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A

GLOBAL COUNTRY STUDY REPORT

ON

BAHAMAS COUNTRY- AUTO MOBILE SECTOR

Submitted to
Sardar Patel College of Administration and Management

IN PARTIAL FULLFILLMENT OF THE REQUREMENT OF THE


AWARD FOR THE DEGREE OF
MBA (Gujarat Technological University)

UNDER THE GUIDANCE OF

Professor Alpesh Ganatra

Presented By
ENROLLMENT NO NAME
127550592158 VAHORA TASNIM .U
127550592159 VARASANI. BHAVIN
127550592160 VEKARIYA CHANDRESH
127550592161 VAHORA. MOIN .M
127550592162 VAHORA JUBER
127550592163 ZALA. SNEHA. S

Sardar Patel College of Administration and Management


M.B.A PROBRAMME
VIDYANAGAR VADTAL ROAD, BAKROL
ANAND
DECLARATION

We, following students, hereby declare that the Global/ Country Study
Report On BAHAMAS COUNTRY- AUTO MOBILE SECTOR is a
result of our own work and our indebtedness to other work publications,
references, if any, have been duly acknowledged. If we are found guilty of
copying any other report or published information and showing as my/our
original work, or extending plagiarism limit, we understand that we shall
be liable and punishable by GTU, which may include Fail in examination,
Repeat study & re-submission of the report or any other punishment that
GTU may decide.

ENROLLMENT NO NAME SIGNATURE


127550592158 VAHORA TASNIM .U
127550592159 VARASANI. BHAVIN
127550592160 VEKARIYA CHANDRESH
127550592161 VAHORA. MOIN .M
127550592162 VAHORA JUBER
127550592163 ZALA. SNEHA. S

Place: .. Date: ..
INSTITUTE CERTIFICATE

Certified that this Global Country Study and Report Titled


. is the bonafide
work of attached student list with enrollment numbers, who have carried
out their research under our supervision. We also certify further, that to
the best of my knowledge the work reported herein does not form part of
any other project report or dissertation on the basis of which a degree or
award was conferred on an earlier occasion on this or any other candidate.
we have also checked the plagiarism extent of this report which is %
and the separate plagiarism report in the form of html /pdf file is enclosed
with this.

Signature of the Faculty Guide/s


(alpesh ganatra)

Signature of Principal/Director
(Name of Principal / Director)
PREFACE

In todays competitive environment, survival of the fittest is the new motto. That is why
its necessary that the theoretical knowledge is accompanied by practical knowledge. In
an MBA programme, project study forms an important and an integral part. It helps in
bridging the gap between the two main important aspects the theoretical as well
practical knowledge.

Knowledge and Human Power are synonyms, once said the great philosopher Francis
Bacon. However based on the experience within todays global markets, he would
probably say, The ability to capture, communicate & leverage knowledge to solve
problems is human power. This raises the question how exactly one can best capture,
communicate & leverage knowledge, especially within world of system engineering.

As a part of this M.B.A. degree, we have to prepare a global country study report, which
is designed keeping the prerogative and preferences of industry. The global country
study report Project allows us to implement what we have learned within the four walls
of classroom and implement it in this comprehensive Project.

This Report that we are submitting intends to highlight our versatility in sustaining the
pulls and pressure of day to day professional life and put to perspective the facts that
we are capable enough to deliver whenever a challenge is thrown to us.

This Report is divided into three parts. The First Part gives the general information about
the stock market. The Second Part gives the introduction of the study, and last third part
consists of Research Analysis and Conclusion on the basis of particular Research Process.
At the end we have provided a shortlist of the reference booksand the sites that
provided useful information during the project.
ACKNOWLEDGEMENT

We have the pleasure to present here with the study work by way of A GLOBAL
COUNTRY STUDY REPORT Working on this report has been a great learning experience.
Numerous individuals helped us a lot with all sort of queries that we had and without
the help of them, we would never be able to complete this global country study report.
We would like to use this opportunity to thank them.

We are extremely indebted to our guides who have taken great pains to provide us
guidance to make this project. He is always there to help us a lot by giving his valuable
guidelines and suggestions to complete this study from start to end. He is the person
who inspired us to explore such an emerging sector of economy. He inspired us to be
systematic in our work. He explained that how to go ahead for studying such topic and
also explained the technical and other dimensions of the same. We want to thanks our
guide PROF.ALPESH GANATRA for giving us an opportunity to work on this task.
We are aware that there are a number of people who have helped us to do this project
but we may have failed to make a mention of them. We take this opportunity to express
our sincere gratitude to all those for their assistance and support.
TABLE OF CONTANTS

SR. NO PARTICULARS PAGE NO


SUMMARY OF PART I REPORT 17
SUMMARY OF PART II REPORT 8 16
PART II:MICRO ANALYSIS: COMPANY /PRODUCT /SERVICE STUDY.
(SWOT Analysis of Selected Companies (if applicable) , Challenges,
Winning the Business Strategy Game, and Projections for Export-Import
Trade and Investment between the two Countries / States)
1 Introduction of the selected Company / Firm and its Export Import 17 38
Trade or Investment (actual or potential) with / in the selected Country /
Province.
2 SWOT Analysis of the Selected Companies / Firm 39 45
3 Market Opportunities for Export Import Trade and/or Investment in 46 59
Bahamas country
4 Policies and Norms of India for Import or export to the selected country 60 72
including licensing / permission, taxation, Trade Barriers etc.
Global Strategy Problem of the company / firm with reference to 73 - 75
selected Country / Province / State

5 Winning Strategies for the Company 76 84


Future Projections of Trade (Export - Import) of the Company / Firms 85 - 86
products or services with selected Country / Province / State during next
3 to 5 years
6 Resources required to tap the business opportunity in selected country 87 94
Findings 95 - 96
Suggestions 97
Conclusion In terms of Proposed Business Plan / Model/ Business 98 100
Strategies
Bibliography 101
LIST OF TABLE
Table no Particular Page no
1 Latest transaction of Sanpin motor limited to other country 21
2 Latest port transaction of Sanpin motor limited 22
3 Trading Transactions of Sanpin motor limited 23 - 24
4 Import history of Sanpin motor limited in Bahamas 25
5 Shipping Routes 3 25
6 Shipping Info 27
7 Export Shipments 32 - 34
8 import Shipments 35 37
9 Latest Import Export News 38
10 TATA export to all Latin America country 64 65
11 TATA import to all Latin America country 66 68
12 Sanpin export Bahamas 71
13 Sanpin Import Bahamas 72
14 Performance snapshot 77
15 Models with Price Range 81
16 Network Details 82
SUMMARY PART 1

The population is young, with 30 percent under the age of 15 and only 6 percent over
65. Life expectancy is 68.25 years for men and 73.94 years for women.

English is the official language, and religious worship is largely Christian. The Baptist
church has the biggest following (32 percent), with the Anglican, The literacy rate is
high, almost 100 percent. Most Bahamians reside in urban areas

Relatively speaking Bahamians take religion seriously. Most are devout Christians. It is
not uncommon for everyday speech to the peppered with verses from the Bible and
government programs or events and opened with short prayers. Sunday is a day for
church going and prayer. People dress up in their best clothes to attend religious
services.

English is the official language and is widely spoken. Creole is used among Haitian
immigrants.

The culture is often told in the colorful brush strokes of traditional art, in a unique
rhythmic music in long held traditions as told in popular folklore in an enduring oral
tradition. It is a culture that has evolved from a mixture of mostly African, combined
with some British colonial and American influences, to a unique and colorful style of
Bahamian self expression. English is the official language of The Bahamas.

The Bahamas telecommunications infrastructure is in its infancy. Blessed with a thriving


tourism industry and favored for its offshore financial services, keeping up with the
technology boom is slow in coming. Both these sectors are actively acquiring
information technology and spurring advancements in policy and infrastructure.
A major contribution to the recent growth in the overall Bahamian economy is Cerner
International's Atlantis Resort and Casino, which took over the former Paradise Island
Resort and has provided a much needed boost to the economy. In addition, the opening
of Breezes Super Club and Sandals Resort also aided this turnaround. The Bahamian
Government also has adopted a proactive approach to courting foreign investors and
has conducted major investment missions to the Far East, Europe, Latin America,
and Canada. The primary purpose of the trips was to restore the reputation of The
Bahamas in these markets.

The Bahamian Government responds to local concerns about foreign competition and
tends to protect Bahamian business and labor interests. As a result of domestic
resistance to foreign investment and high labor costs, growth can stagnate in sectors
which the government wishes to diversify.

The Bahamas has received assistance from the World Intellectual Property Rights
Organization (WIPO) in the field of copyright legislation. In the late 1990s, The Bahamas
was part of a WIPO fact-finding mission to study a regional approach to collectively
managing copyright in the Caribbean.

Population density, ethnicity, education level, health of the populace, economic status,
religious affiliations and other aspects of the population. Eighty-five percent of
the Bahamian population is of African heritage. About two-thirds of the population lives
on New Providence Island (the location ofNassau), and about half of the remaining one-
third lives on Grand Bahama (the location of Freeport).
STEEPLED analysis is a means of conducting a scan of an organizations external
environmental, with particular reference to the future and any changes that may come
about. The purpose of STEEPLED is to identify factors that may impact on the services,
customers (or Patients), products, markets, staff, profitability, etc. of the organization.
The beliefs, opinions, and general attitude of all the stakeholders in a company will
affect how well a company performs. This includes every stakeholders from the CEO and
president, down to the line-workers who screw the door panel into place from the
investor to the customer, the culture and attitude of all these people will ultimately
determine the future of a company and whether they eill be profitable or not. Tata
Motors views the economy from a global perspective with operations across the entire
globe. However they also maintain a local market understanding and knowledge when it
comes to product positioning and placement throughout the different markets Tata
conducts business. In 2004 Tata Motors acquired Daewoo Commercial Vehicle
Company, which was at the time Koreas second largest truck maker. Rather than using
de-culturation or assimilating Daewoo, Tata took an integrated approach, and continued
building and marketing Daewoos current models as well as introducing a few new
models globally just it had been done under Korean management. the new acquisition
of Jaguar and Land Rover, Tata will have to be careful with how they handle the
acquisition. While Land Rover is thriving while under the helm of Ford, Jaguar war more
of the trouble child. Jaguar cost Ford some $10 billion during its 18-year stewardship
and its sales were in headlong decline, especially in America, its most important market.
Industry analysis also struggled to see what value Tata could add that had eluded Ford,
and what synergies there could be between a maker of trucks and basic cars and two
luxury marquees. Separation could be a good approach for the immediate future to
keep the name of Jaguar and Land Rover distinguishable and associated with the luxury
automobile market. Overall, Tata does a good job of integrating some aspects of their
large multi-national conglomerate into new acquisition, however the company must
also understand that from separation from the name Tata can be valuable in some social
areas.
Employing 1,400 scientist and engineers, Tata Motors R&D team is ahead of the pack in
Indias market and right with rest of the field internationally. Among Tatas firsts are
the first indigenously developed Light Commercial Vehicle, Indians first Sport Utility
Vehicle and in 1998, the Tata Indica, Indias first fully indigenous passengers car, as well
as the increasingly famous Tata Nano, which is projected to be the worlds cheapest
production car. In the automotive industry, it is becoming increasingly crucial for
manufacturers to stay on top of the technology curve with new problems always rising
such as escalating gas prices and pollution problems. Tata recognizes this and dedicates
lots of resources and time into research and development to be even with or preferably
ahead of other competitors, global trends, and changing economics. In all, an
automobile manufacturing must change, adapt and evolve to stay competitive in the
automotive game, and this is exactly what Tata is doing with their rapid growth, and
extensive research and development.

Tata Motors also has to pay close attention to shifts in currency rate throughout the
world. Currency fluctuations can equate to higher or lower demands for Tata vehicles
which in turn affect profitability. It can also mean a rise in cost or a drop in returns. But
they also have to pay attention to not just the domestic currency, the rupee, but also to
the dollar, euro and pound, to just name a few Attention to currency is important
because it influences where capital investment while developed prosper. Tata Motors
must have a full comprehension of the governing bodies and laws regulating commerce
in the home country, the United Kingdom, but also in countries Jaguar and Land Rover
operate in. in accordance, Tatas headquarters in Mumbai, India, strictly controls and
regulates operations in all dealerships and subsidiaries, in addition to knowing and
abiding by all labor laws in the multiple countries where they have manufacturing plants
it has to watch political changes. This will be especially vital in the futures as Tata
Motors continues to expand and grow into new markets. While currently about 18% of
its revenues are through organic and inorganic growth routes (Tata.com). The
foundation of the companys growth internationally is a deep understand of economic
stimulation, customer needs, and individual government regulations and laws. Although
it is the headquarters ultimate responsibility to make sure each individual office and
branch is operating and abiding by the local laws, it will become increasingly more
important for that duty to be taken care of at the regional or even local level.

On March 26th 2008, Tata Motors reached an agreement with Ford to purchase Jaguar
and Land Rover. In order to be capable of this acquisition, Tata Motors must have a full
comprehension of the governing bodies and laws regulating commerce in the home
country.

In terms of gross domestic product per capita, the Bahamas is one of the richest
countries in the Americas. It received independence from Great Britain in 1973. Most of
the population is descended from African slaves many of whom were brought to The
Bahamas by British loyalists who left the United States after the Revolutionary War.
besides on the Island of New Providence, where Nassau is located, and in Freeport on
the island of Grand Bahamas. Smaller settlements are scattered over several of the
other islands of The Bahamas, known as Family Islands.

In recent years the automobile industries in Bahamas is growing by leaps and bounds. In
Bahamas it is the fastest growing automobile industries in globally.

The Bahamas automobile industries is manufacturing over 11 million vehicles and


exporting about 1.5 million every year.

The active official level dialogue in trade issues facilitates multiple forms of co-operation
between Bahamas and India. The India-Bahamas Joint Commission deals with questions
concerning bilateral trade relations; their development and potential, as well as trade
barriers, and examines scope for new modes of co-operation.

The most topical areas of co-operation currently are found within environment and
science & technology.

