PREFACE

As a part of course curriculum of Bachelor of business administration we were asked to undergo 6 weeks summer training in any organization so as to give us exposure to practical management to get us familiar with various activities taking place in the organization. We have put our sincere efforts to accomplish our objectives within the stipulated time. Despite all limitations, obstructs, hurdles and hindrances, we have toiled and worked to our optimum potential to achieve desired goals. Being neophytes in the highly competitive world of business. We came across some difficulties to make our objective a reality. Anyhow with the kind of help and genuine interest and the guidance of our supervision, we are presenting this hand carved effort. We tried our level best to conduct a research to gain a thorough knowledge about the project on topic, Study of marketing strategies of Tata Motors. We put the best of our efforts and have also tried to be justice with available. If anywhere something is found unacceptable or unnecessary to the theme; you are welcomed with your valuable suggestions.

CONTENTS
Chapter 1 Introduction
1.1 Overview of Industry as a whole 1.2 Profile of the Organization 1.3 Milestones of the Organization 1.4 Swot Analysis

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9 15 27 28

Chapter 2 Objective & Methodology

2.1 Significance 2.2 Managerial usefulness of the study 2.3 Hypothesis 2.4 Objectives 2.5 Scope of the study 2.6 Methodology

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37 41 43 44 45 46

CHAPTER 3 Conceptual Discussion (Theoretical Backdrop & Literature Review) 50

Chapter 4 Data Analysis

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Chapter 5 Findings and Recommendations ANNEXURES: Include the following details in this section BIBLIOGRAPHY

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87 91

CHAPTER 1 INTRODUCTION

1.1. OVERVIEW -AUTOMOTIVE INDUSTRY IN INDIA

The Automotive industry in India is one of the largest in the world and one of the fastest growing globally. India's passenger car and commercial vehicle manufacturing industry is the seventh largest in the world, with an annual production of more than 3.7 million units in 2010. According to recent reports, India is set to overtake Brazil to become the sixth largest passenger vehicle producer in the world, growing 16-18 per cent to sell around three million units in the course of 2011-12. In 2009, India emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South Korea, and Thailand. As of 2010, India is home to 40 million passenger vehicles and more than 3.7 million automotive vehicles were produced in India in 2010 (an increase of 33.9%), making the country the second fastest growing automobile market in the world. According to the Society of Indian Automobile Manufacturers, annual car sales are projected to increase up to 5 million vehicles by 2015 and more than 9 million by 2020. By 2050, the country is expected to top the world in car volumes with approximately 611 million vehicles on the nation's roads.

India's largest car manufacturing industry hub is based in and around Chennai, also known as the "Detroit of India" with the India operations of Ford, Hyundai, Renault and Nissan headquartered in the city and BMW having an assembly plant on the outskirts. Chennai accounts for 60 per cent of the country's automotive exports. Gurgaon and Manesar in Haryana are hubs where all of the Maruti Suzuki cars in India are manufactured. The Chakan corridor near Pune, Maharashtra is another vehicular production hub with companies like General Motors, Volkswagen, Skoda, Mahindra and Mahindra, Tata Motors, Mercedes Benz, Land Rover, Fiat and Force Motors having assembly plants in the area. Ahmedabad with the Tata Nano plant and planned Ford and Peugeot-Citroen plants, Halol again with General Motors, Aurangabad with Audi, Skoda and Volkswagen, Kolkata with Hindustan Motors, Noida with Honda and Bangalore with Toyota are some of the other automotive manufacturing regions around the country The Indian Automobile Industry is manufacturing over 11 million vehicles and exporting about 1.5 million every year. The dominant products of the industry are two wheelers with a market share of over 75% and passenger cars with a market share of about 16%. Commercial vehicles and three wheelers share about 9% of the market between them. About 91% of the vehicles sold are used by households and only about 9% for commercial purposes. The industry has attained a turnover

of more than USD 35 billion and provides direct and indirect employment to over 13 million people. The supply chain of this industry in India is very similar to the supply chain of the automotive industry in Europe and America. This may present its own set of opportunities and threats. The orders of the industry arise from the bottom of the supply chain I. e., from the consumers and goes through the automakers and climb up until the third tier suppliers. However the products, as channelled in every traditional automotive industry, flow from the top of the supply chain to reach the consumers. Interestingly, the level of trade exports in this sector in India has been medium and imports have been low. However, this is rapidly changing and both exports and imports are increasing. The demand determinants of the industry are factors like affordability, product innovation, infrastructure and price of fuel. Also, the basis of competition in the sector is high and increasing, and its life cycle stage is growth. With a rapidly growing middle class, all the advantages of this sector in India are yet to be leveraged. Note that, with a high cost of developing production facilities, limited accessibility to new technology and soaring competition, the barriers to enter the Indian Automotive sector are high. On the other hand, India has a well-developed tax

structure. The power to levy taxes and duties is distributed among the three tiers of Government. The cost structure of the industry is fairly traditional, but the profitability of motor vehicle manufacturers has been rising over the past five years. Major players, like Tata Motors and Maruti Suzuki have material cost of about 80% but are recording profits after tax of about 6% to 11%. The level of technology change in the Motor vehicle Industry has been high but, the rate of change in technology has been medium. Investment in the technology by the producers has been high. System-suppliers of integrated components and sub-systems have become the order of the day. However, further investment in new technologies will help the industry be more competitive. Over the past few years, the industry has been volatile. Currently, Indias increasing per capita disposable income which is expected to rise by 106% by 2015 and growth in exports is playing a major role in the rise and competitiveness of the industry. Tata Motors is leading the commercial vehicle segment with a market share of about 64%. Maruti Suzuki is leading the passenger vehicle segment with a market share of 46%. Hyundai Motor India and Mahindra and Mahindra are focusing expanding their footprint in the overseas market. Hero Honda Motors is occupying over 41% and

