the profitability of other items in the line; and (4) allocating resources to individual

products in the line on the basis of marketing strategies recommended by product

managers.

Decisions at the first level of product management involve the marketing mix for an

individual brand/product. These decisions are the responsibility of a brand manager

(sometimes called a product manager). Decisions regarding the marketing mix for a

brand are represented in the product's marketing plan. The plan for a new brand

would specify price level, advertising expenditures for the coming year, coupons,

trade discounts, distribution facilities, and a five-year statement of projected sales and

earnings. The plan for an existing product would focus on any changes in the

marketing strategy. Some of these changes might include the product's target market,

advertising and promotional expenditures, product characteristics, price level, and

recommended distribution strategy.

GENERAL MANAGEMENT WORKFLOW

Top management formulates corporate objectives that become the basis for planning

the product line. Product-line managers formulate objectives for their line to guide

brand managers in developing the marketing mix for individual brands. Brand

strategies are then formulated and incorporated into the product-line plan, which is in

turn incorporated into the corporate plan. The corporate plan details changes in the

firm's product lines and specifies strategies for growth. Once plans have been

formulated, financial allocations flow from top management to product line and then

to brand management for implementation. Implementation of the plan requires

tracking performance and providing data from brand to product line to top

management for evaluation and control. Evaluation of the current plan then becomes

the first step in the next planning cycle, since it provides a basis for examining the

company's current offerings and recommending modifications as a result of past

performance.

PRODUCT-MIX ANALYSIS

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Since top management is ultimately responsible for the product mix and the resulting

profits or losses, they often analyze the company product mix. The first assessment

involves the area of opportunity in a particular industry or market. Opportunity is

generally defined in terms of current industry growth or potential attractiveness as an

investment. The second criterion is the company's ability to exploit opportunity,

which is based on its current or potential position in the industry. The company's

position can be measured in terms of market share if it is currently in the market, or in

terms of its resources if it is considering entering the market. These two factors—

opportunity and the company's ability to exploit it—provide four different options for

a company to follow.

1. High opportunity and ability to exploit it result in the firm's introducing new

products or expanding markets for existing products to ensure future growth.

2. Low opportunity but a strong current market position will generally result in

the company's attempting to maintain its position to ensure current

profitability.

3. High opportunity but a lack of ability to exploit it results in either (a)

attempting to acquire the necessary resources or (b) deciding not to further

pursue opportunity in these markets.

4. Low opportunity and a weak market position will result in either (a) avoiding

these markets or (b) divesting existing products in them.

These options provide a basis for the firm to evaluate new and existing products in an

attempt to achieve balance between current and future growth. This analysis may

cause the product mix to change, depending on what management decides.

The most widely used approach to product portfolio analysis is the model developed

by the Boston Consulting Group (BCG). The BCG analysis emphasizes two main

criteria in evaluating the firm's product mix: the market growth rate and the product's

relative market share. BCG uses these two criteria because they are closely related to

profitability, which is why top management often uses the BCG analysis. Proper

analysis and conclusions may lead to significant changes to the company's product

mix, product line, and product offerings.

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The market growth rate represents the products' category position in the product life

cycle. Products in the introductory and growth phases require more investment

because of research and development and initial marketing costs for advertising,

selling, and distribution. This category is also regarded as a high-growth area (e.g.,

the Internet). Relative market share represents the company's competitive strength (or

estimated strength for a new entry). Market share is compared to that of the leading

competitor. Once the analysis has been done using the market growth rate and relative

market share, products are placed into one of four categories.

Stars: Products with high growth and market share are know as stars. Because

these products have high potential for profitability, they should be given top

priority in financing, advertising, product positioning, and distribution. As a

result, they need significant amounts of cash to finance rapid growth and

frequently show an initial negative cash flow.

Cash cows: Products with a high relative market share but in a low growth

position are cash cows. These are profitable products that generate more cash

than is required to produce and market them. Excess cash should be used to

finance high-opportunity areas (stars or problem children). Strategies for cash

cows should be designed to sustain current market share rather than to expand

it. An expansion strategy would require additional investment, thus decreasing

the existing positive cash flow.

\

CONCLUSION

Managing the product mix for a company is very demanding and requires constant

attention. Top management must provide accurate and timely analysis (BCG) of their

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company's product mix so the appropriate adjustments can be made to the product

line and individual products.

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PRODUCT MIX OF TATA MOTORS:

PASSENGER Indica Vista

CARS Indica XL

Indica V2

Indigo

Indica V2 turbo

Indigo Marina

Indica V2 XETA

Indigo CS

Indica V2 DiCOR

UTILITY Safari DiCOR

VEHICLES Sumo Grande

Sumo

TRUCKS Medium & heavy commercial vehicles

TATA NOVUS

Intermediate commercial vehicle

Light commercial vehicle

Small commercial vehicle

TL 4*4

COMMERCIAL Buses

PASSENGER Winger

CARRIERS Magic

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HISTORY OF

INDICA

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MILESTONES OF INDICA:

September 1995: “We’ll have a car with the Zen’s size, the Ambassador’s

internal dimensions, & the price of a Maruti 800.”