The Bahamas is a member of the Caribbean Basin Initiative (CBI), Canadas CARIBCAN
Program, and the European Unions Economic Partnership Agreement. The Bahamas
officially welcomes foreign investment in tourism, banking, agricultural and industrial
areas that generate local employment, especially white-collar or skilled jobs.

While the industry is highly intensive in nature in case of four wheelers, capital intensity
is a lot less for two-wheelers.

Though three wheelers and tractor have low barriers to entry in terms of technology,
four wheelers is technology intensive.

The automobile industry one of the core sectors has undergone metamorphosis with
the advent of new business and manufacturing practices in the light of liberalization and
globalization.

Examples of Indian automobile industry in India- ford motors, Audi, maruti- suzuki,
Mahindra and Mahindra, fiat etc.

Indians automobile market has grown steadily over the last seven to eight years, with
the exceptions of the global downturn were felt, primarily in sales of commercial
vehicles. However, even during the downturn, the two-wheelers and three-wheelers
segments, which were until then experiencing low growth or losing volumes, bucked the
trend.

India is the emerging automobile sector in the rural area and urban area also in last few
years. India gets the opportunity in the development sector of the two-wheelers, three-
wheelers and other vehicles. In the year 2007-08 India capita low in starting points but
the Bahamas and india can tremendous growth to each other and make the comparable
development in the last few years.

Now a days the Indian consumers or buyers has growing the knowledge of the market
for buying the vehicles and automobile sector also know about the consumer needs, so
both sides need can growing the sales of automobile industry increase in India.
The Bahamas imports nearly all its food and manufactured goods. The Bahamas is a
major market for American exports to the Caribbean, albeit one that has declined slowly
in recent years. With few domestic resources and little industry,

India export to Bahamas more thats good for the India. India is less import from
Bahamas. India export to Bahamas more thats way the foreign currency of Bahamas
come to the India and its good for the India and also increases the economic growth of
the country.

India and the Bahamas are members of NAM, G-77, WIPO, WTO (Observer), the United
Nations, and its various subsidiary bodies.

Convergence of views on various important contemporary issues, shared concerns,


aspirations, and excellent cooperation at various multilateral form has largely shaped
and dominated India-Bahamas bilateral relations.

Bilateral trade between India and Bahamas has been fluctuating depending upon import
and export of a particular item in a particular year. IT products/services,
pharmaceuticals, manufactured goods and auto parts are the major areas of Indias
export interests.

Summary part 2

Sanpin Motors Limited is a solely owned Bahamian company commercial business


founded on March 19th, 1979 with a total staff of 16 persons.
Sanpin is the distributor for both Nissan and Kia vehicles with a full line of spare parts,
service, body repairs as well as vehicle rust proofing department.

In addition, Sanpin Motors Limited boasts one of the foremost pre-owned import
vehicle outlets in the Bahamas. These vehicles are thoroughly inspected for quality and
performance and marketed at unbeatable prices. Michael Kemp, the Sales Manager has
over 24 years of experience in both the new and used car business.

Prior to 1979 Motor Center Ltd marketed Datsun vehicles. In 1979 Sanpin Motors Ltd.
purchased the assets from Motor Center Ltd. Shortly after that, negotiations between
Sanpin Motors Ltd. and Nissan Motor Company Ltd. resulted in our being the sole
distributor of Datsun vehicles for the Commonwealth of the Bahamas. This marriage has
resulted in a very successful business partnership to-date. Sanpin Motors Ltd has been a
very profitable Company for the past 33 years, which is due mainly to very hard work
and our excellent marketing of the Nissan product. Sanpin Motors motto is Customers
for Life and is proud to consistently offer the very best of customer care and
satisfaction. We are very proud of our achievements during the past 33 years, having
grown from 16 to 68 employees.
With 50 years presence in the automotive business,Tata Motors understands customer
needs and develops products that meet their needs.To consider a few examples, as
early as 1980s, the company launched Light Commercial Vehicles, amidst Japanese
competition, in which it today strongly leads. In the 1990s, anticipating the need for an
affordable family car, it launched the now famous Tata Indica, which occupies a leading
position among compact cars.This keen sense of the customer pulse led the company to
launch in 2005, the Tata Ace, Indias first sub one tone mini-truck, as a last-mile
distribution vehicle once again creating a new market.

The Bahamas provides good basic infrastructure for businesses. However, utility rates
are considered high compared to the U.S. The electric company BEC and the phone
company, BTC, are government owned. Since 1992, the Government has improved
some major roads both in Nassau and on the Family Islands, implemented changes to
alleviate severe traffic congestion in Nassau, provided electricity and improved airports
on most Family Islands, and has constructed a second bridge between Nassau and
Paradise Island. There is regular air and sea transportation between the major
developed islands and the United States. Telecommunication service is generally
adequate but delays in service installation and maintenance are common. There are
several Internet service providers in Nassau. Mail service is slow both among the islands
and with other

Much of The Bahamas Government's revenue comes from customs duties, as much as
70% being derived from duties on imports. As such, rules and regulations governing
imports are necessarily complex. It is, therefore, advisable that enterprises seeking to
trade with The Bahamas retain the services of a customs broker prior to importing
goods into the country.

Notwithstanding the complexity of the regulations and rules regarding imports,


generally The Bahamas has a liberal trade policy. There are no specific laws governing
foreign trade.

The Bahamas participated in a number of preferential trade arrangements that provide


concessionary access of goods produced in The Bahamas to major world markets. The
Caribbean Basin Initiative, established under former US President Ronald Reagan,
allows over 3,000 types of products duty-free entry into the USA, provided that at least
35% of the products' value had been added in The Bahamas at the time of entry into the
USA. Similar treatment for Bahamian exports is granted through the CARIBCAN, a
Canadian programme. Bahamian exports can also find such favorable treatment in
European markets through the LOME Convention. The Customs Department, embassies
or consular offices may provide certificates of origin as required in respect of these
arrangements.
Under the Export Manufacturing Industries Encouragement Act, an approved
manufacturer who intends to export or annually exports at least 95% of the total
approved products produced by the manufacturer is afforded duty-free import of raw
materials, equipment and building supplies used in the manufacture of the product or
facilities for the same and duty-free export of those products.

There are no prohibitions of imports with regard to country of origin, nor in normal
circumstances is trade with any particular country prohibited. All designations of
imports are made by Bahamian regulation, without reference to the 1988 Harmonized
Commodity Description and Coding System for classifying imports and for customs
duties purposes, which has not been adopted by The Bahamas.

The Government of The Bahamas has indicated its commitment to building an economic
environment in which free enterprise can flourish with government functioning as
regulator and facilitator of economic development. Its stated economic policy expresses
The Government's commitment to ideals of transparency, fair play and equality of
treatment and a stable society in which all are afforded the opportunity to realize their
maximum potential. It further seeks to guarantee an acceptable level of economic
security and generally foster the economic growth and the development of The
Bahamas by seeking to encourage an investment-friendly climate and a complementary
mix of Bahamian and overseas investments.

Law: Copyright law in The Bahamas is governed by the Copyright Act 1998. The works
protected by copyright include literature, drama, music, art, architecture, sound
recordings, pictorial graphics, sculptures, and other qualifying intellectual work.

Protection of copyright lasts for the life of the author plus 70 years. Where the country
of origin of the work is not in The Bahamas and the author of the work is not a citizen of
The Bahamas, copyright is protected for the period that it is protected for in the country
of origin, provided that it does not exceed the life of the author plus 70 years.
E-BUSINESS :The Government of The Bahamas has demonstrated its commitment to
developing The Bahamas as a centre for e-business activities. Three pieces of e-business
legislation have been passed, namely:

The Electronic Communications Act which commenced on the 15th June 2003, provides
for the legal recognition of electronic transactions, electronic contracts, and electronic
signatures, on the same footing as their paper based equivalents and the supervision of
intermediaries and e-business service providers.

Adopting a global approach to offset the risk of depending only on its home market,
Tata Motors is developing products that would suit global markets as well, as it also
explores opportunity to enter the South American continent.
"We started the look into international markets a year ago. However, what happened
this year in India is just the endorsement of the fact that you cannot be certain with all
your eggs in one market because India has collapsed," Tata Motors Managing Director
KarlSlym said.
The company entered Indonesia last week. It has also entered Saudi Arabia, apart from
expanding business in Malaysia and plans for launches in Australia.

Last year, Tata Motors sold a total of 6 lakh units, of which 50,000 were in export
markets. Biswadev Sengupta, Chief Executive Officer of Tata Motors said that the country
would be the export hub for its cars to the rest of Southeast Asia.

The official said the Indian auto giant was pretty clear that it would make Indonesia an
export hub for their vehicles to other neighboring nations, as Indonesia was about to
overtake its neighbor, Thailand as Southeast Asia's largest car market.

The expected increase in the car sales volume should also help the content of locally
made auto components to 40 percent as it is the key prerequisite that allows the car
maker to sell the vehicles to other members of the Association of Southeast Asian
Nations at zero duty, noted the report.
Tata Motors is India's largest automobile manufacturer, which is foraying Indonesia as it
is likely to become Southeast Asia's biggest car market by 2014, quoting IHS Automotive
study, concurred the report. By 2020, majority of the region's half a billion plus
population would be middle class, necessitating the demand further.

Over past six decades Tata Motors has grown to become an Institution of Trust - Trusted
by customers for superior value, Trusted by business associates for ethical business
practices, Trusted by employees for employee care and welfare, Trusted by society for
corporate citizenship and for upholding brand India in the International markets. This
Trust places great responsibility on the Company to march ahead with integrity, passion
and quality. Tata Motors relies on its inherited values to act responsibly with concern for
the environment and community for generations to come. This Business Responsibility
Report serves as a compendium of the Companys initiatives across the sustainability
domain.

The company markets Jaguar products in 101 countries and Land Rover products in 177
countries, through a global network of 17 national sales companies (NSCs), 82
importers, 63 export partners and 2,351 franchise sales dealers, of which 585 are joint
Jaguar and Land Rover dealers. The company has established robust business processes
and systems to ensure that its production plans meet anticipated retail sales demand
and to enable the active management of its inventory of finished vehicles and dealer
inventory throughout its network.
The company has entered into arrangements with independent partners to provide
financing to its customers, including FGA Capital, a joint venture between Fiat Auto and
Credit Agricole, for the United Kingdom and European markets, Chase Auto Finance for
the US market, and local providers in a number of other key markets. The company's
financing partners offer its customers a full range of consumer financing options.
The company operates three major production facilities and two advanced design and
engineering facilities all in the United Kingdom. At 31 March 2012, the company
employed 22,650 employees globally (including agency staff of 6,337). The company
operates a global sales and distribution network designed to achieve worldwide sales
and facilitate growth in key markets. The company's four principal regional markets are
Europe (excluding the UK and Russia), North America, the United Kingdom and China.
These respectively accounted for 23%, 19%, 20% and 17% of the company's wholesale
volumes in FY12 and 22%, 22%, 24% and 11% in FY11.
Distribution strategy of a firm is a plan created by the management of a manufacturing
business that specifies how the firm wishes to transfer its products to intermediaries,
retailers and end consumers. TATA MOTORS has two manufacturing facilities in India.
Both manufacturing facilities have a combined production capacity of 14,50,000 vehicles
annually. It has the largest distribution & Service network comprising of over 400 sales
showrooms, over 600 dealer workshops, and 1900 Authorized Service Stations spanning
across over 1190 cities unparalleled in the country. It has 30 Express Service Stations on
30 National Highways across 1,314 cities in India. To increase their reach to rural India,
where setting up a complete dealership was very difficult, they opened extension
counters which are operated by some dealer in the city thereby ensuring increased
customer touch points without risking the viability of the dealers.

The promotion includes all communications a marketer used in the market for his
products and services to create awareness, to persuade the customers, to buy and
retain in future also. The promotional strategy of TATA MOTORS is very effective. The
company has launched road safety mission under which 5,00,000 people will be trained
in the next three years. This will be done through two channels - Institute of Driving
Training and Research (IDTR) and the TATA MOTORS Driving Schools spread across The
country. Of the 5, 00,000 people to be trained, at least 1,00,000 will be people from
underprivileged section of society, who are keen to take driving as a profession.
The Organisation for Economic Cooperation and Development (OECD) has lowered its
earlier projection of Gross Domestic Product (GDP) growth on India from 5.9% to 5.3%
in 2013

> But OECD has pegged India's growth at a higher 6.4% in 2014, a figure projected by
the Prime Minister's Economic Advisory Council (PMEAC) for 2012-13

> Large Infrastructural projects need to be approved fast

> India's structural bottlenecks and slow policy implementation could constrain
investment and growth potential

The professionals at Nassau Motor Company put you behind the wheel of a new
Chevrolet or Honda automobile. A variety of pre-owned vehicles are also available.

To keep automobile in tip top condition, Nassau motor companys factory-trained and
ASE certified technicians provide fast and efficient vehicle servicing and repairs, using
high quality materials such as ACDelco, GM and Honda Parts.

Nassau Motor Company takes care of transportation requirements in the Bahamas.


Nassau Motor Company is a member of the Bahamas chamber of commerce and the
Bahamas Motor Dealers Association.

Take your Nassau hire car and explore the history of the city, admiring the Victorian
architecture of the historic buildings. Call in at the Pirates of Nassau museum and stop
by the Ardasta Gardens and Zoo to watch the wildlife at play! After dark the city takes
on a whole new life, with live shows, casinos, night clubs and theatre shows. Hire a car
in Nassau and enjoy a fantastic holiday experience.
With so many great islands to choose from why not collect a hire car in Freeport and
discover the beauty of Grand Bahamas Island? Before you head off on your island
adventure read our useful Bahamas driving information guide.

Several factors should be considered in selecting the vehicle to bring to post. A


few roads are narrow with sharp curves, potholes, and rough surfaces. Salt spray
and high humidity cause body rust and corrosion of battery terminals and other
electrical connections. Protect automobiles against rust with a coat of wax before
shipment. It is not necessary to remove catalytic converters. Unleaded gasoline is
available in Nassau; leaded gas is available in regular 95 octane and premium 97
octane. Gasoline costs approximately $2.90 per U.S. gallon. Diesel fuel is also
available at some Shell, Texaco, and Esso service stations for $3.00 per gallon.