sharing 26 of the two wheeler market in India with Bajaj Auto. Bajaj Auto in itself is occupying about 58% of the three wheeler market. Consumers are very important of the survival of the Motor Vehicle manufacturing industry. In 2008-09, customer sentiment dropped, which burned on the augmentation in demand of cars. Steel is the major input used by manufacturers and the rise in price of steel is putting a cost pressure on manufacturers and cost is getting transferred to the end consumer. The price of oil and petrol affect the driving habits of consumers and the type of car they buy. The key to success in the industry is to improve labour productivity, labour flexibility, and capital efficiency. Having quality manpower, infrastructure improvements, and raw material availability also play a major role. Access to latest and most efficient technology and techniques will bring competitive advantage to the major players. Utilising manufacturing plants to optimum level and understanding implications from the government policies are the essentials in the Automotive Industry of India. Both, Industry and Indian Government are obligated to intervene the Indian Automotive industry. The Indian government should facilitate infrastructure creation, create favourable and predictable business environment, attract investment and promote research and development. The role of Industry will

primarily be in designing and manufacturing products of world-class quality establishing cost competitiveness and improving productivity in labour and in capital. With a combined effort, the Indian Automotive industry will emerge as the destination of choice in the world for design and manufacturing of automobiles.

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1.2 COMPANY PROFILE

Tata Motors Limited is Indias largest automobile company, with consolidated revenues of Rs.1, 23,133 crores (USD 27 billion) in 2010-11. 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 third largest bus manufacturer. The Company's over 25,000 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 5.9 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), Pantnagar (Uttarakhand), Sanand (Gujarat) and Dharwad (Karnataka). 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

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Fiat power trains. 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 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and Subsequently the remaining stake in 2009. Hispano's presence is being expanded in other markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marco polo, a global leader in body-building for buses and coaches to manufacture fully-built

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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 in 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 Kenya, Bangladesh, Ukraine, Russia, Senegal and South Africa. 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 4,500 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, Dharwad 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.

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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. The Tata Nano has been subsequently launched, as planned, in India in March 2009. 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. 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 monovolume 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

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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. In May 2009, Tata Motors ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost. Tata Motors is equally focussed on environment-friendly technologies in emissions and alternative fuels. It has developed electric and hybrid vehicles both for personal and public transportation. It has also been implementing several environment-friendly technologies in manufacturing processes, significantly enhancing resource conservation. 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.

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Tata Motors is committed to improving the quality of life of communities by working on four thrust areas employability, education, health and environment. The activities touch the lives of more than a million citizens. The Company's support on education and employability is focussed on youth and women. They range from schools to technical education institutes to actual facilitation of income generation. In health, our intervention is in both preventive and curative healthcare. The goal of environment protection is achieved through tree plantation, conserving water and creating new water bodies and, last but not the least, by introducing appropriate technologies in our vehicles and operations for constantly enhancing environment care. With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.

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MANUFACTURING PLANTS
Tata Motors owes its leading position in the Indian automobile industry to its strong focus on indigenisation. This focus has driven the Company to set up worldclass manufacturing units with state-of-the-art technology. Every stage of product evolution-design, development, manufacturing, assembly and quality control, is carried out meticulously. The manufacturing plants are situated at Jamshedpur in the East, Pune and Sanand in the West and Lucknow and Pantnagar in the North.

1. Jamshedpur 2. Pune 3. Lucknow 4. Pantnagar 5. Sanand

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Tata Car Models:

Passenger Vehicles:

Sumo Victa

Indigo Manza

Tata Safari

Indigo XL

Sumo Grande

Venture

Tata Aria

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Tata Nano

Tata Magic

Indica Vista

Tata winger

Vista

Commercial Vehicles

Tata Ace

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SUBSIDIARIES JVS AND ASSOCIATES

Jaguar Land Rover

Jaguar Land Rover is a business built around two iconic British car brands that designs, engineers and manufactures in the UK. With investment in product creation topping 1 billion a year, Jaguar Land Rover is at the centre of the UK automotive industrys drive to deliver technical innovation in all areas of vehicle development. The Jaguar Land Rover business directly employs more than 18,000 people and supports approximately 130,000 jobs (through direct employment, dealers, suppliers and broader economy). Jaguar Land Rover exports annually generate almost 6 billion for the UK economy with 78 percent of Land Rovers exported to over 160 countries and 70 percent of Jaguars exported to over 60 countries. Jaguar Cars Limited, founded in 1922, is one of the worlds premier manufacturers of luxury saloons and sports cars. Since 1948 Land Rover has been manufacturing

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authentic 4x4s that define 'breadth of capability' in their segments. The Jaguar XF, XK and XJ models are manufactured at the company's Castle Bromwich plant in Birmingham. Land Rover's Defender, Discovery 4, Range Rover Sport and Range Rover models are all built at the Sol hull plant. The Land Rover Friedlander 2 is built at the Hale wood plant in Liverpool.

Subsidiaries, JVs and Associates

Websites

Tata Daewoo Commercial Vehicle Company www.tata-daewoo.com Ltd (TDCV)

Tata Marco polo Motors Ltd (TMML)

Tata Hispano Motors Carrocera S. A.

www.tatahispano.com

Tata Motors (Thailand) Limited (TMTL)

www.tatamotors.co.th

Tata Motors(SA) Proprietary Ltd (TMSA)

TML Drivelines Limited (TMLDL)

Telco Construction Equipment Co. Ltd.

www.telcon.co.in

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(Telcon)

TAL Manufacturing Solutions Ltd. (TAL)

www.tal.co.in

Tata Motors European Technical Centre plc. (TMETC)

Tata Technologies Ltd. (TTL) and its www.tatatechnologies.com subsidiaries

TML Distribution Company Limited (TDCL)

Concorde Motors (India) Ltd. (Concorde)

Tata Motors Finance Limited

www.tmf.co.in

Tata Motors Insurance Broking & Advisory Services Ltd (TMIBASL)

TML Holdings Pte. Ltd. (TML)

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1.3 MILESTONE IN 2011

Tata Motors unveils assembly plant in South Africa. Jaguar Land Rover inaugurates new vehicle assembly plant in Pune India. Jaguar celebrates 50 years of iconic E-Type. Jaguar c-x75 scoops Louis Vuitton award in Paris. Tata pixel, new city car concept for Europe, displayed at the 81st Geneva Motor Show. Range Rover Evoque wins car design of the year. Tata Motors introduces the new Tata Indica eV2the most fuel efficient car in India with 25 kmpl mileage. Tata Motors launches the Tata Magic IRIS, a 3-4 seater4 wheel passenger carrier for public transportation. Tata Motors launches the Tata Ace Zip, a 600-kg micro truck for deep penetration goods movement. Jaguar Land Rover inaugurates new vehicle assembly plant in pune India. Tata Nano begins international journey with srilanka, as Tata Motors celebrate 50th year of its international business.