- Mr. Ratan Tata, Chairman of Tata Motors.

December 1998: Indica is launched & gets 1,15,000 fully paid booking in 8

Days.

February 2001: Indica V2 is launched.

March 2001: Indica becomes the fastest-selling brand in Indian automobile

history when it chalked up sales of 1,00,000 in less than 18

months.

January 2004: Indica V2 facelift is launched.

October 2005: Indica Turbo is launched.

January 2006: Indica Xeta is launched.

November 2007: One million cars on Indica platform.

February 2008: Indica DiCOR is launched.

August 4th week/

September 1st week: The next generation Indica, Indica Vista is launched.

2008

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HISTORY OF INDICA:

In September 1995, Ratan Tata, Chairman of Tata Motors Ltd., had a dream. A

dream he believed he shared with every Indian. "We'll have a car with the Zen's size,

the Ambassador's internal dimensions, and the price of a Maruti 800". In December

1998 Tata Motors Ltd., pioneer in Indian automobile industry, launched Tata Indica -

India's first indigenously designed & manufacture hatchback cars.

Tata Indica car was the epitome of the vision for every Indian that Ratan Tata had.

Ease of maneuverability, small-size with large space, comfortable with safety of

passengers are the striking features that are accredited to Tata Indica. Since its launch

Tata Indica saw number of changes in its technology combined with the state-of-the-

art features. Tata Indica has been launched in three upgraded versions as Indica V2

(in year 2002), Indica V2 Turbo (in year 2005) & Indica V2 Xeta (in year 2006),

Available for sale in sizzling colors and competitive price these upgraded versions of

Tata Indica are going neck-to-neck with its rivals like Chevrolet Spark, Hyundai

Santro Xing, Hyundai Getz Prime, Maruti Zen Estilo and Maruti Suzuki Wagon-R.

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Presenting here in brief the different Tata Indica models :

-TATA INDICA V2 (LAUNCHED IN 2002)-

More Car Per Car

The Indica V2 was the revamped version of Tata Indica. Indica

V2 was launched with lots of exciting features like : new front

grille, clear lens head & tail lamps, muscled sporty look, designer

alloy wheels, refurbished interiors combined with micro processor

based engine to deliver superior fuel efficiency.

Refreshing Colors of Tata Indica V2Salsa Red, Odyssey Blue, Pastel Green, Satin Glow, Arctic Silver, Cavern Grey,

Carbon Black, Mint White.

Versions of Tata Indica V2DL-BS III, DLE-BS III, DLS-BS III

INDICA V2 TURBO (LAUNCHED IN YEAR 2005)-

More Power Per Car

The Indica V2 Turbo was launched with turbo engine to offer

turbo charger that make turbo diesel engine more advanced with

power output of 68PS@ 4500 rpm. Indica V2 Turbo was launched

with lots of new features like : Chrome-plated strip on hood,

Internally adjustable Outer Rear View Mirror, plush fabric used in

interiors, adjustable head rest and rear seat, new electronic instrument cluster, power

Steering, power Windows.

Colors of Indica V2 TurboSalsa Red, Cavern Grey, Arctic Silver, Arizona Ochre, Mint White, Carbon Black

Amazon Blue

Versions of Indica V2 TurboDLG TURBO-BS III, DLS TURBO-BS III, DLX TURBO-BS III

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INDICA V2 XETA (LAUNCHED IN YEAR 2006)-

Makes Much More Car Sense

The new Indica V2 Xeta promises to make much more car sense

with its eXtra Efficiency Torque Advantage (XETA) petrol engine

that delivers 12.4 kgm torque. Indica V2 Xeta has state-of-the-art

technology and stunning features like : advanced MPFI engine

which has 32 bit microprocessor, newly designed electronic

instrument cluster, spacious cabin with ample elbow room and leg space, power

Steering, power Windows and better torque advantage.

Colors of Indica V2 Xeta

Amazon Blue, Pastel Green, Salsa Red, Carbon Black, Arctic Silver, Mint White,

Arizona Ochre, Cavern Grey

Versions of Tata Indica V2 Xeta

GL - BS III, GLE - BS III, GLS - BS III, GLG - BS III and GLX - BS III

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PRICES:

Here are the prices of Tata Indica V2, Tata Indica V2 Turbo and Tata Indica V2 Xeta -

Available Versions Price (Rs.)