Employees who are announced to the Ministry of Foreign Affairs as members of the
Administrative and Technical Staff (employees assigned to the pre-clearance unit,
support staff, etc.) are permitted to bring in one vehicle duty-free their first six months
at post. The Embassy strongly advises these employees to bring in new vehicles or
vehicles in very good shape if they plan on staying in the Bahamas for several years.
Employees on the diplomatic list are permitted to clear two vehicles duty-free with no
limitation on when they can be brought into the country

Traffic moves on the left side of the road in the Bahamas. Road conditions vary
from four-lane highways to narrow streets with sharp curves but are generally in
good condition. Some back road surfaces are very poor with potholes and badly
eroded shoulders that could damage a vehicle. Surface drainage is poor and large
areas of standing water can be found on the roads after a heavy rainstorm.
Posted highway speeds vary from 25 to 45 miles per hour. Cars, taxis, and buses
often stop unexpectedly in the middle of the road to pick up or discharge
passengers. The recent influx of vehicles has aggravated an already critical traffic
problem causing extensive delays during the morning and evening rush hours.
The normal 10-minute drive from the Embassy to Cable Beach can run three or
four times that at peak periods.

The Bahamas welcomes foreign direct investment. It is a small developing country with
an open economy, the two primary pillars of which are tourism and financial services.
The economy has been undergirded by sound economic, monetary and fiscal policies,
as well as uninterrupted parliamentary democracy since 1729. These have bolstered
investor confidence and as the record reflects, facilitated great returns on those
investment
INTRODUCTION OF THE SELECTED COMPANY / FIRM AND ITS EXPORT
IMPORT TRADE OR INVESTMENT IN BAHAMAS COUNTRY

SANPIN MOTOR LIMITED IN BAHAMAS

Introduction of sanpin motor limited

Sanpin Motors Ltd.

Address : Thompson Boulevard

City : Nassau

Country : Bahamas

Phone : +242-325-0881

Fax : +242-325-0883

Website : preownedbahamas.com

Company Information

Company Profile : Sanpin Motors Limited Is A Solely Owned Bahamian Company


Commercial Business Founded On March 19th, 1979 With A
Total Staff Of 16 Persons.
In Addition, Sanpin Motors Limited Boasts One Of The Foremost
Pre-owned Import Vehicle Outlets In The Bahamas. These Vehicles
Are Thoroughly Inspected For Quality And Performance And
Marketed At Unbeatable Prices. Michael Kemp, The Sales
Manager Has Over 24 Years Of Experience In Both The New And
Used Car Business.
Business Detail

Business Type : Dealers, Importers

Products : New And Used Car

Sanpin Motors Limited is a solely owned Bahamian company commercial business


founded on March 19th, 1979 with a total staff of 16 persons.

Sanpin is the distributor for both Nissan and Kia vehicles with a full line of spare parts,
service, body repairs as well as vehicle rust proofing department.

In addition, Sanpin Motors Limited boasts one of the foremost pre-owned import
vehicle outlets in the Bahamas. These vehicles are thoroughly inspected for quality and
performance and marketed at unbeatable prices. Michael Kemp, the Sales Manager has
over 24 years of experience in both the new and used car business.

Over the years our staff has grown to almost 70 members with qualified factory trained
technicians.

Sanpin Motors Limited is located on almost 15 acres on Thompso Boulevard, Nassau,


Bahamas. The address of the pre-owned outlet is: Sanpin Motors Limited Pre-owned
(Used) Outlet Telephone 242-325-0881/2 Fax 242-325-0883 Additional services such as
financing, licensing, as well as Insurance Coverage are all available on the spot for your
convenience. Shipping can also be arranged to the Family Islands Business hours are as
follows:
8:00am 5:30pm Monday to Friday
8:00am 12:00pm Saturday

OUR MOTO: Everyone receives the highest level of customer care and satisfaction.
You always win at Sanpin!

sanpin Motors Ltd. is a registered Bahamian Company, engaged in legitimate business in


accordance with the laws of the Commonwealth of the Bahamas.

Sanpin Motors Ltd. is a fully Bahamian owned Company whose shareholders are all
citizens of the Commonwealth of the Bahamas.

SANPIN PURPOSE OR GOAL

To market high quality Nissan brand automobile vehicles in the Bahamian market

Provide the very best in after sales service with customer care and satisfaction being of
the utmost importance

As a Nissan Distributor we build and maintain an excellent reputation and provide total
confidence in the Nissan brand product

Sanpin Motors Ltd commenced business on the 19th of March 1979 as a Distributor for
the Datsun brand vehicles. Some years later Nissan introduced brand unification
marketing all Nissan products under the Nissan brand image.

Prior to 1979 Motor Center Ltd marketed Datsun vehicles. In 1979 Sanpin Motors Ltd.
purchased the assets from Motor Center Ltd. Shortly after that, negotiations between
Sanpin Motors Ltd. and Nissan Motor Company Ltd. resulted in our being the sole
distributor of Datsun vehicles for the Commonwealth of the Bahamas. This marriage has
resulted in a very successful business partnership to-date. Sanpin Motors Ltd has been a
very profitable Company for the past 33 years, which is due mainly to very hard work
and our excellent marketing of the Nissan product. Sanpin Motors motto is Customers
for Life and is proud to consistently offer the very best of customer care and
satisfaction. We are very proud of our achievements during the past 33 years, having
grown from 16 to 68 employees.

We boast a fully equipped and tooled Service Department with factory-trained


technicians. In addition we have a first class Body Repair and Paint Department as well
as a Spare Parts and Accessories Department with an extensive inventory to assist all
Nissan customers in receiving quality service and ensure that their vehicles are kept on
the road. Sanpin Motors has an up-to-date showroom where Nissan vehicles are
displayed for the convenience of all customers. Knowledgeable and friendly new vehicle
salespersons are always available for the customer. We continue to strive to be second
to none in the automobile industry in the Bahamas.
Table 1 : Latest transaction of Sanpin motor limited to other country

Company
Country Latest Transaction

Nissan Mexicana Sa De Cv
2013/12/05Nissan Motor Vehicles
Model Year 2014 Bdtalban17ejcp Nissan
Nissan Trading Co.,ltd. Mexico
Versa 1,598 Cc Gas Export Reference
El02...
2013/10/28New Service Auto Parts Hs
South Code 8708.80 8484.10 4010.32 8511.30
Nissan Mexicana S.a
Korea 8708.30 8708.91 9032.90 8409.91
3926....
2010/09/25Motor Vehicle For Snow
Norton Lilly Ltd. Mexico Travel Vehiculos_nissan Bdtaldac11eja A
D Nissan Tiida 1 6lts Gas Export Refe...
2010/06/16Motor Pass Vehicle:oth Nspf
Expeditors Guatemala S.a BarbadoS
Vehicles
2010/10/24Carton Wearing Apparel Nos
Women S 100% Cotton Knit Tank Top
-
Infant And Toddler Boy S 100% Cotton
K...
Table 2 : Latest port transaction of sanpin motor limited

Port Times Latest Transaction


2011/08/17Stamping:body Of 8701-8705 Air
Houston, Tx 19 Bag Modules - Air Bag Modules H.code 8708
Stamping:body Of 8701-8705 ...
2011/11/13Brakes,parts Of:tractor;ag Use
Miami, Fl 19 Bumper Stamp:vehicle 8701-8705
Stamping:body Of 8701-8705 Eng Pts, Of...
2011/07/10Motor Vehicle For Snow Travel
San Juan, Pr 11 Nissan Motor Vehicles Fdtulvak13ej5r Nissan
March 16l Gas Export Refer...
2013/06/09Nissan Motor Vehicles / Mo
Houston, Tx 8 Bdtalban17ejcp- Nissan Versa 1,598 Cc Gas
Cvlglcf851uynhznsr Nissan Front...
2012/09/20Nissan Motor Vehicles
Houston, Tx 7 Cvlglcfd22uynhznsr Nissan Frontier 2488 Cc Ds L
Export Reference El016823 Niss...
Table 3 : Trading Transactions of sanpin motor limited

Trade Date Partner Latest Transaction


Nissan Motor Vehicle(s) Hs Code:
2013/02/26 Nissan Mexicana S.a. De C.v.
870210
Nissan Motor Vehicles Mo
2013/01/16 Nissan Mexicana Sa De Cv Cbgglcfd22eynh2nsr Nissan Frontier
2 389 Cc G...
Nissan Motor Vehicles Mo
2013/01/16 Nissan Mexicana Sa De Cv Bdtalban17eja A N Nissan Versa 1
598cc Gas Ex...
Nissan Motor Vehicles Mo
2013/01/16 Nissan Mexicana Sa De Cv Fdtulvak13ej5 Av Nissan March 1
598 Cc Gas Bd...
Nissan Motor Vehicles Mo
2013/01/16 Nissan Mexicana Sa De Cv Cvlglcfd22uynhznsr Nissan Frontier
2 488 Cc D...
Nissan Mexicana S.a. De C.v. Auto Spare Partslamp Assy-lh,glass-
2012/11/19
Rfc windshield ,cabl - Auto Spare Parts...
Nissan Motor Vehicles
2012/10/19 Nissan Mexicana Sa De Cv Bdtalgan17ejan Nissan Versa 1 598
Cc Gas Export ...
Nissan Motor Vehicles
2012/10/19 Nissan Mexicana Sa De Cv Fdtulvak13ej5av Nissan March 1
598 Cc Gas Bdtalb...
Nissan Motor Vehicles
2012/09/27 Nissan Mexicana Sa De Cv Fdtulvak13ej5av Nissan March 1598
Cc Gas Bdtalga...
2012/09/27 Nissan Mexicana Sa De Cv Nissan Motor Vehicles
Bdtalban17ejaan Nissan Versa
1598cc Gas Export R...
Nissan Motor Vehicles
2012/09/27 Nissan Mexicana Sa De Cv Bdtalgan17ejan Nissan Versa 1598
Cc Gas Export R...
Nissan Motor Vehicles
2012/09/27 Nissan Mexicana Sa De Cv Bdtalgan17ejan Nissan Versa 1598
Cc Gas Export R...
Nissan Motor Vehicles
2012/09/20 Nissan Mexicana Sa De Cv Cvlglcfd22uynhznsr Nissan Frontier
2488 Cc Ds L ...
Nissan Motor Vehicles
2012/09/20 Nissan Mexicana Sa De Cv Fdtulvak13ej5av Nissan March 1598
Cc Gas Bdtalga...
Nissan Motor Vehicles
2012/09/20 Nissan Mexicana Sa De Cv Cvlglcfd22uynhznsr Nissan Frontier
2488 Cc Ds L ...
Table 4 Import history of Sanpin motor limited in Bahamas
Exporter Description BOL Details Arrival
Nissan New Service Auto Parts Hs BOL: 2014-
Trading Code:8421.23,8409.91,8708.80,8414.30, MOLU12011194 03-02
Co.,Ltd 8708.93,9032.90,8512.20,8708.30,8708.29, 643
8708.10,8708.91,8708.94,8511.40,8539.10 Quantity: 4
(pieces)
Nissan Lamp Assy-Lh,Glass-Windshield,Cable Aasy- BOL: 2014-
Mexicana, Hoodlamp Aasy-Hood Lock - Auto Spare Parts MSCUAU48987 02-26
S.A. De C.V Assy-Lh, Glass-Windshield, Cable Lock, Link 6
Compl-Transvers, Member-Front Side,Rh Quantity: 10
H.Code 87082999 Facturas Nos.: Ex029215 & (pieces)
Ex030152
Nissan Lamp Assy-Lh,Glass-Windshield,Cable Aasy- BOL: 2014-
Mexicana, Hoodlamp Aasy-Hood Lock - Auto Spare Parts MSCUAU48987 02-26
S.A. De C.V Assy-Lh, Glass-Windshield, Cable Lock, Link 6
Compl-Transvers, Member-Front Side,Rh Quantity: 10
H.Code 87082999 Facturas Nos.: Ex029215 & (pieces)
Ex030152

Table 5 : Shipping Routes 3

Origin Port Shipments Destination Port

Tokyo 12 Miami, Florida

Veracruz 4 Houston, Texas

Freeport, Grand Bahama 1 Port Everglades, Florida


Island
This is a trade record of importer SANPIN MOTORS LTD and exporter KATO
SUPPLY CO. , including the detailed information of shipping, product
description, quantity, etc.

Sanpin is the distributor for both Nissan and Kia vehicles with a full line of spare parts,
service, body repairs as well as vehicle rust proofing department. In addition, Sanpin
Motors Limited boasts one of the foremost pre-owned import vehicle outlets in the
Bahamas. These vehicles are thoroughly inspected for quality and performance and
marketed at unbeatable prices

Products
Financing
Pre-owned Vehicles
Spare Parts
Body Repairs
Vehicle Rust Proofing
Licensing

IMPORTER:
EXPORTER:

SANPIN MOTORS LTD


KATO SUPPLY CO.
P O BOX GT2947 THOMPSON BLVD
4-70 SHOTOKU-CHO
NASSAU BAHAMAS
MINATO-KU, NAGOYA-SHI 23 455-0075J
Table 6 : Shipping Info:

Carrier: MEDITERRANEAN SHIPPING COMPANY


Carrier in Short: MSCU
Vessel: MSC POH LIN
Voyage: G748A
Bill of lading No: MSCUJP033424
Ship Route: NAGOYA, JAPAN (JP) (ASIA)
HS Code: 870810,
Estimated Price: 58355.22

Country of Origin: JAPAN


Customs Clearance: East Coast
Port of Destination: 5203 PT EVERGLADES
Port of Departure: 57099 NINGPO
Transport Mode: 10
Date of Arrival: 2008-01-03
TATA MOTORS LIMITED INDIA

INTRODUCTION OF TATA MOTORS LIMITED

Tata entered the commercial vehicle sector in 1945 after forming a joint venture with
Daimler-Benz of Germany. After years of dominating the commercial vehicle market in
India, Tata Motors entered the passenger vehicle market in 1991 by launching the Tata
Sierra, a multi utility vehicle. Tata subsequently launched the Tata Estate (1992; a
station wagon design based on the earlier 'TataMobile' (1989), a light commercial
vehicle), the Tata Sumo (1994; LCV) and the Tata Safari (1998; India's first sports utility
vehicle).