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1.4 SWOT ANALYSIS OF TATA MOTORS LIMITED

The company began in 1945 and has produced more than 4 million vehicles. Tata Motors Limited is the largest car producer in India. It manufactures commercial and passenger vehicles, and employs in excess of 23,000 people. This SWOT analysis is about Tata Motors Strengths A TATA motor is market leader in Automobile Industry with high market share. TATA Motors Company have huge employee base. TATA motors employee productivity percentage is higher. TATA motors produce low price car with low fuel consumption. A TATA motor is the reputable brand in Indian Industry. Tata Motors Limited is Indias largest automobile company, with revenues of Rs. 35651.48 crores (USD 8.8 billion) in 2007-08. The companys dealership, sales, services and spare parts network comprises over 3500 touch points.

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Tata Motors has been aggressively acquiring foreign brands to increase its global presence. The research and development department of TATA motors is very strong. TATA motors posses High corporate responsibility.

Weakness
Return on Investment on TATA motors shares in low. A TATA motor is not able to meet safety standards in their vehicles. The domestic sales of the company are not up to the mark. Tata has not got a foothold in the luxury car segment in its domestic market. Opportunities TATA motors can take the advantage of their low cost car by entering into third world countries where people have low purchasing power. TATA motors should focus in developing luxury cards. TATA motors can introduce more safety features in vehicles to gain more customer satisfaction.

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Joint ventures in other countries allow TATA motors to easily enter into new market. Threats TATA motors have low cost advantage over its competitors, once the competitors find out the low cost production methodology then there will no competitive advantage. Other companies are starting to compete for some of this market share. In fact, the Pakistans Transmission Motor Company has built a basic four -wheeler for only $2,100. This car is considerably cheap and the Pakistan Transmission Motor company started exporting them to Sudan, Qatar, and Chile. This is going to be the beginning of new emerging car manufactures that will be producing low priced cars. The major challenge for TATA motors is the rising prices of steel, Aluminum and plastic which is heavily used in vehicle manufacturing. The low safety standards can impact the sales.

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POLICIES
Quality Policy:
Tata Motors is committed to maximizing customer to maximizing customer satisfaction and strives to achieve the goal of excellence by continual improvement through ongoing design and development, manufacture and sale of reliable, safe, cost-effective, quality products and services of international standards, by using environmentally sustainable technologies for.

Environment Policy:
Tata Motors reaffirms its commitment to minimize the adverse impact of its products, operations and services on the environment.

Towards this end it shall strive to:

1. Establish sound environmental objectives and targets and a process of reviewing them 2. Comply with all applicable legal/regulatory and other environment requirements.

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SUSTAINBILITY
APPROACH:
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. Tata Motors believes in technology for tomorrow. Our products stand testimony to this. Our annual expenditure on R&D is approximately 2% of our turnover. We have also set up two in-house Engineering Research Centres that house India's only Certified Crash Test Facility. We ensure that our products are environmentally sound in a variety of ways. These include reducing hazardous materials in vehicle components, developing extended life lubricants, fluids and using ozone-friendly refrigerants. Tata Motors has been making conscious effort in the implementation of several environmentally sensitive technologies in manufacturing processes. The Company uses some of the world's most advanced equipment for emission check and control.

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Tata Motors concern is manifested by a dual approach

1. Reduction of environmental pollution and regular pollution control drives 2. Restoration of ecological balance. Our Endeavours towards environment protection are soil and water conservation programmes and extensive tree plantation drives. Tata Motors is committed to restoring and preserving environmental balance, by reducing waste and pollutants, conserving resources and recycling materials. REDUCING POLLUTION: Tata Motors has been at the forefront of the Indian automobile industry's antipollution efforts by introducing cleaner engines. It is the first Indian Company to introduce vehicles with Euro norms well ahead of the mandated dates. Tata Motors' joint venture with Cummins Engine Company, USA, in 1992, was a pioneering effort to introduce emission control technology for India. Over the years, Tata Motors has also made investments in setting up of an advanced emission-testing laboratory.

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With the intention of protecting the environment, Tata Motors has upgraded the performance of its entire range of four and six cylinder engines to meet international emission standards. This has been accomplished with the help of world-renowned engine consultants like Ricardo and AVL. These engines are used in Tata Motors vehicles in the Indian market, as well as in over 70 export markets. Tata Motors is constantly working towards developing alternative fuel engine technologies. It has manufactured CNG version of buses and followed it up with a CNG version of its passenger car, the Indica. RESTORING ECOLOGICAL BALANCE: Tata Motors has set up effluent treatment facilities in its plants, to avoid release of polluted water into the ecosystem. In Pune, the treated water is conserved in lakes attracting various species of birds from around the world thus turning the space into a green belt. Tree plantation programmes involving villagers and Tata Motors employees, have turned acres of barren village green. Tata Motors has planted as many as 80,000 trees in the works and the township and more than 2.4 million trees have been planted in Jamshedpur region. Over half a million trees have been planted in the

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Pune region. Tata Motors has directed all its suppliers to package their products in alternate material instead of wood.

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CHAPTER 2 OBJECTIVE & METHODOLOGY

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2.1 SIGNIFICANCE

Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Over 5.9 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), Pantnagar (Uttarakhand), Sanand (Gujarat) and Dharwad (Karnataka). 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'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 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 Kenya, Bangladesh, Ukraine, Russia, Senegal and South Africa.