Tata Indica V2 DL-BS III 3,28,671

Tata Indica V2 DLE-BS III 3,54,936

Tata Indica V2 DLS-BS III 3,71,284

Tata Indica V2 Turbo DLS 3,89,854

Tata Indica V2 Turbo DLG 4,04,099

Tata Indica V2 Turbo DLX 4,23,476

Tata Indica V2 Xeta 1.2 GL - BS III 2,58,160

Tata Indica V2 Xeta 1.2 GLE - BS III 2,85,638

Tata Indica V2 Xeta 1.2 GLS - BS III 3,05,252

Tata Indica V2 Xeta 1.2 GLG - BS III 3,28,943

Tata Indica V2 Xeta GLX - BS III 3,57,680

(Please Note: The prices are ex-showroom and based on the close approximation. Please check the latest prices and

variant specifications with your dealer)

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TECHNICAL SPECIFICATION OF INDICA:

Indica V2 Indica V2 Turbo Indica V2 Xeta

Engine

Type

475 IDI with Microprocessor based Engine Management System (ECU)

475 Turbo Diesel

475 SI Multi Point Fuel Injection System with 32-bit microprocessor

No. of Cylinders

- 4 inline -

Piston Displacement

1405 cc. 1405 cc 1396 cc.

Maximum Output

53.5 PS @ 5500 rpm

DLS:62 PS @ 4500 rpm DLG:68 PS @ 4500 rpm DLX:68 PS @ 4500 rpm

70 PS @ 4800 rpm

Maximum Torque

85 Nm @ 2500 rpm

DLX:13 kgm @ 2500 rpm DLG:13 kgm @ 2500 rpm DLS:12.5 kgm @ 2500 rpm

12.4 kgm@ 2600 rpm

Compression Ratio

22:1 21:1 -

KerbWeight

Kerb Weight 995 kg 1050 kg 995 kg

Steering

Type - Rack and pinion -

Turning Radius

- 4.9 m -

Transmission

Type 5 forward, 1 reverse 5 forward, 1 reverse

Dual circuit, diagonally split, vacuum assisted with PCR valves

Suspension

Front Suspension

-

Independent, Wish Bone type with McPherson strut, Antiroll Bar

-

Rear Suspension

- Independent, Semi trailing arm with coil

-

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spring mounted on hydraulic shock absorbers

Brakes

Type -

Dual Circuit, diagonally split, vacuum assisted with PCR valves

-

Front Brakes - Ventilated Disc -

Rear Brakes - Drum -

Tyres

Type - Radial -

Tyre Size : - 165 X 65 R 14 -

Tyre Size : - 165 X 65 R 13 -

FuelTank - 37 litres -

Seating

Capacity - Five -

Dimensions

Width - 1665 mm -

Height - 1485 mm -

Wheelbase - 2400 mm -

Length - 3675 mm -

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INDICA VISTA :

CHANGES EVERYTHING……………….

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5.

LAUNCHING

STRATEGIES OF

INDICA VISTA

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LAUNCH OF INDICA VISTA

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LAUNCH OF INDICA VISTA :

Leading car maker Tata Motors launched the new model of its successful brand

Indica, 'Indica Vista'.

Since Indica's launch more than a decade ago, the company has produced 9.1 lakh

units. In financial year 2006-07, Indica achieved a sales of 1,44,690 units--highest in

a year for the car.

Indica Vista is launched in seven variants and priced at Rs 3.49 lakh ex-showroom

Delhi for 1.2 L petrol at the low end up to Rs 4.88 lakh for the top end.

Speaking to reporters, Tata Motors President Rajiv Dube said, "We will take Indica

Vista in six months to international market."

The company is not entirely phasing out the old Indica.

"Of the 12 old variants, six or seven still exist in the market," Dube said.

Tata Motors has agreed to invest Rs 1,700 crore in expanding capacities in various

plants. It has a tie up with Fiat, too.

Dube said the tie up with Fiat is a complementary one.

Tata Motors and Fiat would not compete with each other in the same segment. Fiat

would launch cars in the premium segment, he said.

Group Chairman Ratan Tata after the launch said in a statement, "The second

generation Indica Vista showcases the progress Tata Motors has made over the last

several years of its first outing in the passenger car business in design, quality,

technology, performance and refinement."

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LAUNCHING STRATEGIES:

The marketing mix principles (also known as the 4 p’s.) are used by business as tools

to assist them in pursuing their objectives. The marketing mix principles are

controllable variables, which have to be carefully managed and must meet the needs

of the defined target group. The marketing mix is apart of the organisations planning

process and consists of analysing the defined:

How will you design, package and add value to the product. Product

strategies.

What pricing strategy is appropiate to use Price strategies.

Where will the firm locate? Place strategies.

How will the firm promote its product Promotion strategies.

Introducing the marketing mix

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Marketing Research

Research is the only tool an organisation has to keep in contact with its external

operating environment. Inorder to be proactive and change with the environment

simple questions need to be asked:

How are customer needs changing? Can you meet these changing

needs? What do your customers think about existing products or

services?

How are competitors operating within the environment? Are their

strategies exceeding or influencing yours? What should you do?