Tata launched the Indica in 1998, the first fully indigenous Indian passenger car.
Although initially criticised by auto-analysts, its excellent fuel economy, powerful engine
and an aggressive marketing strategy made it one of the best selling cars in the history
of the Indian automobile industry. A newer version of the car, named Indica V2, was a
major improvement over the previous version and quickly became a mass-favourite.
Tata Motors also successfully exported large quantities of the car to South Africa. The
success of Indica played a key role in the growth of Tata Motors.

In 2004 Tata Motors acquired Daewoo's South Korea-based truck manufacturing unit,
Daewoo Commercial Vehicles Company, later renamed Tata Daewoo.

On 27 September 2004, Tata Motors rang the opening bell at the New York Stock
Exchange (NYSE) to mark the listing of Tata Motors.

In 2005, Tata Motors acquired a 21% controlling stake in the Spanish bus and coach
manufacturer Hispano Carrocera. Tata Motors continued its market area expansion
through the introduction of new products such as buses (Starbus & Globus, jointly
developed with subsidiary Hispano Carrocera) and trucks (Novus, jointly developed with
subsidiary Tata Daewoo).
In 2006, Tata formed a joint venture with the Brazil-based Marcopolo, Tata Marcopolo
Bus, to manufacture fully built buses and coaches.[11]

In 2008, Tata Motors acquired the British car maker Jaguar Land Rover, manufacturer of
the Jaguar, Land Rover and Daimler luxury car brands, from Ford Motor Company.

In May 2009 Tata unveiled the Tata World Truck range jointly developed with Tata
Daewoo;[16] the range went in sale in South Korea, South Africa, the SAARC countries
and the Middle-East at the end of 2009.

Tata acquired full ownership of Hispano Carrocera in 2009.

In 2010, Tata Motors acquired an 80% stake in the Italian design and engineering
company Trilix for 1.85 million. The acquisition formed part of the company's plan to
enhance its styling and design capabilities.

In 2012, Tata Motors announced it would invest around 6 billion in the development of
Futuristic Infantry Combat Vehicles in collaboration with DRDO.

In 2013, Tata Motors announced it will sell in India, the first vehicle in the world to run
on compressed air (engines designed by the French company MDI) and dubbed "Mini
CAT".

On 26 January 2014, the Managing Director Karl Slym was found dead. He fell from the
22nd floor to the 4th floor of the Shangri-La Hotel in Bangkok where he was to attend a
meeting of Tata Motors Thailand.
COMPANY BACKGROUND

Set up in 1945,Tata Motors is India's largestautomobile company.With close to 4 million


Tata vehicles plying in India, since the first roll outin 1954, it is the leader in commercial
vehicles and the second largest in passenger vehicles. It is alsothe world's fifth largest
medium and heavy truck manufacturer and the second largest heavy bus manufacturer.
In India, the company has manufacturing facilities in Pune (Maharashtra western
India), Jamshedpur (Jharkhand eastern India) and Lucknow (Uttar Pradesh northern
India), and a nation-wide dealership, sales, services and spare parts network comprising
over 2,000 touchpoints.The company employs over 22,000people.Tata cars, buses and
trucks are beingmarketed in several countries in Europe, Africa, the Middle East, South
Asia, and South East Asia and in Australia.Tata Motors has research centres in India, the
UK, and in its subsidiary and associate companies in South Korea and Spain. In the
financial year 2005-06, it earned net revenue of USD 4.65 billion, compared to USD 3.98
billion in 2004-05, a growth of 16.8 per cent. For 2005-06, the companys exports rose to
USD 496 million, as compared to USD 332 million in 2004-05, representing an increase
of 49 per cent.
Factors of Success

Strong Presence in the Marketplace


Tata Motors is the only company in India with a broadbased presence across the
industry, in all segments of the commercial vehicles market heavy and medium
commercial vehicles, light commercial vehicles, pick-ups, sub one-tonne mini-trucks -
and key segments - compact, midsize car and utility vehicle segments - of the passenger
vehicles market.
Unique Understanding of Customer Need
With 50 years presence in the automotive business,Tata Motors understands customer
needs and develops products that meet their needs.To consider a few examples, as
early as 1980s, the company launched Light Commercial Vehicles, amidst Japanese
competition, in which it today strongly leads. In the 1990s, anticipating the need for an
affordable family car, it launched the now famous Tata Indica, which occupies a leading
position among compact cars.This keen sense of the customer pulse led the company to
launch in 2005, the Tata Ace, Indias first sub one tone mini-truck, as a last-mile
distribution vehicle once again creating a new market. Going forward,Tata Motors has
anticipated that non-car owning families, at the bottom of the pyramid, will look for an
extremely affordable vehicle, providing exceptional value and this small car will be
launched in 2008.

Skill Base Developed Over the Last 40 Years


Tata Motors is also very well-placed on technology capability.The company had set up
its Engineering Research Centre as early as 1966.With 1400 scientists and engineers and
state-of-the-art development, testing and validation facilities, it is this technology
capability which has, allowed Tata Motors, over the decades, to offer indigenously
developed products. This strength has been accentuated, with the inclusion of TMETC,
TDCV and Hispano Carrocera in the R&D network, besides several other specialist
external agencies. The company no longer needs to develop every necessity itself. Today
it just has to manage the process of product creation, drawing upon already
available R&D and skills from different sources.
People Strength
The companys key strength is its people.The over 22,000 employees comprise a very
broad talent base, with the required skills in every aspect of the industry.With
increasing international initiatives by the company, this talent base is now getting
enriched with the necessary competencies to respond to meet world-class standards of
quality and cost.

Future Plans
Tata Motors goal is to enhance its leadership in India, and establish meaningful presence in
select international markets.The company will achieve this by developing and marketing
relevant products, on its existing platforms and new ones, which delight consumers in every
market they are introduced in.

Table 7 : Export Shipments


Date HS Code Description India Port Foreign Quantity
Country
30-01- 99930001 Free Samples Of Bombay Air Bishkek 2
2003 N.c.v:-head Lamp Rh
Lhd Auto Lev Head
04-02- 84661009 Spare Parts For 4/6 Bombay Air Madrid 2
2003 Wheelar Tata Diesel
Vechile:- Brake Disc
27-02- 87099000 Spare Parts For Bombay Air London 2
2003 4/6wheeler Tata
Diesel Vehicle:brake
Disc (Ventilated)
13-03- 87099000 Packing Ring.shim.hex Bombay Air Zurich 45
2003 Bolt
20-03- 84099113 Automotive Bombay Air Bru 6820
2003 Parts:piston Ring
0003557930
25-03- 99930001 Free Of Charges No Bombay Air Dhaka 4
2003 N.c.v. Spare Parts
Front Brake Disc
01-04- 84818010 Tank Pressure Control Bombay Air United 1500
2003 Valve States
05-04- 87099000 Spare Parts For 4/6 Bombay Air Zurich 8
2003 Wheelers Tata Diesel
Vechile: Hand Br
10-04- 84834000 Timing Belt Pulley Bombay Air United 5
2003 Kingdom
16-04- 85068010 Dry Battery(For Calcutta Air Au 8
2003 Industrial
Use)(Primary
Batteries)
16-04- 87099000 Spare Parts For 4/6 Bombay Air Zurich 1
2003 Wheeler Tata Diesel
Vehicle: Door Glass
17-04- 90319000 Water Temp Sensor Bombay Air Germany 2
2003
24-04- 84145190 Fan Wheel (Parts Of Calcutta Air De 1
2003 Fan)
24-04- 87039000 Tata Safari Tc-4x4- Bombay Air Milan 1
2003 a/c(Dab)tata Safari T
C-4x4 Lhd.power
Steering,heater
Demister
26-04- 82081000 Mixing Blade Dia Calcutta Air De 1
2003 400(Cutting Blades For
Metal Working
Machine
28-04- 57050090 Floor Carpet Bombay Air United 1
2003 Kingdom
28-04- 87089900 Ext Door Handle Bombay Air United 1
2003 Kingdom
28-04- 87089900 Assy Oil Control JNPT Dhaka/icd- 5
2003 Ring(Ip) Kamalapur
28-04- 87089900 Aux. Water Tank JNPT Dhaka/icd 6
2003 Kamlapur
29-04- 85489000 Printed Circuit Board Bombay Air Germany 1
2003
29-04- 87099000 Spare Parts For 4/6 Bombay Air London 1
2003 Wheeler Tata Diesel
Vehicle.as Per Invoice
30-04- 73182100 Circlip Bombay Air Germany 500
2003
30-04- 84818090 Solenoid Vacume Bombay Air Germany 2016
2003 Valve
30-04- 85389000 Electronic Control Bombay Air France 20
2003 Module
30-04- 90319000 Manifold Air Pressure Bombay Air France 20
2003 Sensor
Table 8 :Import Shipments
Date HS Code Description India Port Foreign Quantity
Country
04-02- 84661009 Spare Parts For 4/6 Bombay Air Madrid 2
2003 Wheelar Tata Diesel
Vechile:- Brake Disc
27-02- 87099000 Spare Parts For Bombay Air London 2
2003 4/6wheeler Tata
Diesel Vehicle:brake
Disc (Ventilated)
20-03- 84099113 Automotive Bombay Air Bru 6820
2003 Parts:piston Ring
0003557930
20-03- 84099199 Automotive Part Bombay Air Bru 2000
2003 Piston Ring Set For
I.c. Engine
25-03- 99930001 Free Of Charges No Bombay Air Dhaka 4
2003 N.c.v. Spare Parts
Front Brake Disc
01-04- 84818010 Tank Pressure Control Bombay Air United 1500
2003 Valve States
01-04- 87089900 Jumper Cable With 7 Bombay Air United 300
2003 Pole Metal Socket States
And Rubber Boot
03-04- 82077010 Crank Shaft Mb Bombay Air Austria 1
2003 Milling Cutter Body
Rhd 03 035
03-04- 84099111 Automotive Part Bombay Air Germany 8820
2003 Piston Rings
0003597930
09-04- 39173990 Nylon Tube (Other Calcutta Air Gb 400
2003 Tubes, Pipes And
Hoses, Othjer Than
10-04- 84834000 Timing Belt Pulley Bombay Air United 5
2003 Kingdom
11-04- 73269099 Spring Band Clamp Bombay Air Germany 32340
2003
16-04- 85068010 Dry Battery(For Calcutta Air Au 8
2003 Industrial
Use)(Primary
Batteries)
16-04- 87099000 Spare Parts For 4/6 Bombay Air Zurich 1
2003 Wheeler Tata Diesel
Vehicle: Door Glass
17-04- 90319000 Sealed Linear Bombay Air Germany 1
2003 Encoder
21-04- 85439000 Junction Box (Parts Of Calcutta Air Gb 1
2003 Electrical Appliance
And Appratus Having
21-04- 90319000 Vibration Sensor Calcutta Air It 1
2003 (Parts & Accessories
Of Measuring &
Checking
24-04- 84138110 Hydraulic Pump High Bombay Air United 2
2003 Pressure States
24-04- 84145190 Fan Wheel (Parts Of Calcutta Air De 1
2003 Fan)
24-04- 90278090 Leak Detector Bombay Air United 1
2003 Kingdom
26-04- 82081000 Mixing Blade Dia Calcutta Air De 1
2003 400(Cutting Blades
For Metal Working
Machine
28-04- 57050090 Floor Carpet Bombay Air United 1
2003 Kingdom
28-04- 87089900 Ext Door Handle Bombay Air United 1
2003 Kingdom
28-04- 87089900 Cng Head Lamp Rh JNPT Dhaka/icd- 6
2003 Kamalapur
28-04- 87089900 Fuse Link C 10 A JNPT Dhaka/icd 25
2003 Kamlapur
Table 9: Latest Import Export News

Date Subject Compiled By

Exports up 3.98% to $312.35bn in 2013-


12-04-2014 Infodrive India Team
14

Customs inland container depot at


12-04-2014 Infodrive India Team
Kalinganagar soon

Govt must offer focus markets for


12-04-2014 Infodrive India Team
exporters

12-04-2014 IIT-D shows cheap can be wonderful Infodrive India Team

Illegal monkey meat trade rampant in


12-04-2014 Infodrive India Team
Chhattisgarh

New government may have to take


11-04-2014 timely decision to allow onion imports Infodrive India Team
to avoid crisis

India Rice Exporters Oppose Field Trials


11-04-2014 Infodrive India Team
of GM Rice

Palm Purchases by India Falling as


11-04-2014 Infodrive India Team
Refiners Shift to Soybean Oil

Sugar Shipments From India Seen


11-04-2014 Infodrive India Team
Continuing on Inventories

Daimler India expects to achieve break-


11-04-2014 Infodrive India Team
even in 2015-16
TATA MOTORS SWOT ANALYSIS

Strength

International strategy - about new acquisitions, Tata added some of senior


managers in the new companies or market. The benefit is that Tata Motors is
able to exchange the expertise. Also by doing that the new company will dot
need to setup new managerial post and company can run as per the old settings.

Brand Name-Tata Motors has a strategy to work with the old name of the
company which Tata bought or acquires that does not effect the brand value.
Tata is doing this because tata is new in International market and people outside
india do not know about Tata Motors. For example:- Tata acquired Land Rover
and Jaguar from Ford and now Tata is running these companies but Tata did not
add Tata Name in to These luxury brand, that is giving more stability of these
brands in the market.

Globalization- The company has a strategy to expand its network in world wide
and company already started by expanding its networks to South Africa, China,
UK, South Korea,Brazil and many others countries.

Domestic Strategy- Strategy for local market customers and new costumers -
Tata Motors is most trusted vehicle brand in India, and Tata is putting effort to
be in same position by fulfilling the commitment done by company.