33

In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the world have been looking forward to. The Tata Nano has been subsequently launched, as planned, in India in March 2009. 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. 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 monovolume 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 minimize weight, which helps maximize 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. In May 2009, Tata Motors ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world

34

standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost. Tata Motors is equally focused on environment-friendly technologies in emissions and alternative fuels. It has developed electric and hybrid vehicles both for personal and public transportation. It has also been implementing several environment-friendly technologies in manufacturing processes, significantly enhancing resource conservation. 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. Tata Motors is committed to improving the quality of life of communities by working on four thrust areas employability, education, health and environment. The activities touch the lives of more than a million citizens. The Company's support on education and employability is focused on youth and women. They range from schools to technical education institutes to actual facilitation of income

35

generation. In health, our intervention is in both preventive and curative healthcare. The goal of environment protection is achieved through tree plantation, conserving water and creating new water bodies and, last but not the least, by introducing appropriate technologies in our vehicles and operations for constantly enhancing environment care. With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.

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2.2 MANAGERIAL USEFULNESS

The marketing department can use this study to enhance their marketing strategies for better sales. This report helps the marketing department in taking decisions to what change in distribution channels and what should be done so that marketing problem could be sorted out and how to sell their range of product in the competitive market. The very essence of every project related to marketing is providing a view to management for chalk out the organization, so that they can maintain a viable fit between the organizational objectives, skills and resources and its changing market opportunities. Also give a proper shape to companys target profit and growth. It provides feedback to the organization about their sales, Sales schemes and what impact does it has on the dealers and consumers. Every market research provides useful suggestions to the organization. Marketing research helps the firm in every component of the total marketing task. It helps the firm acquire a better understanding of the buyer, the competition and the marketing environment. It also aids the formulation of the marketing mix, product, distribution, and pricing needs. It also helps in taking the information of competitors strategies and their impact on the buyer, the study reveals the fact that may have come up during the project and these facts can either be used a

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opportunities in exploring and expanding the business as well as can be used as safeguard against threats by competitors to prepare an effective marketing strategy. Every market research proves useful to the organization. Marketing research helps the firm in every component of total marketing task.

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2.3 HYPOTHESIS
1. Customers of Tata Motors are happy with its products. 2. Maximum customers prefer Tata cars because of its unique features. 3. Tata cars are fuel efficient. 4. Customers of Tata Motors are happy with its after sales services.

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2.4 OBJECTIVES OF STUDY

To know whether the customers of Tata Motors are happy with its products or not. To know whether the customers are satisfied with its features or not. To study the competition of Tata Motors. To study the after sales services of Tata Motors.

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2.5 SCOPE OF THE STUDY

These are some of the scope of the study: 1. The present study can be extended to access the present marketing condition of Indian automobile sector. 2. The study can be used to design a proper product, price, place and promotional strategy for the market. 3. From the present study we can know the market share of different products and accordingly formulated strategy to enhance it. 4. The result of marketing success can be interpreted to assess the rate of employee satisfaction in various departments. 5. This study can be applied to find out an effective distribution channel to enhance the sale of various products of Tata Motors.

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2.6 RESEARCH METHODOLOGY

This project depends upon the primary as well as secondary sources which are as follows. Primary source: Observation Experiment Talking with consumers, retailers and distributors

Secondary source: Balance sheet of the company Company website

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SAMPLE SIZE AND AREAS COVERED

A customer based survey was conducted in which 50 people were asked to fill the questionnaire And they were the residents of Ranchi.

Because it was not possible to consider each and every person of those cities or of villages so, PROBABLITY SAMPLE or RANDOM SAMPLE was taken

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STATISTICAL AND PRESENTATION TOOLS

PRIMARY DATA is represented: First classified i.e., grouped qualitavely and quantitatively according to the situation or the type of the data which was collected

After classifying is represented in the form of tables i.e. systematically arranged in column and rows

Some of the data is also graphically represented in the form of PIE DIAGRAM

SECONDARY DATA is represented: In the form of tables By the way of BAR GRAPHS and SUBDIVIDED BAR GRAPHS (Graphical Presentation).

LIMITATION OF THE STUDY

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Since the road to improvement is never ending, so this study also suffers from certain limitations. Some of them are as follows: Because of illiteracy, it was a time consuming method in which continuous guidance was required QUESTIONAIRE method involves some uncertainty of response. Cooperation on the part of informants, in some cases, was difficult to presume It is possible that the information supplied by the informants may be incorrect. So the study may lack accuracy.

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CHAPTER 3 CONCEPTUAL DISCUSSION

46

MARKETING
Marketing is the process used to determine what products or services may be of interest to customers, and the strategy to use in sales, communications and business development. It generates the strategy that underlies sales techniques, business communication, and business developments. It is an integrated process through which companies build strong customer relationships and create value for their customers and for themselves. Marketing is used to identify the customer, satisfy the customer, and keep the customer. With the customer as the focus of its activities, marketing management is one of the major components of business management. Marketing evolved to meet the stasis in developing new markets caused by mature markets and overcapacities in the last 2-3 centuries. The adoption of marketing strategies requires businesses to shift their focus from production to the perceived needs and wants of their customers as the means of staying profitable. The term marketing concept holds that achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions. It proposes that in order to satisfy its organizational objectives, an organization should anticipate the needs and wants of consumers and satisfy these more effectively than competitors.

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CUSTOMER ORIENTATION A firm in the market economy survives by producing goods that persons are willing and able to buy. Consequently, ascertaining consumer demand is vital for a firm's future viability and even existence as a going concern. Many companies today have a customer focus (or market orientation). This implies that the company focuses its activities and products on consumer demands. Generally, there are three ways of doing this: the customer-driven approach, the market change identification approach and the product innovation approach In the consumer-driven approach, consumer wants are the drivers of all strategic marketing decisions. No strategy is pursued until it passes the test of consumer research. Every aspect of a market offering, including the nature of the product itself, is driven by the needs of potential consumers. The starting point is always the consumer. The rationale for this approach is that there is no reason to spend R&D funds developing products that people will not buy. History attests to many products that were commercial failures in spite of being technological breakthroughs.