How are macro and micro environmental factors influencing your

organisation? Again how will you react?

As witnessed with the UK retail clothing group C&A , failure to react to the changing

needs of its customers within its environment has resulted in C&A closing all their

UK retail stores. Marks and Spencers also faces an uncertain future. Research tells

them that customers feel that the stores and clothes are outdated. M&S are now

rushing out new lines and experimenting with new concept stores to retain existing

and attract potential new customers. In the world of credit it is just recently that M&S

are excepting credit cards!

Market Research and Marketing Research a difference.

A common mistake by many students, lecturers and textbooks is that there is no

understanding of the clear distinction between market research and marketing

research.

Market Research: Involves researching specific industry’s or markets.

Researching the computer industry to discover the number of competitors and their

market share will be an example of market research.

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Marketing Research: Marketing Research goes further. Marketing Research

analyses a given marketing opportunity or problem, defines the research and data

collection methods required to deal with the problem or take advantage of the

opportunity, through to the implementation of the project. In essence marketing

research aims to discover the root cause for a specific problem within an organisation

( eg declining sales) and put forward solutions to that problem.

Data Types

There are two types of data to be collected:

Qualitative Data: Focuses on people’s opinions and attitudes towards a product or

service.

Quantitative Data: Focuses on collecting data for numerical analysis

The marketing concept

The concept of marketing has changed and evolved over time. Whilst in today’s

business world, the customer is at the forefront, not all businesses in the past followed

this concept. Their thinking, orientation or ideology put other factors rather then the

customer first. Let us examine these below.

Production Oriented: The focus of the business is not the needs of the customer,

but of reducing costs by mass production. By reaching economies of scale the

business will maximize profits by reducing costs.

Product Orientation: The company believes that they have a superior product,

based on quality and features, and because of this they feel their customers will like it

also.

Sales Orientation: The focus here is to make the product, and then try to sell it to

the target market. However, the problem could be that consumers do not like what is

being sold to them.

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Market Orientation: Puts the customer at the heart of the business. The

organization tries to understand the needs of the customers by using appropriate

research methods, Appropriate processes are developed to make sure information

from customers is fed back into the heart of the organisation. In essence all activities

in the organisation are based around the customer. The customer is truly king!

In today’s competitive world putting the customer at the heart of the operation is

strategically important. Whilst some organizations in certain industries may follow

anything other then the market orientation concept, those that follow the market

orientation concept have a greater chance of being successful

Introduction

An organisation’s success is influenced by factors operating in it’s internal and

external environment; an organisation can increase it’s success by adopting strategies

which manipulate these factors to it’s advantage. A successful organisation will not

only understand existing factors but also forecast change, so that it can take advantage

of change within the environments in which it operates.

PEST & Micro environmental Factors

The following type of forces influence an organisation’s operating environment:

• Pest Factors – These are external forces which the organisation does not have direct

control over these factors. PEST is an acronym and each letter represents a type of

factor (Political, Economical Social and Technological).

• Micro environmental factors – These are internal factors, which the organisation can

control.

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PEST & PESTLE analysis

A PEST analysis is used to identify the external forces affecting an organisation .This

is a simple analysis of an organisation’s Political, Economical, Social and

Technological environment. A PEST analysis incorporating legal and environmental

factors is called a PESTLE analysis.

Political

The first element of a PEST analysis is a study of political factors. Political factors

influence organisations in many ways. Political factors can create advantages and

opportunities for organisations. Conversely they can place obligations and duties on

organisations. Political factors include the following types of instrument:

- Legislation such as the minimum wage or anti discrimination laws.

- Voluntary codes and practices

- Market regulations

- Trade agreements, tariffs or restrictions

- Tax levies and tax breaks

- Type of government regime eg communist, democratic, dictatorship

Non conformance with legislative obligations can lead to sanctions such as fines,

adverse publicity and imprisonment. Ineffective voluntary codes and practices will

often lead to governments introducing legislation to regulate the activities covered by

the codes and practices.

Economical

The second element of a PEST analysis involves a study of economic factors.

All businesses are affected by national and global economic factors. National and

global interest rate and fiscal policy will be set around economic conditions. The

climate of the economy dictates how consumers, suppliers and other organisational

stakeholders such as suppliers and creditors behave within society.

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An economy undergoing recession will have high unemployment, low spending

power and low stakeholder confidence. Conversely a “booming” or growing economy

will have low unemployment, high spending power and high stakeholder confidence.

A successful organisation will respond to economic conditions and stakeholder

behaviour. Furthermore organisations will need to review the impact economic

conditions are having on their competitors and respond accordingly.

In this global business world organisations are affected by economies throughout the

world and not just the countries in which they are based or operate from. For

example: a global credit crunch originating in the USA contributed towards the credit

crunch in the UK in 2007/08.