R&D-Tata Motors put emphasize on R&D, and developed some of the very useful
machine for indian market for example- Tata Safari- India first sport utility
vehicle,Tata Nano- World cheapest car, Tata Ace- Indias first mini transport
utility vehicle, Tata Indica V2- Car that is most fuel efficient in Indian Market.
Tata is also working for Compressed air car- Motor Development International of
France has developed the worlds first prototype of Compressed air car Named
OneCat.

Financial-Tata Motors is a part of Tata groups of companies that has vey strong
financial position.

Employment-Tata Motors is a big company that provides jobs to


the unemployed people.Tata Motors is known for good employee management
that make it some of the best choice for work. That attracts the people and
also increases the popularity of company.

Weaknesses

Less Luxury-Tata as a international brand, do not produce luxury vehicles for


domestic market. That is a disadvantage for company to competing with other
Car makers in domestic market.

Safety-Tata Motors do not provide standerd safety features in their vehicles in


domestic market.

Sells -Tata Nano the peoples cars sells in continue decreasing that is also world
cheapest car. The main reason behind this is lack of security features in car as
well as car is not made to drive in Highway. This car is made to attract for those
people who wants to use it in city.

Wrong Advertisement-Company is lacking in advertisement of their brand and


Media is focusing companies failures about Tata Nano now days. Company also
started monthly payment system for Tata Nano that is 99rupee (14 SEK) per
month that is cheaper then the mobile subscription per mont. That is developing
negative phycology about Nano in people.
Oportunities

Demography - According to indexmundi.com, 64.9% of the India population is


between 15 and 64 years which, in other words, states that over 700 million are
legal candidates to have a car. This number is growing.

Economy - The eyes of the world are on Indias economy. There is a lot of
demand for Indian products. Many journals such as The Economist and Economy
Watch, state that India is an emerging economy with a gross domestic product
(GDP) growth of 7.5% to 8%. The Economist also states that it has a fast-growing
middle class. This is an opportunity for the company to have trustworthy
providers as well as employees.

Political - According to The Economic Times the government is aiming to spend


$1 trillion on infrastructure development by 2017. This can only be interpreted
as a political willpower to help the countrys wellbeing. A healthy country is a
low-risk-to-invest country.

Technology - Sustainable and environmental-friendly technology use in the


manufacturing can help the company fit into the social media trends.

Social - Times of India published the following on September 15 th, 2010:


Indian women demonstrate stratospheric levels of aspiration 76 per cent
aspire to a top job 85 per cent of Indian women consider themselves very
ambitious,. This boosts the number of potential clients. Environmental trends
are also an opportunity on which the company is already taking advantage
Threats

Demography - The population increase rate might cause problems such as


unemployment and emigration. This could affect the number potential
customers.
Economy A fast growing economy could mean more competitors. At the same
time, high demand of products could bring inflation that affects the companys
potential clients budged. The following statement was taken from bbc.co.uk:
Raging inflation and a gradual increase in borrowing costs has dampened
domestic demand, alongside lackluster investment sentiment, said Radhika Rao
of Forecast Pte.

Political - Some projects for public transportation are been develop. Projects such
as Sustainable Urban Transport (see web.worldbank.org) include cities like Pune
and Pimpri-Chinchwad (in Maharashtra), Naya Raipur (in Chhattisgarh), Jalandhar
(in Punjab), Indore (in Madhya Pradesh), and Mysore (in Karnataka).

Technology - Technology research and usage always involves investment which


might not always give the desired outcome.

Social - Times of India (timesofindia.com) states the following: more than half
of Indian women experience pressure from their spouses and in-laws to quit
working when they get married 52 per cent of Indian women were criticized for
continuing their career. This on the other hand decreases the number of
potential clients.
SANPIN MOTORS SWOT ANALYSIS

Sanpin Motor Company is a Japanese corporation manufacturing vehicles and maritime


equipment. It was the sixth largest automotive company in terms of sales in 2011.

Strengths

Strong financial performance. Sanpins revenue has been growing over the last
few years from 7,517,277 billion yens in 2010 to 9,409,026 billion yens in 2012.
Firms net operating income and net profit increased as well. Due to such strong
financial performance, Sanpin was able to achieve at least temporary
competitive advantage over its competitors.

Strategic partnerships. Sanpin has established more than one strategic alliances
and partnerships with other companies. The most successful was an alliance with
Renault, which was established in 1999 and continues to date while benefiting
both partners. Another notable partnership was created with Daimler AG. Sanpin
has acquired some very important technologies from this partnership and is
working further to create even more synergies with both Renault and Daimler.

Innovative culture. The business invests 4.5% of its revenue to R&D. This
strategy helped Sanpin to develop currently the most popular electric vehicle
(LEAF) and some important innovations in production process. Sanpins R&D
capabilities are one of the sources of its competitive advantage.

Growing brand reputation. Sanpins brand was the fastest growing automotive
brand in 2012, according to Interbrand. Its value rose by 30% to nearly $5 billion
and became the 73rd most valuable brand in the world. Although modest
position compared with other automotive companies, Sanpins brand value
growth proves significant improvement in quality, reliability, innovation and
growing customer reach.

Weaknesses

1. Product recalls. Over 2011 and 2012, Sanpin has recalled at least several
hundred thousands of various model cars. Although Sanpin recalls comparably
less cars than its competitors do, such situation still hurts firms brand reputation
and customers loyalty.

Opportunities

Growing global demand for environment friendly vehicles. Vehicles


have been a major factor in intensifying greenhouse effect by emitting
large quantities of CO2 and heavily polluting air. Consumers are more
aware of this negative impact and are more likely to buy environmentally
friendly vehicles that emit much less CO2 and are fuel-efficient.

Growth through strategic partnerships. Sanpin has great experience in


creating strategic partnerships that bring synergy, new capabilities and
technologies to the firm. In the current situation, where many firms seek
ways to cut costs, Sanpin should try to establish many more partnerships
and alliances and benefit from the advantages that come with them.

Increasing fuel prices. For years, Sanpin has been favoring fuel-efficient
cars with hybrid, hydrogen or electrical engines. Increasing fossil fuel
prices encourages the consumers to buy such cars and Sanpin is already
in position to offer many car models with various environment friendly
engines.
Threats

Decreasing fuel prices. There is high possibility that future fuel prices will drop,
as more shale gas fuels will be extracted. For this reason, hybrid, hydrogen or
electric cars may become less attractive to cost conscious consumers.
Global competition in automotive industry. The competition between Sanpin
and other automotive companies will intensify in the future. GM, Toyota,
Hyundai, Ford and other corporations will have to introduce new models faster
and compete more on the price rather than differentiation, which lowers the
profits and damages the results of the companies.
Rising raw material prices. Rising prices for raw metals will lift the costs for auto
manufacturers and result in squeezed profits.
Natural disasters. The business has manufacturing facilities in Japan, Thailand,
China and Indonesia. These countries, including others, are often subject to
natural disasters that disrupt manufacturing processes and results in lower
production volumes and losses.
Appreciating yen exchange rate. Most of Sanpins revenue comes from foreign
countries. Appreciating yen exchange rate against other currencies means lower
profits for the company.
Market opportunities for export import trade and investment in
selected country

Market Overview

The Bahamas offers potential investors a stable democratic environment, relief from
personal and corporate income taxes, timely repatriation of corporate profits, and
proximity to the United States with extensive air and communication links, and a good
pool of skilled professionals. The Bahamas is a member of the Caribbean Basin Initiative
(CBI), Canadas CARIBCAN Program, and the European Unions Economic Partnership
Agreement. The Bahamas officially welcomes foreign investment in tourism, banking,
agricultural and industrial areas that generate local employment, especially white-collar
or skilled jobs. The vast majority of successful foreign investments, however, have
remained in the areas of tourism and banking.

Nevertheless, in the wake of unstable oil prices and high energy costs, Government of
the Commonwealth of The Bahamas (GCOB) is reviewing proposals for alternative
energy sources. This is expected to create opportunities for foreign direct investment in
the energy industry. The Government reserves retail and wholesale outlets, non-
specialty restaurants, most construction projects, and many small businesses exclusively
for Bahamians.

? The Tourism sector directly contributes 22% of The Bahamas Gross Domestic Product
(GDP). Financial services constitute the second most important sector of the economy
and accounts for up to 15% of GDP. Agriculture and industry together account for less
than 10% of GDP. While the countrys largest export is service, some commodities such
as chemicals, plastic goods, pharmaceuticals and industrial salt are produced for export.

? The Bahamas provides good basic infrastructure for businesses. However, utility rates
are considered high compared to the U.S. The electric company BEC and the phone
company, BTC, are government owned. Since 1992, the Government has improved
some major roads both in Nassau and on the Family Islands, implemented changes to
alleviate severe traffic congestion in Nassau, provided electricity and improved airports
on most Family Islands, and has constructed a second bridge between Nassau and
Paradise Island. There is regular air and sea transportation between the major
developed islands and the United States. Telecommunication service is generally
adequate but delays in service installation and maintenance are common. There are
several Internet service providers in Nassau. Mail service is slow both among the islands
and with other
Export & Import Trade in The Bahamas

The Government of The Bahamas seeks to encourage the development of enterprises in


The Bahamas that will increase foreign reserve earnings through increased export
activity. This is important to maintaining the nation's exchange rate--the Bahamian
dollar (divided into 100 cents) is on par with the US dollar--and it is also important in
creating jobs for the Bahamian people.

Much of The Bahamas Government's revenue comes from customs duties, as much as
70% being derived from duties on imports. As such, rules and regulations governing
imports are necessarily complex. It is, therefore, advisable that enterprises seeking to
trade with The Bahamas retain the services of a customs broker prior to importing
goods into the country.

Notwithstanding the complexity of the regulations and rules regarding imports,


generally The Bahamas has a liberal trade policy. There are no specific laws governing
foreign trade.
Exports

Bahamian exports of goods and services in 1992 amounted to $1404.78 million, of


which tourists receipts accounted for $1056 million. Exports of non-oil merchandise,
which accounted for some $194.33 million in 1992, was primarily composed of
pharmaceuticals, crawfish, salt, cement, rum, argonite, residual fuel oils, distilled fuel,
cascarilla bark, tomatoes and citrus. Major destinations for Bahamian exports are the
USA, the UK/European Community, and Japan.

There are no controls in The Bahamas exercised over exports, and there are no export
taxes levied on the same. Exported goods may be reimported into The Bahamas without
payment of customs duty, provided an appropriate certificate is obtained from the
Customs Department Where goods imported into The Bahamas will be reexported, the
goods may be held in bond on payment of minimal fees.

The Bahamas participated in a number of preferential trade arrangements that provide


concessionary access of goods produced in The Bahamas to major world markets. The
Caribbean Basin Initiative, established under former US President Ronald Reagan,
allows over 3,000 types of products duty-free entry into the USA, provided that at least
35% of the products' value had been added in The Bahamas at the time of entry into the
USA. Similar treatment for Bahamian exports is granted through the CARIBCAN, a
Canadian programme. Bahamian exports can also find such favorable treatment in
European markets through the LOME Convention. The Customs Department, embassies
or consular offices may provide certificates of origin as required in respect of these
arrangements.

Under the Export Manufacturing Industries Encouragement Act, an approved


manufacturer who intends to export or annually exports at least 95% of the total
approved products produced by the manufacturer is afforded duty-free import of raw
materials, equipment and building supplies used in the manufacture of the product or
facilities for the same and duty-free export of those products.
Imports
Bahamian imports of goods and services in 1992 amounted to $1688.55 million, of
which import of merchandise accounted for $1329.3 million. Imports were comprised
primarily of foodstuffs, motor vehicles, oil, animal feed, petroleum products, clothing,
machinery and appliances. The USA remains the major trading partner of The Bahamas,
receiving almost $800 million in export receipts. Foodstuffs account for about $250
million of the imports from The United States.

There are no quotas in The Bahamas on imports, and the only protective duties applied
are in respect of agricultural products in season. For most imports, only exchange
control permission to pay for goods concerned is required. Gaming machines and
firearms cannot be imported without prior acquisition or import licenses. The
importation of items such as infected cattle, spoiled meats, and those items that bear a
similar design to Bahamian currency is prohibited.

There are no prohibitions of imports with regard to country of origin, nor in normal
circumstances is trade with any particular country prohibited. All designations of
imports are made by Bahamian regulation, without reference to the 1988 Harmonized
Commodity Description and Coding System for classifying imports and for customs
duties purposes, which has not been adopted by The Bahamas.

Customs duties are fixed by Bahamian regulation. Generally, the rate of duty levied on
imports is 33%, but other rates are applicable. Duties in The Bahamas must be paid on
entry of individual import consignments.

Under the following investment incentive legislation, building materials, equipment, and
approved raw materials can be exempted from payment of customs duties: The
Industries Encouragement Act, The Tariff Act, The Hotels Encouragement Act, The Free
Trade Zone Act, The Spirits and Beer Manufacturers Act, and The Agricultural
Manufacturers Act.
Import/Export Opportunities
The proximity of The Bahamas to major world markets, such as North America, and the
access which it has to other major markets around the world through referential trade
agreements, makes it a primary location for the production of goods and services for
export. Areas targeted for production for exports include agro-products, computer
products, pharmaceuticals, toys, high fashion garments, data processing goods, etc.

While the Government seeks to reduce The Bahamas' import bill, it is recognized that
due to various constraints, The Bahamas will continue to import a large number of items
to meet consumer demands. This creates a number of opportunities for foreign
exporters. Major products for export to The Bahamas include data processing
equipment, computers and electronic goods, hotel and restaurant equipment,
automobile parts, some foodstuffs (meats and vegetables), and baby products.

The Government welcomes opportunities for greater trade with The Bahamas,
particularly those that increase exports from The Bahamas or reduce the country's
import bill. As such, the following business proposals are welcome:

those establishing manufacturing facilities in The Bahamas for export products;


those that provide technology the improves the production of goods already
manufactured in The Bahamas;
those that can supply products at a more competitive price than existing foreign
suppliers.
Investment in Bahamas

The Economy

The Bahamas welcomes foreign direct investment. It is a small developing country with
an open economy, the two primary pillars of which are tourism and financial services.
The economy has been undergirded by sound economic, monetary and fiscal policies,
as well as uninterrupted parliamentary democracy since 1729. These have bolstered
investor confidence and as the record reflects, facilitated great returns on those
investments.