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A formal approach to this customer-focused marketing is known as SIVA (Solution, Information, Value, and Access). This system is basically the four Ps renamed and reworded to provide a customer focus. The SIVA Model provides a demand/customer-centric alternative to the well-known 4Ps supply side model (product, price, placement, promotion) of marketing management.

Product

Solution

Promotion Information

Price

Value

Place

Access

If any of the 4Ps were problematic or were not in the marketing factor of the business, the business could be in trouble and so other companies may appear in the surroundings of the company, so the consumer demand on its products will decrease.

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Some qualifications for customer focus exist. They do not invalidate or contradict the principle of customer focus; rather, they simply add extra dimensions of awareness and caution to it. The work of Christensen and colleagues on disruptive technology has produced a theoretical framework that explains the failure of firms not because they were technologically inept (often quite the opposite), but because the value networks in which they profitably operated included customers who could not value a disruptive innovation at the time and capability state of its emergence and thus actively dissuaded the firms from developing it. The lessons drawn from this work include:

Taking customer focus with a grain of salt, treating it as only a subset of one's corporate strategy rather than the sole driving factor. This means looking beyond current-state customer focus to predict what customers will be demanding some years in the future, even if they themselves discount the prediction.

Pursuing new markets (thus new value networks) when they are still in a commercially inferior or unattractive state, simply because their potential to grow and intersect with established markets and value networks looks like a likely bet. This may involve buying stakes in the stock of smaller firms,

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acquiring them outright, or incubating small, financially distinct units within one's organization to compete against them.

Other caveats of customer focus are:

The extent to which what customers say they want does not match their purchasing decisions. Thus surveys of customers might claim that 70% of a restaurant's customers want healthier choices on the menu, but only 10% of them actually buy the new items once they are offered. This might be acceptable except for the extent to which those items are money-losing propositions for the business, bleeding red ink. A lesson from this type of situation is to be smarter about the true test validity of instruments like surveys. A corollary argument is that "truly understanding customers sometimes means understanding them better than they understand themselves." Thus one could argue that the principle of customer focus, or being close to the customers, is not violated herejust expanded upon.

The extent to which customers are currently ignorant of what one might argue they should wantwhich is dicey because whether it can be acted upon affordably depends on whether or how soon the customers will learn, or be convinced, otherwise. IT hardware and software capabilities and

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automobile features are examples. Customers who in 1997 said that they would not place any value on internet browsing capability on a mobile phone, or 6% better fuel efficiency in their vehicle, might say something different today, because the value proposition of those opportunities has changed.

MARKETING RESEARCH
Marketing research involves conducting research to support marketing activities, and the statistical interpretation of data into information. This information is then used by managers to plan marketing activities, gauge the nature of a firm's marketing environment and attain information from suppliers. Marketing researchers use statistical methods such as quantitative research, qualitative research, hypothesis tests, Chi-squared tests, linear regression, correlations, frequency distributions, Poisson distributions, binomial distributions, etc. to interpret their findings and convert data into information. The marketing research process spans a number of stages, including the definition of a problem, development of a research plan, collection and interpretation of data and disseminating information formally in the form of a report. The task of marketing research is to provide management with relevant, accurate, reliable, valid, and current information.

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A distinction should be made between marketing research and market research. Market research pertains to research in a given market. As an example, a firm may conduct research in a target market, after selecting a suitable market segment. In contrast, marketing research relates to all research conducted within marketing. Thus, market research is a subset of marketing research.

Marketing environment Market segmentation:

Market segmentation pertains to the division of a market of consumers into persons with similar needs and wants. For instance, Kellogg's cereals, Frostiest are marketed to children. Crunchy Nut Cornflakes are marketed to adults. Both goods denote two products which are marketed to two distinct groups of persons, both with similar needs, traits, and wants. Market segmentation allows for a better allocation of a firm's finite resources. A firm only possesses a certain amount of resources. Accordingly, it must make choices (and incur the related costs) in servicing specific groups of consumers. In this way, the diversified tastes of contemporary Western consumers can be served better. With growing diversity in the tastes of modern consumers, firms are taking note of the benefit of servicing a multiplicity of new markets.

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Market segmentation can be defined in terms of the STP acronym, meaning Segment, Target and Position.

Types of marketing research

Marketing research, as a sub-set aspect of marketing activities, can be divided into the following parts:

Primary research (also known as field research), which involves the conduction and compilation of research for a specific purpose.

Secondary research (also referred to as desk research), initially conducted for one purpose, but often used to support another purpose or end goal.

By these definitions, an example of primary research would be market research conducted into health foods, which is used solely to ascertain the needs/wants of the target market for health foods. Secondary research in this case would be research pertaining to health foods, but used by a firm wishing to develop an unrelated product.

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Primary research is often expensive to prepare, collect and interpret from data to information. Nevertheless, while secondary research is relatively inexpensive, it often can become outdated and outmoded, given that it is used for a purpose other than the one for which it was intended. Primary research can also be broken down into quantitative research and qualitative research, which, as the terms suggest, pertain to numerical and non-numerical research methods and techniques, respectively. The appropriateness of each mode of research depends on whether data can be quantified (quantitative research), or whether subjective, non-numeric or abstract concepts are required to be studied (qualitative research). There also exist additional modes of marketing research, which are:

Exploratory research, pertaining to research that investigates an assumption. Descriptive research, which, as the term suggests, describes "what is". Predictive research, meaning research conducted to predict a future occurrence.

Conclusive research, for the purpose of deriving a conclusion via a research process.

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MARKET PLANNING
The marketing planning process involves forging a plan for a firm's marketing activities. A marketing plan can also pertain to a specific product, as well as to an organization's overall marketing strategy. Generally speaking, an organization's marketing planning process is derived from its overall business strategy. Thus, when top management are devising the firm's strategic direction or mission, the intended marketing activities are incorporated into this plan. There are several levels of marketing objectives within an organization. The senior management of a firm would formulate a general business strategy for a firm. However, this general business strategy would be interpreted and implemented in different contexts throughout the firm.