Cheaper labour in developing countries affects the competitiveness of products from

developed countries. An increase in interest rates in the USA will affect the share

price of UK stocks or adverse weather conditions in India may affect the price of tea

bought in an English café.

A truly global player has to be aware of economic conditions across all borders and

needs to ensure that it employs strategies that protect and promote its business

through economic conditions throughout the world.

Social

The third aspect of PEST focuses its attention on forces within society such as family,

friends, colleagues, neighbours and the media. Social forces affect our attitudes,

interest s and opinions. These forces shape who we are as people, the way we behave

and ultimately what we purchase. For example within the UK peoples attitudes are

changing towards their diet and health. As a result the UK is seeing an increase in the

number of people joining fitness clubs and a massive growth for the demand of

organic food. Products such as Wii Fit attempt to deal with society’s concern, about

children’s lack of exercise.

Population changes also have a direct impact on organisations. Changes in the

structure of a population will affect the supply and demand of goods and services

within an economy. Falling birth rates will result in decreased demand and greater

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competition as the number of consumers fall. Conversely an increase in the global

population and world food shortage predictions are currently leading to calls for

greater investment in food production. Due to food shortages African countries such

as Uganda are now reconsidering their rejection of genetically modified foods.

In summary organisations must be able to offer products and services that aim to

complement and benefit people’s lifestyle and behaviour. If organisations do not

respond to changes in society they will lose market share and demand for their

product or service.

Technological

Unsurprisingly the fourth element of PEST is technology, as you are probably aware

technological advances have greatly changed the manner in which businesses operate.

Organisations use technology in many ways, they have

1. Technology infrastructure such as the internet and other information

exchange systems including telephone.

2. Technology systems incorporating a multitude of software which help

them manage their business.

3. Technology hardware such as mobile phones, Blackberrys, laptops,

desktops, Bluetooth devices, photocopiers and fax machines which

transmit and record information.

Technology has created a society which expects instant results. This technological

revolution has increased the rate at which information is exchanged between

stakeholders. A faster exchange of information can benefit businesses as they are able

to react quickly to changes within their operating environment.

However an ability to react quickly also creates extra pressure as businesses are

expected to deliver on their promises within ever decreasing timescales..

For example the Internet is having a profound impact on the marketing mix strategy

of organisations. Consumers can now shop 24 hours a day from their homes, work,

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Internet café’s and via 3G phones and 3G cards. Some employees have instant access

to e-mails through Blackberrys but this can be a double edged sword, as studies have

shown that this access can cause work to encroach on their personal time outside

work.

The pace of technological change is so fast that the average life of a computer chip is

approximately 6 months. Technology is utilised by all age groups, children are

exposed to technology from birth and a new generation of technology savvy

pensioners known as “silver surfers” have emerged. Technology will continue to

evolve and impact on consumer habits and expectations, organisations that ignore this

fact face extinction.

PESTLE

A PEST analysis is sometimes expanded to incorporate legal and environmental

factors; this is known as a pestle analysis. There are many statutes books containing

company law as almost every aspect of an organisation’s operation is controlled

through legislation from treatment of employees through to health and safety. Legal

factors are important as organisations have to work within legislative frameworks.

Legislation can hinder business by placing onerous obligations on organisations. On

the other hand legislation can create market conditions that benefit business.

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Diagram: PEST analysis and the marketing mix.

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6.

FEATURES OF

INDICA VISTA

Features of Indica Vista:

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Introduction

In the beginning there was a dream. A dream by a man with the vision to give us

Indians a car with the seating comfort of an Ambassador for five people and the

running economy of an 800 at the price of a small car. This dream realized itself as

the Indica. Then came the V2 with improvements, the Indicab, the turbodiesel, the

DiCOR, and many more variants. All of a sudden, there were rumors of a new Indica

and the spy photographers posted their finds on the web. India went crazy; after all,

the Indica was the first car designed for Indians by an Indian company from the

ground up. The new Indica was showcased at the Auto Expo in Delhi 2008, and

everyone wanted to drive it. However, time passed and the hype died down. People

found other cars to get excited about. Eight months after the Auto Expo, the Indica

Vista has been launched and promises to upset more than a few apple-carts.

Exterior

The Vista looks absolutely smashing at first glance, not just because we’re used to

seeing old Indicas everywhere we look, but the paint quality is much better, the panel

gaps are smaller, and the car’s size lends it a little more character.