Presently, the Bahamian economy is experiencing a slight rebounding following the


global financial crisis and recession. This upturn is underpinned by modest growth in the
global economy and is reflected in significant public sector infrastructural development
and private sector initiatives in the tourism sector.

Infrastructural Development

During the economic downturn, The Bahamas Government commenced substantial


infrastructural development initiatives. These included the redevelopment of the
countrys principal airport, which is the largest public sector project ever undertaken in
The Bahamas; the deepening of Nassau Harbor, which now accommodates the worlds
largest passenger vessels; and the creation of a new cargo port just outside the City of
Nassau. We are also presently in the midst of extensive upgrades to existing road
arteries and the development of new thoroughfares throughout New Providence, as
well as other islands of The Bahamas.

In April, 2011, the government privatised the local telecommunications company, with
the expectation of wider and higher quality services, as well as reduced costs to the
consumer, in particular to the business community.
Each of these initiatives have served more effectively to connect The Bahamas internally
and to the international markets to which we cater.

Tourism Sector

The investment climate and infrastructural support in The Bahamas have been able to
attract and sustain significant touristic developments. Not only is the country home to
the renowned Atlantis Resort and Aquatic Park on Paradise Island, but also underway in
The Bahamas at present is the construction of the $2.6 billion Baha Mar Cable Beach
Redevelopment Project, boasting hotel brandsofMorgans,RosewoodandHyatt.

Moreover, the Tavistock Group, Tiger Woods and Ernie Els are completing their
exclusive high-end residential resort, marina and, of course, golf course development at
the southwestern end of New Providence, called Albany. The Bahamas is also home to
thriving all-inclusive resorts of Sandals and Breezes, as well as numerous smaller-scale
eco-tourist developments, bed and breakfasts and fishing lodges throughout the Family
Islands.

Financial Services

The Bahamas is one of the leading international business and financial centres. This
sector of the Bahamian economy is marked by the strong public/private sector
partnership which exists. This partnership contributes to keeping the associated
legislative framework current and responsive, so as to accommodate the changing
requirements of investors and to enable the country to continue to provide innovative
instruments.
Green Initiatives

The Bahamas is committed to implementing a diverse range of sustainable energy


programmes. The country has embarked upon a series of policies targeted at developing
alternative energy sources, expanding business opportunities in the energy sector,
increasing energy efficiency and managing our demand on fossil fuel. To this end,
import duties on many green products have been substantially reduced or eliminated.
Additionally, we have encouraged private sector developers who wish to pursue
projects supplied solely or in part by alternative energy sources.

Incentives, Concessions and Regulatory Reform

The Government of The Bahamas has as one of its goals encouraging and facilitating
business activity. Accordingly, a compendium of legislative incentives and concessions
exist for doing business in The Bahamas, not only in the tourism hotel sector, but
equally in respect of manufacturing and agricultural developments, as well as
establishing timeshare facilities.

Such incentives include the availability of access to land owned by the government; and
concessions on customs duties (or border taxes) on approved raw materials, equipment
and building supplies, as well as exemptions from real property taxes for defined
periods. The Bahamas has no restrictions on current account transactions, nor any
restrictions on the repatriation of profits.

The government is continually engaged in the process of reforming our legislative and
regulatory environment. For example, within the past year we have enacted a new
Business Licence Act which has streamlined the process of doing business in the
country. We have also launched a multi-million dollar consultancy programme with the
Government of Singapore to implement a comprehensive e-Government services
platform.
Inward investment into Gujrat or India

With rapid growth in India over the last decade, building the infrastructure is seen as
vital in order to cement the countrys place as a thriving destination for global business.
Although much of Indias financial business is done in Mumbai, Delhi and Bangalore,
these financial centres suffer from a muddled infrastructure system built over many
decades. A vast number of Indian cities seem old and unappealing to international
business when compared to relatively modern financial hubs like Dubai, Singapore or
Hong Kong.

India has plans to address these concerns. Hugely ambitious proposals include the Delhi-
Mumbai Industrial Corridor (DMIC) project, which will see 24 new cities built within a
corridor that stretches from New Delhi to the current financial hub in Mumbai, as well
as greatly improved transport infrastructure. The corridor will pass through the eastern
part of the state of Gujarat a state popular with investors due to its relative lack of red
tape, and the strong inclination to become a global business centre.

Part of the states ambitious plans include a new city known as the Gujarat International
Finance Tech-City (GIFT), that will seek to be a global financial destination to rival Dubai
and Singapore. The city will be built on 886A of land in the centre of the state, and
hopes to attract financial and technology firms from other Indian cities including
Mumbai, Bangalore and Gurgaon. Funded through a partnership between the
government of Gujarat and the privately held company Infrastructure Leasing &
Financial Services (IL&FS), it is hoped that all phases of the city will be completed by the
end of 2020.
An ideal location

Ramakant Jha, the director in charge of the GIFT project, says Gujarat is the perfect
place for such a development because of the improvements to the infrastructure: First
and foremost is the entrepreneurial skill that Gujarat possesses. Secondly the
development of Gujarat is based on the focus in the area on the development of
infrastructure. This helps to connect the businesses in the various parts of the state.
That is one of the strong points that the state is doing well. The region currently has
one international airport, as well as 14 that operate domestically.

Part of the benefits of the region to business is the availability of numerous natural
ports, which act as a gateway to the rich, landlocked northern and central parts of India,
and provide access to the major port-based countries including the UK, Australia, China,
Japan, and Korea. That really helps the manufactures and the service providers connect
to the rest of the world and send their goods in a very timely and cost-effective way.
He says that Gujarat is spearheading the Indian march for global economic superpower
status, and that the region has been dubbed the Growth Engine of India. This is
reflected in the fact that Gujarat alone contributes 16 percent of all of Indias industrial
production.

The GIFT project is an opportunity for the region to create an international financial hub,
rivalling many throughout the world. Its an ambitious plan, but one that Jha believes is
vital for India to have a recognised financial centre that businesses want to move to:
This is the first time in India that this particular type of centre has been recognised as
an International Financial Service Centre (IFSC). Whereas there are IFSCs in London,
Dubai, Singapore and Hong Kong, there is no IFSC in India. This is the first time the
government in India has recognised this particular city and region as an IFSC. In the
future, all the foreign exchange transactions that have not until recently been done in
India, can now be conducted in here.
Utilising the local economy

In the past, large financial deals involving Indian companies usually happened outside of
the country. The recent deal where Tata took over Corus, the entire financial deal had
to close in the UK. It could not borrow the foreign exchange in India, in order to pay for
the company in the UK. It was not able to borrow in India because the regulators did not
permit it and there was not an international financial centre. With a recognised financial
centre in India, the deal could have happened here, and they would have been able to
borrow at a lower cost and conclude the deal very fast.

Jha adds that with so many cash-rich Indian companies going out in the world, an
international financial city in India is vital for them to realise the benefits. The first
opportunities will come from the Indian companies, because they are the ones with a
lot of cash on hand and they are the ones that are going outside India to buy other
companies.

Competing with these financial cities is not something that the GIFT team is focusing on.
Jha says the city will instead complement them. We feel that going forward our city will
synergise with other financial centres because of the time differences to other centres.
Indias position can help the others work around the clock. We do not see ourselves
competing.

The project has seen considerable enthusiasm from the financial sector, which Jha
believes is due to the confidence already in place in the region. Gujarat has started to
become very user and business friendly. The number of companies that are putting their
offices and businesses in Gujarat has been steadily increasing.

It really helps that there is already the confidence which was brought into this state, by
the steps the government has taken. The confidence is already there, so we are trying to
combine this confidence and the strength of the governments infrastructure
development into an internationally recognised hub for financial services.
Steady investment

Attracting businesses to the region has begun, with a burgeoning auto-industry already
in place. Jha says: Because of foreign investment, a lot of automobile businesses are
doing very well here. You have a lot of foreign manufacturers, like Ford and Peugeot,
basing the manufacturing plants here. The Tata Motors Nano plant has meant a lot of
manufacturers have moved here. We also have other companies, including
Bombardier. Other firms investing in the city include Chinese technology manufacturer
Huawei, which is set to provide the technological infrastructure.

Progress in building the city was held up initially by the slow process of persuading all
interested parties that a project of this magnitude was right for the region. Launched in
2007, the original plan was to have the city operational by 2017. Delays pushed that
back by a couple of years, and now its expected to be completed by 2020. Jha says,
however, that acceptance is now there and it is really moving ahead very fast.

Some criticism of the project came from groups that felt it would ruin the landscape of
the region. Jha says GIFT recognise the importance of the agricultural sector in the state,
and as land is increasingly valuable, it has looked to make the most out of what land is
available. The development will build vertically, while including green spaces around the
high-rises, even though the land being built on was formerly a wasteland.

With phase one already underway, this stage should be completed over the coming
year. In terms of the GIFT development, the entire master plan for the project has been
finalised. The implementation of phase one of the project has already started and we
are developing nearly 13 million square-feet of Built Up Area (BUA). The whole
development project will go up to 62 million square-feet BUA, and provide all of the
necessary infrastructure like water; roads; district cooling systems; power; waste
management; and ICT infrastructure, all provided by the company.
GIFT does not intend to simply build a business hub, however. It recognises the
importance of developing a city that offers more than just business opportunities but
also as a place to live, says Jha: Our main focus is to develop the global financial hub
and the central business district first. However, we also feel that if you develop the
central business district in isolation, it does not help people to have a work life in one
place. What we are doing is planning an integrated development that includes
residential areas; a hotel; a club; an international school; and a golf course.

GIFT also hopes that its success will act as inspiration for other financial hubs to be built
throughout India. The contribution that the hub will generate for the government is
considerable. GIFT say that by 2020 there will be one million people employed, directly
and indirectly, in the city. It will also generate $10bn a year in foreign exchange.

For a region that was decimated just a decade ago, it is encouraging to see such
enthusiasm for Indias regeneration.
POLICY AND NORMS OF INDIA

Objective:
Keeping in view the prudential norms issued by Reserve Bank of India for Systemically
Important non deposit taking Non- Banking Financial Companies (NBFC - ND- SI), the
policy of the company for exposure norms has been formulated.

The Policy and norms:


1. These exposure norms are intended to align the loan / investment amounts to the
repayment capacity /servicing ability of the borrower spread the exposures over a large
number of borrowers/ entities and to contain the impact of market, economic and other
movements on the portfolio.

2. No exposure will be taken against Tata Motors Finances (the Company) own shares
i.e. the company will not grant any loan/ advance/ overdraft or any other credit facility
by whatever name, against its own shares. No exposure on partly paid shares or shares
held in materialized form shall be considered.
3. Shares issued by the Company will not also be accepted either as primary or collateral
security for any other facilities granted by the company.

4. Exposure means and includes both funds based and non -fund based facilities.

5. The company shall maintain the ceiling on concentration to single or group borrowers
as under:
A) Lend to any single borrower not exceeding fifteen per cent of its owned fund; and
any single group of borrowers not exceeding twenty five per cent of its owned fund;
B) Invest in the shares of another company not exceeding fifteen per cent of its owned
fund; and the shares of a single group of companies not exceeding twenty five per cent
of its owned fund;
C) Lend & invest (taken together) not exceeding twenty five per cent of its owned fund
to a single party; and not exceeding forty per cent of its owned fund to a single group of
parties.

6. Subject to the overall ceiling narrated under point 5, Individual product policy/
program shall specify the minimum and maximum loan quantum that may be granted
under the product. These ceilings may be reviewed depending upon the business
exigencies however in conformity with the product specific ceiling if any prescribed by
RBI.

7. The Company may exceed the concentration of credit / investment by 5% for a single
party and by 10% for a single group of parties, on account of infrastructure loan and / or
investment. These additional exposures would be in accordance with the latest ceilings
prescribed by the RBI from time to time.

8. Wherever necessary, the product policy/ program will also specify the manner/
method of computing the exposure amount / quantum of the loan that a borrower /
group are eligible under that product.

9. While computing the exposures against single/ group borrowers, cash collaterals/
margins held if any shall be netted off.

10. The exposure in debentures if any shall be treated as lending and not as investments
for this purpose as advised by RBI through its Master circular.

11. The ceilings mentioned in point 5 above shall be applicable for the company to
companies/ firms in its own group as well as to the borrowers/ Investee Company's
group.
12. The term "group" would have the same meaning as defined under section 370(1B) of
the Companies Act, 1956 as the "Companies under the same management".
13. Off - balance sheet exposures, if any, shall be converted into credit exposure by
applying the respective conversion factors as may be advised by RBI from time to time.

14. Company shall take into account any exemptions / relaxations as may specified in
the RBI guidelines in vogue while computing the exposures against single or group
borrowers.

15. For calculating the ceiling on exposures, the latest audited balance sheet shall be
considered as the basis.

16. The company shall also take in to cognizance the relevant & extant provisions under
Companies Act / SEBI Laws while considering investments/ inter corporate loans and
advances/ Loans against shares / exposures to directors & others having substantial
interest.

17. Exposures to capital market shall be properly classified so and shall be reported to
RBI on demand or pursuant to any circular, guidelines etc., issued by RBI from time to
time.
3 Review of the policy:-
The management Committee of the Board should oversee the implementation of the
system and review its functionality periodically.
Export and import for the TATA motors
The Company's total domestic sales grew by 10.9% to 8, 63,248 vehicles in FY 2011-12.
Commercial Vehicle sales increased by 15.7% to 530,204 units, while Passenger Vehicles
sales grew by 4% to 333,044 units. The competitive scenario intensified as the existing
OEM's launched new variants to protect market share and new entrants sought to gain
a foothold in the market. The Company maintained leadership with a market share of
59.4% in the Commercial Vehicle segment despite international OEM's entering the
market.