Marketing strategy
The field of marketing strategy encompasses the strategy involved in the management of a given product. A given firm may hold numerous products in the marketplace, spanning numerous and sometimes wholly unrelated industries. Accordingly, a plan is required in order to effectively manage such products. Evidently, a company needs to weigh up and ascertain how to utilize its finite resources. For example, a start-up car

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manufacturing firm would face little success should it attempt to rival Toyota, Ford, Nissan, Chevrolet, or any other large global car maker. Moreover, a product may be reaching the end of its life-cycle. Thus, the issue of divest, or a ceasing of production, may be made. Each scenario requires a unique marketing strategy. Listed below are some prominent marketing strategy models.

Marketing specializations
With the rapidly emerging force of globalization, the distinction between marketing within a firm's home country and marketing within external markets is disappearing very quickly. With this in mind, firms need to reorient their marketing strategies to meet the challenges of the global marketplace, in addition to sustaining their competitiveness within home markets.

Buying behaviour
A marketing firm must ascertain the nature of customers' buying behavior if it is to market its product properly. In order to entice and persuade a consumer to buy a product, marketers try to determine the behavioral process of how a given product is purchased. Buying behavior is usually split into two prime strands, whether selling to the consumer, known as business-to-consumer (B2C), or to another business, known as business-to-business (B2B).

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B2C buying behaviour

This mode of behaviour concerns consumers and their purchase of a given product. For example, if one imagines a pair of sneakers, the desire for a pair of sneakers would be followed by an information search on available types/brands. This may include perusing media outlets, but most commonly consists of information gathered from family and friends. If the information search is insufficient, the consumer may search for alternative means to satisfy the need/want. In this case, this may mean buying leather shoes, sandals, etc. The purchase decision is then made, in which the consumer actually buys the product. Following this stage, a post-purchase evaluation is often conducted, comprising an appraisal of the value/utility brought by the purchase of the sneakers. If the value/utility is high, then a repeat purchase may be made. This could then develop into consumer loyalty to the firm producing the sneakers.

B2B buying behavior

Relates to organizational/industrial buying behaviour. "B2B" stands for Business to Business. B2B marketing involves one business marketing a product or service to another business. B2C and B2B behaviour are not precise terms, as similarities and differences exist, with some key differences listed below:

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In a straight re-buy, the fourth, fifth and sixth stages are omitted. In a modified rebuy scenario, the fifth and sixth stages are precluded. In a new buy, all stages are conducted.

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Use of technologies
Marketing management can also rely on various technologies within the scope of its marketing efforts. Computer-based information systems can be employed, aiding in better processing and storage of data. Marketing researchers can use such systems to devise better methods of converting data into information, and for the creation of enhanced data gathering methods. Information technology can aid in enhancing an MKIS' software and hardware components, and improve a company's marketing decision-making process. In recent years, the notebook personal computer has gained significant market share among laptops, largely due to its more user-friendly size and portability. Information technology typically progresses at a fast rate, leading to marketing managers being cognizant of the latest technological developments. Moreover, the launch of smart phones into the cell phone market is commonly derived from a demand among consumers for more technologically advanced products. A firm can lose out to competitors should it ignore technological innovations in its industry. Technological advancements can lessen barriers between countries and regions. Using the World Wide Web, firms can quickly dispatch information from one country to another without much restriction. Prior to the mass usage of the Internet,

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such transfers of information would have taken longer to send, especially if done via snail mail, telex, etc. Recently, there has been a large emphasis on data analytics. Data can be mined from various sources such as online forms, mobile phone applications and more recently, social media.

Services marketing
Services marketing relates to the marketing of services, as opposed to tangible products. A service (as opposed to a good) is typically defined as follows:

The use of it is inseparable from its purchase (i.e., a service is used and consumed simultaneously)

It does not possess material form, and thus cannot be touched, seen, heard, tasted, or smelled.

The use of a service is inherently subjective, meaning that several persons experiencing a service would each experience it uniquely.

For example, a train ride can be deemed a service. If one buys a train ticket, the use of the train is typically experienced concurrently with the purchase of the ticket. Although the train is a physical object, one is not paying for the permanent ownership of the tangible components of the train.

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Services (compared with goods) can also be viewed as a spectrum. Not all products are pure goods, nor are all pure services. An example would be a restaurant, where a waiter's service is intangible, but the food is tangible

MARKETING MIX
The term "marketing mix" was coined in 1953 by Neil Borden in his American Marketing Association presidential address. However, this was actually a reformulation of an earlier idea by his associate, James Culliton, who in 1948 described the role of the marketing manager as a "mixer of ingredients", who sometimes follows recipes prepared by others, sometimes prepares his own recipe as he goes along, sometimes adapts a recipe from immediately available ingredients, and at other times invents new ingredients no one else has tried. The marketing mix (price, product, distribution, promotion) forms the entire promotional campaign. As stated in Management of a Sales Force by Rosann L. Spiro, Gregory A. Rich, and William J. Stanton, when these are effectively blended, they form a marketing program that provides want-satisfying goods and services for the companys market." The term became popular in the article written by Niel Borden called The Concept of the Marketing Mix. He started teaching the term to many after he himself learned about it with an associate. The marketing mix is a broad concept which includes several aspects of marketing which all

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inquire to obtain a similar goal of creating awareness and customer loyalty. The marketing mix is not only an important concept, but a guideline to reference back to when implementing the price, promotion, product, and distribution. Those are the four main ingredients of the marketing mix, but there are other components not already mentioned on the Wikipedia site, including, planning, branding, packaging, display, distribution channels, personal selling, advertising, servicing, and physical handling. All in all the current description of the marketing mix is accurate, but missing some vital pieces of information which will allow individuals to gain a better understanding and implement a more effective marketing mix. A prominent marketer, E. Jerome McCarthy, proposed a Four P classification in 1960, which has seen wide use.