Tata has said that nothing except the smiling grille of the car

has been carried over from the old Indica, and we believe them. The first thing that

grabs your attention in the front are the large headlamps which make us think of the

Peugeot 207 every time we look at them. Their front edge begins from a point just

outside the registration plate edges and they sweep back over the wheel arch. Looked

at head-on, they seem a little too large for the car. The new wipers have dual pivot

points for the left blade, to help clean more glass area. The profile is very Palio-like,

but with rounded corners. The wheel arches are flared ever so slightly, but even the

optional 14-inch rims don’t manage to fill them out well enough. The crease running

along the door handles is a nice touch, but it is also prone to getting dinged in parking

lots if someone opens a door against the car – the rub strip may not save it. An

interesting design element is the inclusion of the indicator at the rear of the base of

the A-pillar. It helps keep the side of the car uncluttered. The rear of the car looks

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similar to the Indigo Marina’s, largely due to its size and the bumper-to-roof tail-

lamps. A large logo sits under the hatch’s glass, and a continuation of the door-handle

crease runs between the Telco logo and the Tata badge. The hatch itself feels light to

shut, something that women will appreciate, along with the notch at the center of the

bottom which you can use to pull the hatch down, instead of getting your hands dirty

by holding the outside of the hatch.

The paint quality has improved by leaps and bounds – we’ve seen the Vista in scarlet,

blue and grey, and we prefer the blue the most, although the people from Tata tell us

that the public prefers the scarlet version. Whatever the colour, the paint has a lot of

depth to it. Some panel gaps remain inconsistent and the windscreen is curiously

recessed, but it’s an enormous leap forward over the old Indica.

Interior

If the looks don’t manage to do it, the interiors will have existing Indica owners

wanting to trade in their old car. Our test car, a top-spec Quadrajet, had fresh two-

tone interiors in a cheery beige and light brown. The dashboard has had everyone

debating the functionality of the centrally-mounted instrument cluster – we have to

admit that we had our doubts and didn’t like it in the beginning. After driving the car

around for a few days, we can tell you that it in no way affects the driving experience.

It is perfectly legible and you don’t have to take your eyes off the road to look at it.

Its detractors will be won over once they see it lit up – the white needles and numbers

and blue LCD looks stunning. Over a period of time, however, the novelty of the blue

lighting can wear thin. Sensitive eyes will find it tiring to look at while driving at

night, and they can be too bright. Storage space has improved with more cubbyholes

to keep odds and ends. Special mention must be made of the glovebox, which is really

quite large.

The air-conditioning could have been better – it didn’t chill the cabin as quickly as we

were expecting, but once the cabin was cool, it maintained temperature easily enough.

The blower is powerful enough and provides an even spread of air throughout the

cabin, but it just doesn’t manage to chill fast enough. The Vista’s large greenhouse

might be to blame for this.

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The space inside is simply unbelievable – two six-footers can sit behind

one another and not feel cramped! The Vista is wider than a Honda City, and the

space between the front and rear wheels nudges that of a Ford Fiesta. This coupled

with the new rear suspension that liberates more space makes seating five in comfort

a cinch. More functionality is available with the 60:40 spilt folding rear seat and a

power outlet to the right of the parcel tray.

A good driving position is easy to arrive at. The driver’s seat

offers adjustable height and lumbar support. The steering wheel still feels a little too

large to be comfortable, but it isn’t much of an issue since it tilts five degrees. The

pedal positioning still is a little uncomfortable, but it is an improvement over the old

Indica. We wish Tata had thrown in a dead pedal along with the other little touches in

this car, it would’ve gone a long way towards increasing driver comfort. The indicator

stalks initially seemed a little far away from the steering wheel, but one gets used to

them. The quality of the stalks is still below that of the competition – some rubber

trim and fittings need better quality as well. The mirrors are large and functional, but

the right wing mirror doesn’t move far enough out if you’re a tall driver, and the (tall)

driver ends up looking at the car’s side on the inner edge of the mirror. There are no

such issues with the left mirror, it gives you a clear view of the rear.

The Indica can be specified with a double-DIN audio system that can play mp3 discs

and it even has a USB slot for your mp3 player. Sound quality is decent enough and

the system is easy to use.

Engine

Fiat contributes its award-winning 1248cc common-rail turbo diesel that is currently

doing duty in the Swift and Palio diesel variants as well. However, the Vista has a

remapped ECU and different gear ratios matched to the engine and it makes

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75bhp@4000rpm and 19.4kgm@1750rpm.The engine is audible most of the time, but

it is so much better than the old power trains the Indica used to have. No vibrations

enter the cabin in normal usage, which is great for an Indica. Drivability is shockingly

good – our 30-50kph in third gear and 50-70kph in fifth showed us the engine’s

ability to pull cleanly with no grumbling from the engine at all. Once the turbo begins

blowing at 2000rpm, there’s a pleasant shove in the back that will surprise many. It

will also cruise happily at 120kph with only wind roar being audible. The engine is

quite silent when not under lots of throttle or load. At a standstill, there is a fair bit of

clatter both inside and outside the car.

Drive train

Tata has switched the old gearbox for a Fiat-sourced one that is actuated by cables to

isolate engine vibrations from the gear lever. The gear lever is well-designed and feels

good to hold. It slots positively into gear, but it takes a fair amount of energy to use.

Shifts have to be unhurried, though; you cannot swap cogs speedily in this car.