The Companys sale of Commercial Vehicle in the domestic and international markets
was 585,283 units representing a growth of 15.1% over the previous year. The growth
was driven by focused product actions, enhancement of quality of the service network,
increased service outlets, and financing options suited to customer needs. However, the
domestic market share during the year was 59.4%, lower by 180 basis points, compared
to 61.2% last year.
Table 10 : TATA Export to all Latin America country

Name of Country April-2010-March-2011 April-2011-March-2012 %Growth %Growth


S.No. in INR in US$
Value in INR Value in US$ Value in INR Value in US$
Lacs Million Lacs Million
1 India Export to ANTIGUA 429.26 0.94 417.89 0.87 -2.65 -7.55
2 India Export to ARGENTINA 184,270.42 404.36 227,644.41 473.57 23.54 17.12
3 India Export to BAHAMAS 993,037.59 2,173.18 1,056,148.60 2,243.52 6.36 3.24
4 India Export to BARBADOS 2,482.31 5.44 3,615.88 7.55 45.67 38.59
5 India Export to BELIZE 6,524.96 14.3 12,548.61 26.1 92.32 82.43
6 India Export to BERMUDA 411.33 0.9 481.18 1.02 16.98 13.79
7 India Export to BOLIVIA 7,144.33 15.71 12,071.61 24.84 68.97 58.16
8 India Export to BRAZIL 1,833,586.35 4,024.16 2,757,688.27 5,769.75 50.4 43.38
9 India Export to BR VIRGN IS 189.09 0.42 479.29 1.04 153.47 150.1
10 India Export to CAYMAN IS 129.83 0.29 449.25 0.98 246.03 240.29
11 India Export to CHILE 231,336.65 507.55 251,439.18 522.08 8.69 2.86
12 India Export to COLOMBIA 255,501.72 561.31 429,357.34 892.42 68.04 58.99
13 India Export to COSTA RICA 27,946.51 61.47 31,618.59 65.53 13.14 6.62
14 India Export to CUBA 11,627.08 25.51 17,407.18 36.67 49.71 43.76
15 India Export to DOMINIC 37,697.56 82.75 49,070.37 103.43 30.17 24.99
REP
16 India Export to DOMINICA 1,126.29 2.47 1,358.64 2.82 20.63 14.19
17 India Export to ECUADOR 55,276.38 121.46 112,362.37 231.55 103.27 90.63
18 India Export to EL 10,945.27 24.06 18,106.95 37.52 65.43 55.91
SALVADOR
19 India Export to FALKLAND IS 18.02 0.04 690.21 1.39 3,730.06 3,509.64
20 India Export to FR GUIANA 1,635.00 3.6 760.63 1.62 -53.48 -54.9
21 India Export to GRENADA 461.56 1.01 495.21 1.03 7.29 1.91
22 India Export to 2,830.86 6.21 3,350.01 7.09 18.34 14.26
GUADELOUPE
23 India Export to GUATEMALA 51,390.20 112.68 92,124.49 191.29 79.26 69.76
24 India Export to GUYANA 7,317.96 16.04 10,224.29 21.53 39.72 34.23
25 India Export to HAITI 27,536.81 60.53 23,110.10 48.3 -16.08 -20.22
26 India Export to HONDURAS 28,808.60 63.07 44,210.05 91.66 53.46 45.35
27 India Export to JAMAICA 10,150.97 22.34 12,805.14 26.66 26.15 19.34
28 India Export to 2,208.01 4.87 3,042.02 6.46 37.77 32.6
MARTINIQUE
29 India Export to MEXICO 415,448.69 912.77 657,845.47 1,367.37 58.35 49.81
30 India Export to 238.24 0.53 125.71 0.28 -47.23 -47.08
MONTSERRAT
31 India Export to 23,951.56 52.32 18,498.07 39.31 -22.77 -24.87
NETHERLANDANTIL
32 India Export to NICARAGUA 13,633.72 30.01 21,901.32 45.7 60.64 52.31
33 India Export to PANAMA 56,515.35 124.16 111,536.35 232.17 97.36 87
REPUBLIC
34 India Export to PARAGUAY 18,899.03 41.53 32,298.93 66.93 70.9 61.14
35 India Export to PERU 189,980.24 417.6 272,030.61 564.29 43.19 35.13
36 India Export to ST KITT N A 335.73 0.74 324.49 0.66 -3.35 -10.67
37 India Export to ST LUCIA 1,178.72 2.56 644.79 1.32 -45.3 -48.47
38 India Export to ST VINCENT 165.27 0.36 299.26 0.61 81.07 67.69
39 India Export to SURINAME 5,491.11 12.06 5,055.35 10.43 -7.94 -13.54
40 India Export to TRINIDAD 28,690.16 62.96 39,460.09 82.46 37.54 30.97
41 India Export to URUGUAY 38,834.77 85.34 67,549.83 140.68 73.94 64.86
42 India Export to VENEZUELA 79,917.13 176 120,390.86 249.72 50.64 41.89
43 India Export to VIRGIN IS US 601.72 1.33 1,874.41 3.72 211.51 179.07
Total 4,665,902.37 10,236.95 6,522,913.27 13,643.95 39.8 33.28
Table 11:TATA Import to all Latin America country

S.N Name of Country April-2010- March-2011 April-2011- March-2012 %Growth in %Growth in


o. INR US$
Value in INR Lacs Value in US$ Value in INR Lacs Value in US$
Million Million
1 India Import from ANTIGUA 7,276.60 15.63 28.26 0.06 -99.61 -99.6
2 India Import from 469,004.96 1,022.73 496,679.28 1,052.61 5.9 2.92
ARGENTINA
3 India Import from 2,028.91 4.5 1,568.73 3.49 -22.68 -22.42
BAHAMAS
4 India Import from 69.8 0.15 380.24 0.83 444.77 439.5
BARBADOS
5 India Import from BELIZE 95.1 0.21 45.93 0.09 -51.7 -56.7
6 India Import from 1.77 0
BERMUDA
7 India Import from BOLIVIA 3,048.25 6.69 1,911.00 4.04 -37.31 -39.59
8 India Import from BRAZIL 1,606,429.86 3,548.88 2,065,962.78 4,321.99 28.61 21.78
9 India Import from BR 397.61 0.87 245.66 0.5 -38.22 -42.81
VIRGN IS
10 India Import from 11.75 0.03 3.9 0.01 -66.84 -70.5
CAYMAN IS
11 India Import from CHILE 705,638.27 1,550.25 993,093.71 2,058.06 40.74 32.76
12 India Import from 386,557.80 856.31 271,897.79 559.04 -29.66 -34.72
COLOMBIA
13 India Import from COSTA 43,596.26 95.33 97,859.69 204.11 124.47 114.12
RICA
14 India Import from CUBA 502.85 1.12 1,945.42 4.11 286.88 268.35
15 India Import from DOMINIC 7,217.24 15.77 3,781.46 7.87 -47.61 -50.13
REP
16 India Import from 153.85 0.34 138.69 0.28 -9.86 -18.81
DOMINICA
17 India Import from 75,495.00 169.11 30,617.31 62.35 -59.44 -63.13
ECUADOR
18 India Import from EL 2,458.04 5.4 5,372.35 11.13 118.56 106.36
SALVADOR
19 India Import from 619.61 1.35 1,063.10 2.35 71.58 73.62
FALKLAND IS
20 India Import from FR 96.7 0.21 50,713.64 106.47 52,345.49 49,793.53
GUIANA
21 India Import from 5.88 0.01 12.6 0.03 114.2 98.46
GRENADA
22 India Import from 22.13 0.05 885.32 1.89 3,901.26 3,798.35
GUADELOUPE
23 India Import from 17,994.70 40.18 3,436.49 7.33 -80.9 -81.76
GUATEMALA
24 India Import from GUYANA 4,200.43 9.24 4,164.20 8.68 -0.86 -6.03
25 India Import from HAITI 608.16 1.33 1,021.78 2.06 68.01 54.74
26 India Import from 654.21 1.43 3,849.99 7.68 488.5 435.31
HONDURAS
27 India Import from JAMAICA 351.19 0.77 776.63 1.62 121.14 110.36
28 India Import from 6.44
MARTINIQUE
29 India Import from 1.22 0
MONTSERRAT
30 India Import from 1,572.64 3.47 25,230.96 54.34 1,504.37 1,464.64
NETHERLANDANTIL
31 India Import from 413.51 0.91 492.05 1.02 18.99 12.65
NICARAGUA
32 India Import from PANAMA 86,252.07 188.47 74,629.37 163.19 -13.48 -13.42
REPUBLIC
33 India Import from 2,464.39 5.31 5,482.16 11.43 122.45 115.22
PARAGUAY
34 India Import from PERU 85,276.97 187.36 221,816.92 470.16 160.11 150.94
35 India Import from ST KITT N 43.96 0.09
A
36 India Import from ST LUCIA 144.79 0.32 219.5 0.45 51.6 40.73
37 India Import from ST 2.13 0
VINCENT
38 India Import from 400.98 0.88 2,196.19 4.58 447.71 418.96
SURINAME
39 India Import from 36,727.53 80.18 95,492.49 205.25 160 155.99
TRINIDAD
40 India Import from TURKS C 34.8 0.08 6.07 0.01 -82.56 -82.11
IS
41 India Import from 7,920.62 17.32 14,328.04 30.55 80.9 76.37
URUGUAY
42 India Import from 2,374,824.56 5,209.96 3,212,850.48 6,666.62 35.29 27.96
VENEZUELA
43 India Import from VIRGIN IS 155.59 0.34 98.85 0.21 -36.47 -39.9
US
Total 5,930,735.16 13,042.52 7,690,342.98 16,036.59 29.67 22.96
Policies and norms for Bahamas

The Government of The Bahamas has indicated its commitment to building an economic
environment in which free enterprise can flourish with government functioning as
regulator and facilitator of economic development. Its stated economic policy expresses
The Government's commitment to ideals of transparency, fair play and equality of
treatment and a stable society in which all are afforded the opportunity to realize their
maximum potential. It further seeks to guarantee an acceptable level of economic
security and generally foster the economic growth and the development of The
Bahamas by seeking to encourage an investment-friendly climate and a complementary
mix of Bahamian and overseas investments.

Law: Copyright law in The Bahamas is governed by the Copyright Act 1998. The works
protected by copyright include literature, drama, music, art, architecture, sound
recordings, pictorial graphics, sculptures, and other qualifying intellectual work.

Protection of copyright lasts for the life of the author plus 70 years. Where the country
of origin of the work is not in The Bahamas and the author of the work is not a citizen of
The Bahamas, copyright is protected for the period that it is protected for in the country
of origin, provided that it does not exceed the life of the author plus 70 years.

E-BUSINESS: The Government of The Bahamas has demonstrated its commitment to


developing The Bahamas as a centre for e-business activities. Three pieces of e-business
legislation have been passed, namely:

The Electronic Communications Act which commenced on the 15th June 2003, provides
for the legal recognition of electronic transactions, electronic contracts, and electronic
signatures, on the same footing as their paper based equivalents and the supervision of
intermediaries and e-business service providers;

The Computer Misuse Act which commenced on the 15th June 2003, criminalizes
certain wrongful intervention involving computers, their systems and transmissions via
computers such as hacking; and The Data Protection (Privacy of Information) Act which
commenced on the 1st April 2007, guarantees certain rights to individuals in respect of
the use of personal information collected in relation to them, consistent with
international standards on such protection.

An E-Business Working Group for the promotion and long term development of e-
business in The Bahamas has also been established, representing various groups in the
financial services sector.

Foreign investors seeking to establish a business in The Bahamas must submit to the
Bahamas Investment Authority (BIA) a project proposal with supporting documents.

Investors should allow a minimum of 3 months for determination of applications for


investment approval. No fee is required in connection with the application for approval

Licenses /Permits:

After approval by the NEC of a proposed investment project, and following on the
establishment of the desired structure for conduct of the intended business, the
investor must make application to the Ministry of Finance Business Licence Division for a
business licence. A business licence must be secured by any person operating a business
aimed at obtaining a turnover. The initial fee for a business licence is $100. The first
licence may be obtained by completing the application form for a business licence and
submitting it with the prescribed fee to the Ministry of Finance Business Licence
Division. The licence is granted annually and renewed every year between January and
April. Licenses expire on December 31st of each year. Fees subsequent to the first fee
are based for most businesses on a percentage of their annual turnover. A business
licence tax of $100 per annum shall apply to any business where the turnover does not
exceed $50,000 per annum. Where the turnover is greater than $50,000 but less than
$500,000 the percentage is 0.5% and where the turnover is greater than $500,000 the
percentage is 0.75%. Business licences may be secured within one to five business days.
Taxation:

Investment in The Bahamas is and will be in an environment free from capital gains,
inheritance, withholding, profit remittance, corporate royalties, sales, personal income,
dividends, and payroll and interest taxes. Stamp duty is chargeable at an ad valorem
rate on all property transactions and a real property tax is charged on real estate
holdings, except for land holdings in Freeport, Grand Bahamas. Additionally, investment
incentives under the following Acts of Parliament include exemptions from the payment
of customs duties on building materials, equipment and approved raw materials and
real property taxes for periods of up to twenty years:

Export Manufacturing Industries Encouragement Act The Freeport, Grand Bahamas


Act,1993 Hotels Encouragement Act Industries Encouragement Act Spirits and Beer Man
ufacture Act Tariff Act The Bahamas Free Trade Zone Act The Agricultural Manufactories
Act The City of Nassau Revitalization Act The Family Islands Development
Encouragement Act The Bahamas Vacation Plan and Time-Sharing Act, 1999 Incentives
may be applied for by making application to the relevant government department.