Four 'P's
Elements of the marketing mix are often referred to as the "Four 'P's", a phrase used since the 1960's

Product - It is a tangible good or an intangible service that is mass produced or manufactured on a large scale with a specific volume of units. Intangible products are service based like the tourism industry & the hotel industry or

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codes-based products like cell phone load and credits. Typical examples of a mass produced tangible object are the motor car and the disposable razor. A less obvious but ubiquitous mass produced service is a computer operating system. Packaging also needs to be taken into consideration. Every product is subject to a life-cycle including a growth phase followed by an eventual period of decline as the product approaches market saturation. To retain its competitiveness in the market, product differentiation is required and is one of the strategies to differentiate a product from its competitors.

Price The price is the amount a customer pays for the product. The business may increase or decrease the price of product if other stores have the same product.

Promotion represents all of the communications that a marketer may use in the marketplace. Promotion has four distinct elements: advertising, public relations, personal selling and sales promotion. A certain amount of crossover occurs when promotion uses the four principal elements together, which is common in film promotion. Advertising covers any communication that is paid for, from cinema commercials, radio and Internet adverts through print media and billboards. Public relations are where the communication is not directly paid for and includes press releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and events. Word of mouth

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is any apparently informal communication about the product by ordinary individuals, satisfied customers or people specifically engaged to create word of mouth momentum. Sales staff often plays an important role in word of mouth and Public Relations (see Product above).

Place A way of getting the product to the consumer and/or how easily accessible it is to consumers.

Any organization, before introducing its products or services into the market, conducts a market survey. The sequence of all 'P's as above is very much important in every stage of product life cycle Introduction, Growth, Maturity and Decline. In recent years the 4 P's have been updated to include several more factors. Some people even go up to as many as 27 P's.

Four 'C's
Robert F. Lauterborn proposed a four Cs classification in 1993. The Four Cs model is more consumer-oriented and attempts to better fit the movement from mass marketing to niche marketing.

Product part of the Four Ps model is replaced by Consumer or Consumer Models, shifting the focus to satisfying the consumer needs. Another C replacement for Product is Capable. By defining offerings as individual

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capabilities that when combined and focused to a specific industry, creates a custom solution rather than pigeon-holing a customer into a product.

Pricing is replaced by Cost reflecting the total cost of ownership. Many factors affect Cost, including but not limited to the customer's cost to change or implement the new product or service and the customer's cost for not selecting a competitor's product or service.

Promotions feature is replaced by Communication which represents a broader focus than simply Promotions. Communications can include advertising, public relations, personal selling, viral advertising, and any form of communication between the firm and the consumer.

Placement is replaced by Convenience. With the rise of internet and hybrid models of purchasing, Place is becoming less relevant. Convenience takes into account the ease of buying the product, finding the product, finding information about the product, and several other factors.

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CHAPTER-4 DATA ANALYSIS

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4.1 PERCENTAGE OF TATA OWNERS

OWNERS OF TATA

YES 30%

NO 70%

Figure 1.3

INFERENCE:
1. 30% of the respondents were owners of other vehicles 2. 70% of the respondents were owners of Tata

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4.2 CUSTOMER SATISFACTION RATING

CUSTOMER SATISFACTION

DISSATISFIED 17%

SATISFIED 83%

Figure 1.4

INFERENCE:
1. 83% the respondents were satisfied with their cars and the services of TATA 2. However 17% of the respondents were dissatisfied at the same time

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4.3 PREFERENCES OF BUYING A NEW CAR

40 35

30
25 20 15 10 5 0 TATA HYUNDAI MARUTI HONDA

Figure 1.5

INFERENCE:
1. 2. 3. 24% of the respondents would prefer to buy a Tata car against its competitors. 37% of respondents preferred for maruti. 21% and 18% respectively preferred for Hyundai and Honda.

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4.4 WHERE DO YOU MANAGE TO FIND INFORMATION ABOUT TATA

INFORMATION ABOUT TATA

DEALERS 10%
PRINT MEDIA 20%

INTERNET 30%

T.V 40%

Figure 1.6

INFERENCE:
1. 2. Information through T.V. and Internet accounts for more than half or 70% of the information shared with the masses. Rest 30% was shared by Dealers and Print media for providing the information

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4.5 TATA CARS HAS THE MOST FUEL EFFICIENCY

90 80 70 60 50 40 30 20 10 0 YES 78

FUEL EFFICIENCY OF TATA

22

NO

Figure 1.7

INFERENCE:
1. 78% of the respondents felt that Tata has the most fuel efficiency. 2. While 22% felt it isnt the most fuel efficient.

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4.6 THE FEATURES OF TATA AS COMPARED TO OTHER CARS

FEATURES OF TATA
SATISFACTORY 12%

NOT SO GOOD 11%

VERY GOOD 10% GOOD 67%

Figure 1.8

INFERENCE:
1. 2. 67% of the respondents felt that the features of the Tata are good. While 11% of the respondents thought it was not so good,10% thought it was very good and 12% felt satisfactory about the features.

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4.7 THE QUALITIES THAT BEST DESCRIBES TATA

FEATURES THAT BEST DESCRIBES TATA

40
35 30 25 20 15 15 10 5 0 HANDLING FUEL EFFICIENCY DESIGN COMFORT 18 29 38

Figure 1.9

INFERENCE:
1. Tata is best known for its design & comfort. 2. Then comes Handling and Fuel Efficiency.

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4.8 HOW DO YOU FIND THE INTERIORS OF TATA

INTERIORS OF TATA
NOT SO GOOD 7% SATISFACTORY 3%

VERY GOOD 17%

GOOD 73%

Figure 1.10

INFERENCE:
1. 2. The interiors of Tata are good according to 73% of the respondents. 17% said it was very good, 7% said it was not so good and 3% felt it was satisfactory.

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4.9 WHAT SHOULD BE DONE TO IMPROVE TATA ?

WHAT SHOULD BE DONE TO IMPROVE TATA

MORE SERVICE STATIONS 13% CHEAPER SPARE PARTS 15%

MAKE IT MORE AFFORDABLE 72%

Figure 1.11

INFERENCE:
1. 2. If Tata is made more affordable then it would win more customers, a theory which was backed by 72% of the respondents. 15% and 13% respectively want cheaper spare parts and more service stations.