Second to third is a little long and slightly offset, which is a shame since this really is

a quick car.

Fuel Efficiency

The Vista has delivered on the efficiency claim - it returned 14 kilometres to the litre,

commendable given its size, weight and the way it was driven. This figure jumped to

16.9kpl on the highway.

Ride & Handling, Steering

The Palio has lost top spot as far as ride quality is concerned. The Vista soaks up

bumps like no other small car can. Potholes are dispatched with a thump, bad roads

are a not-so-distant rumble, but the occupants of the cabin never really feel sharp

bumps or expansion joints. If you increase speed on bad roads, it doesn’t cope with

bumps as well as the Palio or Swift, but it is good nevertheless.

The Vista will corner well with predictable and safe handling. The body roll that is

fairly evident in the picture is probably due to the size of the car and its height. If you

want a car that handles, there are better options available in the market. Not too many

cars can match the ride quality under normal conditions. The steering is nicely

weighted with enough fee

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Braking

The Indica’s brakes are more than adequate for the job at hand. The brakes bite well,

and pedal feel is progressive. Emergency stops will have you locking the wheels and

smoking the tyres. Tata has said that ABS will be made available in about six months’

time, when the Vista begins exports. This should help the car to stop much faster.

Tyres

A switch to tubeless 175/65 R14 Goodyear GT3s (175/70 R13 on the lower variants)

has improved the Indica’s driving manners in many respects. They’re fairly quiet at

cruising speeds and have more than enough grip for high-speed antics. They also

work well with the suspension to provide good ride quality.

Safety

All five occupants get a seatbelt, but the middle rear passenger gets a lap belt. Central

locking, a warning buzzer for the seatbelt (that turns itself off in a while, seatbelt

worn or not) and child safety locks for the rear locks are also present on the Aura.

ABS and airbags are expected when exports begin in six months’ time, according to

Tata.

Cost

For Rs 5 lac (ex-showroom, Mumbai) you get an amazing amount of car for the

money. This has been the Indica’s USP, and we’re glad it has been retained. If you

compare pricing with the competition, you’ll find that you’re getting a lot more car

per rupee. We doubt anyone will be able to do this as well as Tata can – they have an

Indica variant at so many price points!

Overall Evaluation

The old Indica has been many things to many people – a first car for college-goers, a

family car for those on a budget, even a taxicab for the people-movers. The Vista

takes the Indica brand a notch higher but retains the qualities that made the Indica

such a favorite with the masses – good value for money, fuel efficiency, cheap spares

and a wide after-sales network.

The old Indica had teething problems, but Tata has tested the Vista to eliminate the

little issues that used to crop up over time. They’ve put their money where their

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mouth is with a 75000km/2-year warranty that can be extended by two more years.

Says volumes about the manufacturer’s confidence in the product, doesn’t it?

Useful touches

Audio system plays mp3s

USB drives and has aux in

Slot for pulling down hatch

Painful touches

Violently blue LCD for instrument cluster

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7.

RESEARCH

METHODOLOGY

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RESEARCH METHODOLOGY

DEFINITION OF THE MARKETING RESEARCH :

Defining the problem correctly is the most important part of the marketing

research processs. The marketing research problem is a derivative of the marketing

problem.

Therefore, in the first instants, the marketing problem involved should be

clearly

identified, defined and conceptualized. If the definition of the problem is faulty then

the research result generated will be misleading or confusing.

In the present situation, the problem can be defined as surviving in the

emerging

competition of cars. Here the problem is about overall strategies of the

company in facing the competition. We should consider, what is the marketing mix,

What is the pricing strategy, etc.

DEVELOP THE RESEARCH PLAN :

Development of research design is the next step in the marketing research

process after problem definition and research objective Research plan indicates the

method of research (i.e. the method of data collection). the instruments of research,

the method of sampling research, the method of sampling etc.

By much advertising and good quality with more quantity in less price TATA

Company occupies big market share.

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COLLECTION OF DATA :-

Data or facts are the raw material with which the marketing researcher

functions.

These facts are derived from different sources. Depending upon the sources the data

can

be classified as :

1) Primary Data (Data gathered for the first time by the researcher)

2) Secondary Data (Data borrowed by the researcher from the secondary

sources)

1) Primary Data :

Primary data is collected for the first time and is original in character.

It may refer to demographic, socio economic characteristics of the consumer,

their attitude and opinions.

Primary data will be collected through surveys and in every method research

will

be done by using structured questionnaires to get response from respondents.

Researcher will personally contact respondents for this purpose.

2) Secondary Data :

Process of secondary data collection and analysis is called Desk research.

Secondary data in this research of INDICA VISTA is collected through

Company website and other sources.

ANALYZE THE INFORMATION

The last step in the market research process is extracting findings from

the collected data. It will help to analyze the information.

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8.