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4.10 WHAT SHOULD BE DONE TO MAKE TATA THE BEST CAR

WHAT SHOULD BE DONE TO MAKE TATA, THE BEST CAR

GIVE IT A RETRO LOOK 10% GIVE IT A CONCEPT CAR LOOK 11%

MAKE IT MORE SPORTY 16%

MAKE IT MORE FUTURISTIC 63%

Figure 1.12

INFERENCE:
1. 2. 3. To make it the best car in its class it should be made more futuristic which was felt by 63% of the respondents. 16% of the respondents thought it should be made more sporty. 10% wanted it to have a retro look and 11% wanted to give it a concept car look.

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4.11 ARE YOU HAPPY WITH THE AFTER SALES SERVICES PROVIDED BY TATA

HAPPY WITH AFTER SALES SERVICES BY TATA

UNHAPPY 15%

HAPPY 85%

Figure 1.13

INFERENCE:
1. 2. Overall 85% of the respondents were happy with the after sales service provided by Tata 15% were unhappy with Toyota due to poor after sales services provided by them.

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CHAPTER 5 FINDINGS AND RECOMMENDATIONS

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5.1 FINDINGS
1. 2. 70% of the respondents were car owners of Tata. 83% of the respondents were satisfied with their cars and the services of Tata; However 17% of the Respondents were dissatisfied at the same time. 3. 24% of the respondents would prefer to buy a Tata car against its competitors. 4. Information through T.V. and Internet accounts for more than half or 70% of the information shared with the masses. Rest 30% was shared by Dealers and Print media for providing the information. 5. 6. 78% of the respondents felt that Tata motors has the most fuel efficiency. 67% of the respondents felt that the features of the Tata are good. While 11% of respondents thought it was not so good, 10% thought it was very good and 12% felt satisfactory about the features. 7. Tata motors is best known for its design and comfort. Then comes Handling and Fuel Efficiency.

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8.

If Tata cars are made more affordable then it would win more customers, a theory which was backed by 72% of the respondents. 15% and 13% respectively want cheaper spare parts and more service stations.

9.

To make it the best car in its class it should be made more futuristic which was felt by 63% of the respondents. 16% of the respondents thought it should be made sportier. 10% wanted it to have a retro look and 11% wanted to give it a concept car look.

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5.2 RECOMMENDATIONS

1.

Tata motors should adopt the defensive marketing strategy because as being the third largest car producer in the national market.

2.

Tata motors must at the moment carry out feasibility study for launching a vehicle in the domestic market where it has model like indica vista and sumo amongst others.

3.

Tata motors should adopt an offensive marketing strategy for entering in the small car segment. This market is dominated by Maruti Suzuki and Hyundai in the Indian automobile market.

4.

Tata motors should mainly concentrate on small segment cars with more fuel efficiency because of the inflation the Indian people demand for an efficient drive.

5.

Tata motors must plan out an ideal marketing producing capacity, because it faces the problem of over and under capacity in case of upturn and downturn of the market.

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ANNEXURE QUESTIONNAIRE FOR CONSUMER

A) NAME B) ADDRESS C) CONTACT NUMBER D) INCOME GROUP ..............15,000-25,000 ..............50,000-75,000 1. DO YOU OWN A CAR? YES NO .................25,000-50,000 .................ABOVE 75,000

IF YES, THEN WHICH ONE? (I) TATA MOTORS (II) HYUNDAI (III) MARUTI

2. HOW SATISFIED ARE YOU WITH THE SERVICES OFFERED BY TATA MOTORS? (I) SATISFIED (II) DISSATISFIED

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3. IF GIVEN AN OPTION TO CHOOSE A CAR COMPANY, WHICH COMPANY WOULD YOU CHOOSE? (I) TATA MOTORS (II) MARUTI (III) HYUNDAI

4. WHERE DO YOU MANAGE TO FIND INFORMATION ABOUT TATA MOTORS? (I) DEALERS (II) PRINT MEDIA (III) T.V (1V) INTERNET

5. DO YOU THINK TATA MOTORS HAVE THE MOST FUEL EFFICIENT CARS? (I) YES (II) NO

6. HOW DO YOU FIND THE FEATURES OF TATA MOTORS AS COMPARED TO OTHER CARS? (I)GOOD (II) VERY GOOD (III) NOT SO GOOD (IV) SATISFACTORY

7. WHICH OF THESE QUALITIES DO YOU THINK BEST DESCRIBES TATA MOTORS? (I) HANDLING (II) FUEL EFFICIENCY (III) DESIGN (IV) COMFORT

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8. HOW DO YOU FIND THE INTERIORS OF TATA MOTORS? (I) GOOD GOOD 9. ACCORDING TO YOU WHAT SHOULD BE DONE TO IMPROVE CARS OF TATA MOTORS? (I) MAKE IT MORE AFFORDABLE (II) CHEAPER SPARE PARTS (III) MORE SERVICE STATIONS 10. ACCORDING TO YOU WHAT SHOULD BE DONE TO MAKE CARS OF TATAMOTORS THE BEST? (I) MAKE IT MORE FUTURISTIC (II) MAKE IT MORE SPORTY (III) GIVE IT RETRO LOOK (IV) GIVE IT A CONCEPT CAR LOOK (II) VERY GOOD (III) SATISFACTORY (IV) NOT SO

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11. ARE YOU HAPPY WITH THE AFTER SALES SERVICES PROVIDE BY TATA MOTORS ? (I) YES (II) NO (III) HAPPY BUT IT CAN BE BETTER

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BIBLIOGRAPHY Books:
Kotler Philips, Marketing Management; 34th Edition Chabra T.N., Marketing management 2009 Gupta C.B., Marketing Management 2010

Magazines
Business standard Motoring May 2008 edition

Internet:
www.google.com www.tatamotors.com www.yahoo.com www.domain-b.com www.wikipedia.com

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