SWOT ANALYSIS

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SWOT Analysis

A tool used by organisations to help the firm establish its Strengths, Weaknesses,

Opportunities and Threats (SWOT). A SWOT analysis is used as a framework to help

the firm develop its overall corporate, marketing, or product strategies.

Note: Strengths and Weaknesses are internal factors which are controllable by the

organisation. Opportunities & threats are external factors which are uncontrollable by

the organisation.

Strength examples could include:

A strong brand name.

Market share.

Good reputation.

Expertise and skill.

Weaknesses could include:

Low or no market share.

No brand loyalty.

Lack of experience.

Opportunities could include:

A growing market.

Increased consumer spending.

Selling internationally.

Changes in society beneficial to your company.

Threats could include:

Competitors

Government policy eg taxation, laws.

Changes in society not beneficial to your company.

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A SWOT analysis is an excellent tool to use if the organisation wants to take a step

back and assess the situation they are in. Issues raised from the analysis are then used

to assist the organisation in developing their marketing mix strategy. A SWOT

analysis must form the part of any prudent marketing strategy.

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9.

QUESTIONNAIRE

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QUESTIONNAIRE

For Customers

Dear Sir,

I Pranav P. Katarkar, student of BBA, from DAIMSR, Deekshabhoomi,

Nagpur would like to request you to spare your valuable time to assist me in the

academic project undertaken by me.

Name: -

………………………………………………………………………………

Address: -

………………………………………..

………………………………………..

………………………………………..

………………………………………..

Profession: -

………………………………………..

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Why have you purchased a car?

-Comfort …..

-Necessity …..

-Status …..

-Style …..

Whether the car is new or used one?

………………………………………

While buying the car, what were your preferences?

-Brand name …..

-Comfort …..

-Color …..

-Economy …..

-Initial cost …..

-Maintenance cost …..

-Mileage …..

-Power …..

-Style …..

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Have you got the value for your hard earned money?

-Yes …..

-No …..

Are you satisfied with the vehicle?

-Yes …..

-No …..

Please specify…

…………………………………………………………………………..

…………………………………………………………………………..

…………………………………………………………………………..

Are you satisfied with the service provided by the dealer?

-Yes …..

-No …..

Please specify…

…………………………………………………………………………

…………………………………………………………………………

…………………………………………………………………………

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For Dealers

Dear Sir,

I Pranav P. Katarkar, student of BBA, from DAIMSR, Deekshabhoomi,

Nagpur would like to request you to spare your valuable time to assist me in the

academic project undertaken by me.

What is the name of the dealership?

……………………………………………………………………………

Who is the owner of the dealership?

……………………………………………………………………………

In which year the dealership was started?

……………………………………………………………………………

Which type of logistics channel is followed?

……………………………………………………………………………

Are you able to meet the customer requirement at the peak demands?

-Yes …..

-No …..

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Are you getting good customer response from the customers about the

vehicle?

-Yes …..

-No …..

Are you getting any type of promotional offers from the company?

-Yes …..

-No …..

Please specify…

……………………………………………………………………….

……………………………………………………………………….

……………………………………………………………………….

Are you satisfied being associated with the company?

-Yes …..

-No …..

Please specify…

………………………………………………………………………

………………………………………………………………………

………………………………………………………………………

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Future Prospects planned by the dealership to delight the customer, if any…

……………………………………………………………………...

……………………………………………………………………...

……………………………………………………………………...

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10.

BIBLIOGRAPHY

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BIBLIOGRAPHY

All important and technical information relating to the subject, statistical

figures

and data incorporated in this thesis have been collected from the following sources:-

Online information available on:

Tatamotors.com

Carwale.com

Learnmarketing.net

Wikipedia.com

Auto-India and Autocar magazines(Sept.08).

INDICA’s information brochure.

Interviews from the Dealerships of TATA in Nagpur region.

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11.

CONCLUSION

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CONCLUSION

Launching is important to brand owners at three levels.

First, they ‘serve as a focus for consumer loyalties and, therefore,

can be developed into assets which generate easy and steady streams of cash

flow’.

For this, the Company is serving their customers as the king, listen to their

feedbacks, note them down and send that to their R&D department for the betterment

of the product. This customer loyalty helped TATA MOTORS to build their name

and acquire assets for their further developments.

Second, a LAUNCHING serves to capture the promotional

investment put into it.

The company is spending lots of bucks in the marketing department and

advertising the product through various sources like newspapers, advertisements on

television, internet advertisements, etc.

Thirdly, LAUNCHING serve as strategic links between the

manufacturer and consumer, regardless of the middleman.

For this particular thing, the company had provided the drop box for the various

good and bad experiences with the product.

Thus we have studied each and every aspect of the aims in detail and analyzed the

information.

Launching is not an advertising campaign or a marketing slogan.A product must

deliver what it, or the brand name promises, otherwise the brand itself will be

diminished and not enhanced.