Table 12: Sanpin Export Bahamas

Sr. No Id Name Percent


1 nausa United States 78.03%
2 euche Switzerland 5.59%
3 nahti Haiti 4.60%
4 natca Turks and Caicos Islands 4.11%
5 sasur Suriname 2.83%
6 nabrb Barbados 2.00%
7 nacan Canada 0.68%
8 euaut Areas 0.50%
9 eudeu Germany 0.44%
10 eugbr United Kingdom 0.33%
11 afgha Ghana 0.27%
12 saguy Guyana 0.25%
13 afnga Nigeria 0.19%
14 afzaf South Africa 0.11%
15 eunld Netherlands 0.07%

Table 13 :Sanpin Import Bahamas


Sr. No Id Name Percent
1 nausa United States 33.65%
2 ashkg Hong Kong 21.54%
3 namex Mexico 17.72%
4 asjpn Japan 4.65%
5 asidn Indonesia 3.99%
6 sabra Brazil 3.78%
7 euesp Spain 2.22%
8 euaut Austria 2.22%
9 asprk North Korea 2.00%
10 askor South Korea 1.82%
11 astha Thailand 1.51%
12 asind India 1.18%
13 assgp Singapore 0.91%
14 eusvk Slovakia 0.77%
15 asisr Israel 0.69%
16 eufra France 0.65%
17 nahti Haiti 0.36%
18 najam Jamaica 0.17%
19 eugbr United Kingdom 0.11%
20 aschn China 0.06%
Global strategy in Tata motors

Adopting a global approach to offset the risk of depending only on its home market,
Tata Motors is developing products that would suit global markets as well, as it also
explores opportunity to enter the South American continent.
"We started the look into international markets a year ago. However, what happened
this year in India is just the endorsement of the fact that you cannot be certain with all
your eggs in one market because India has collapsed," Tata Motors Managing Director
KarlSlym said.
The company entered Indonesia last week. It has also entered Saudi Arabia, apart from
expanding business in Malaysia and plans for launches in Australia.

Last year, Tata Motors sold a total of 6 lakh units, of which 50,000 were in export
markets. Biswadev Sengupta, Chief Executive Officer of Tata Motors said that the country
would be the export hub for its cars to the rest of Southeast Asia.

The official said the Indian auto giant was pretty clear that it would make Indonesia an
export hub for their vehicles to other neighboring nations, as Indonesia was about to
overtake its neighbor, Thailand as Southeast Asia's largest car market.

The expected increase in the car sales volume should also help the content of locally
made auto components to 40 percent as it is the key prerequisite that allows the car
maker to sell the vehicles to other members of the Association of Southeast Asian
Nations at zero duty, noted the report.

Tata Motors is India's largest automobile manufacturer, which is foraying Indonesia as it


is likely to become Southeast Asia's biggest car market by 2014, quoting IHS Automotive
study, concurred the report. By 2020, majority of the region's half a billion plus
population would be middle class, necessitating the demand further.
Global strategy in sanpin

- Detailed information on Sanpin Motor Co., Ltd. required for business and competitor
intelligence needs
- A study of the major internal and external factors affecting Sanpin Motor Co., Ltd. in
the form of a SWOT analysis
- An in-depth view of the business model of Sanpin Motor Co., Ltd. including a
breakdown and examination of key business segments
- Five-year financial information and charts, including balance sheet, income statement,
cash flows, market capitalization and multiples, and key ratios for Sanpin Motor Co., Ltd.
- Intelligence on Sanpin Motor Co., mergers and acquisitions (M&A), strategic
partnerships and alliances, capital raising, private equity transactions, and financial and
legal advisors
- News about Sanpin Motor Co., Ltd., such as business expansion, restructuring, and
contract wins
- Large number of easy-to-grasp charts and graphs that present important data and key
trends

-Gain understanding of Sanpin Motor Co., Ltd. and the factors that influence its
strategies
- Track strategic initiatives of the company and latest corporate news and actions
- Assess Sanpin Motor Co., Ltd. as a prospective partner, vendor or supplier
- Support sales activities by understanding your customers' businesses better
- Stay up to date on Sanpin Motor Co., business structure, strategy and prospects

"Diversity Steering Committee" - Decision Making Entity on Diversitys

The "Diversity Steering Committee" is an entity for making diversity-related decisions.


The committee meets thrice a year with the Chief Operating Officer (Toshiyuki Shiga) as
chairman and representative executives from each division. Diversity is integral to
Sanpin's corporate strategy and the committee sets a range of policies including specific
goals, action plans and progress assessment.

Establishment of "Diversity Development Office"

Established in fall 2004, the "Diversity Development Office" is an organization dedicated


to promote diversity. It is independent from the Human Resources division and works to
promote innovative approaches in diversity for the company on a global level.

Promotion of Local Diversity Activities as a Global Strategy

Diversity issues in Japan are different to those in other regions such as the U.S. and
Europe. Each region implements its own diversity action plans with a common goal i.e.
to respect and take full advantage of diversity as a competitive strength for Sanpin.
WINNING STRATEGIES OF SANPIN IN BAHAMAS

SANPIN is automobile Strategic Analysis and Outlook to 2025" is a comprehensive guide


to provide analysis and forecasts of the Bahamas automobile market for the period
2000 to 2025. Asset by asset details of all existing and planned projects across Bahamas
automobile market value chain are detailed in the report.

Driven by strong methodology and proprietary databases, reliable projections of


Bahamas automobile market - supply and demand are made to 2025. The research work
examines the existing market conditions, investment climate and competitive landscape
of upstream, midstream and downstream sectors.

SWOT Analysis and benchmarking tools are used to analyze and compare the real
prospects and challenges of investing or expanding in the industry. Further, the report
details all the investment opportunities sector wise, highlighting the
industry growth potential and project feasibility.

The report also analyzes three key companies in Bahamas automobile market. Business
operations, SWOT Analysis and financial performance of the companies are provided. All
latest developments in the industry along with their possible impact on the industry are
included in the report.
Table 14: Performance snapshot:
INDUSTRY SALES

FY 2011-12 FY 2010-11 Growth


Commercial 892,349 748,659 19.2%
Vehicles
Passenger 2,538,418 2,450,356 3.6%
Vehicles
Total 3,430,767 3,199,015 7.2%

COMPANY SALES

FY 2011-12 FY 2010-11 Growth


Commercial 530,204 458,288 15.7%
Vehicles
Passenger 333,044 320,252 4.0%
Vehicles
Total 863,248 778,540 10.9%

MARKET SHARE

FY 2011-12 FY 2010-11
Commercial 59.4% 61.2%
Vehicles
Passenger 13.1% 13.1%
Vehicles
Total 25.2% 24.3%
International Business - Organic growth

Volumes up 125% in FY04 to 22,046 units


Proportion of volumes from top 10 markets: 84% in FY04 vs 75%
in FY03
Consolidating presence in existing markets
Bangladesh, Sri Lanka and Europe
Entering niche markets for Passenger Cars
Agreement with MG Rover
Other markets being explored
Distribution of Safari in UK & Ireland through Phoenix Venture
Holdings
Strengthening position in new markets
Senegal, Russia and CIS countries
Exploring opportunities in China
Assembly units in key markets

Objectives and strategies

The company has a multifaceted strategy to position itself as a leading manufacturer of


premium vehicles offering high-quality products tailored to specific markets. The
company's success is tied to its investment in product development which drives the
strategic focus on capital expenditure, R&D and product design.

Sales and distribution

The company markets Jaguar products in 101 countries and Land Rover products in 177
countries, through a global network of 17 national sales companies (NSCs), 82
importers, 63 export partners and 2,351 franchise sales dealers, of which 585 are joint
Jaguar and Land Rover dealers. The company has established robust business processes
and systems to ensure that its production plans meet anticipated retail sales demand
and to enable the active management of its inventory of finished
vehicles and dealer inventory throughout its network.

The company has entered into arrangements with independent partners to provide
financing to its customers, including FGA Capital, a joint venture between Fiat Auto and
Credit Agricole, for the United Kingdom and European markets, Chase Auto Finance for
the US market, and local providers in a number of other key markets. The company's
financing partners offer its customers a full range of consumer
financing options.

MARKETING STRATEGY OF TATA MOTORS

The company designs, develops, manufactures and sells Jaguar premium sports saloons
and sports cars and Land Rover premium all-terrain vehicles, as well as related parts and
accessories. The company has a long tradition as a manufacturer of premium passenger
vehicles with internationally recognised brands, an exclusive product portfolio of award-
winning vehicles, a global distribution network and strong research and development
(R&D) capabilities. Jaguar and Land Rover collectively received over 145 awards from
leading international motoring writers, magazines and opinion formers during FY12.

The company operates three major production facilities and two advanced design and
engineering facilities all in the United Kingdom. At 31 March 2012, the company
employed 22,650 employees globally (including agency staff of 6,337). The company
operates a global sales and distribution network designed to achieve worldwide sales
and facilitate growth in key markets. The company's four principal regional markets are
Europe (excluding the UK and Russia), North America, the United Kingdom and China.
These respectively accounted for 23%, 19%, 20% and 17% of the company's wholesale
volumes in FY12 and 22%, 22%, 24% and 11% in FY11.
1. PRODUCT STRATEGY

Product is anything that can satisfy human needs and wants. The product is a
combination of tangible and intangible aspects of the products offered by the
manufacturer to the customers. The product strategy of TATA is that its focus is on
catering the needs of almost all the segments. TATA offers 12 brands consisting of TATA
Motors Aria,TATA Motors Indica Vista, TATA Motors Manza Club Class, TATA Motors
Nano, TATA Motors New Indica eV2, TATA Motors New Indigo eCs, TATA Motors Safari,
TATA Motors Safari Storme, TATA Motors Sumo Gold, TATA Motors Sumo Grande, TATA
Motors Vista Tech, TATA Motors Xenon and 150 variants spanning across all segments.
Thus company creates products that are unique and valued and it is attaining advantage
either through differentiation via new features, improved performance, after sales
service or through cost leadership.

2. PRICING STRATEGY

The price is the amount a customer pays for the product. It is fixed after considering
various factors such as market share, competition, material costs, product identity and
the customer's perceived value of the product. The business may increase or decrease
the price of product if other stores have the same product. The price decision is very
sensitive and for that special care is to be taken to get the competitive edge.It follows a
price-point-strategy wherein they have products available in almost all possible price
points.
Table 15: Models with Price Range
Car Models (Maruti) Price Range (Rs.)

TATA Motors Aria 10.18 to 17.01 lakh

TATA Motors Indica Vista 4.67 to 6.83 lakh

TATA Motors Manza Club Class 5.73 to 8.27 lakh

TATA Motors Nano 1.43 to 2.80 lakh

TATA Motors New Indica eV2 4.46 to 4.88 lakh

TATA Motors New Indigo eCs 4.80to 6.04 lakh

TATA Motors Safari 8.76 to 13.69 lakh

TATA Motors Safari Storme 10.29 to 14.33 lakh

TATA Motors Sumo Gold 6.25 to 7.54 lakh

TATA Motors Sumo Grande 7.29 to 9.08 lakh

TATA Motors Vista Tech 4.94 to 5.99 lakh

TATA Motors Xenon 9.98 to 11.02 lakh


3. DISTRIBUTION STRATEGY
Distribution strategy of a firm is a plan created by the management of a manufacturing
business that specifies how the firm wishes to transfer its products to intermediaries,
retailers and end consumers. TATA MOTORS has two manufacturing facilities in India.
Both manufacturing facilities have a combined production capacity of 14,50,000 vehicles
annually. It has the largest distribution & Service network comprising of over 400 sales
showrooms, over 600 dealer workshops, and 1900 Authorized Service Stations spanning
across over 1190 cities unparalleled in the country. It has 30 Express Service Stations on
30 National Highways across 1,314 cities in India. To increase their reach to rural India,
where setting up a complete dealership was very difficult, they opened extension
counters which are operated by some dealer in the city thereby ensuring increased
customer touch points without risking the viability of the dealers.
Table 16: Network Details
Years Sales Cities Dealer TATA Cities True Cities
Outlet Covered Sevice Authorised Covered Value Covered
By Service By Outlets By
Sales Service True
Network Value
2007- 600 343 683 2628 1220 266 166
2008
2008- 681 454 780 2767 1314 315 181
2009
2009- 802 555 906 2740 1335 341 198
2010
2010- 933 668 1101 1815 1395 358 208
2011
2011- 1100 801 1305 1653 1408 409 233
2012
2012-13 1204 874 1415 1514 1423 456 256
4. PROMOTION STRATEGY

The promotion includes all communications a marketer used in the market for his
products and services to create awareness, to persuade the customers, to buy and
retain in future also. The promotional strategy of TATA MOTORS is very effective. The
company has launched road safety mission under which 5,00,000 people will be trained
in the next three years. This will be done through two channels - Institute of Driving
Training and Research (IDTR) and the TATA MOTORS Driving Schools spread across The
country. Of the 5, 00,000 people to be trained, at least 1,00,000 will be people from
underprivileged section of society, who are keen to take driving as a profession. The
company has always promoted the concept of "Reduce, Reuse, Recycle" (3R's).

ROAD SHOWS: The Company organizes road shows to display vehicles in the
pavilions during various college festivals and exhibition.

RADIO: Radio is one of the biggest medium to communicate. The company goes
for radio announcements to convey about the product features, price, qualities,
etc.

PRINT MEDIA: The company also promotes with the help of print media
Advertisement is given in leading newspapers as well as they distribute
brochures and leaflets at public places to reach the customers. At times they
organize workshops and seminars to display their models and they also offer test
drive. The company also advertises through banners and posters.
Tata motors Breathtaking Strategies

TATA MOTORS was the undisputed leader in the automobile utility-car segment
sector, controlling about 84% of the market till 1998. With increasing
competition from local players like Telco, Hindustan Motors, Mahindra &
Mahindra and foreign players like Daewoo, PAL, Toyota, Ford, Mitsubishi, GM,
the whole auto industry structure in India has changed in the last decade and
resulted in the declining profits and market share for TATA MOTORS. At the
same time the Indian government permitted foreign car producers to invest in
the automobile sector and hold majority stakes. In the wake of its diminishing
profits and loss of market share, TATA MOTORS initiated strategic responses to
cope with Indias liberalization process and began to redesign itself to face
competition in the Indian market.
FUTURE PROJECTION NEXT 2 YEARS

Whats in store for 2014-15

The Organisation for Economic Cooperation and Development (OECD) has lowered its
earlier projection of Gross Domestic Product (GDP) growth on India from 5.9% to 5.3%
in 2014

> But OECD has pegged India's growth at a higher 6.4% in 2015, a figure projected by
the Prime Minister's Economic Advisory Council (PMEAC) for 2014-15

> Large Infrastructural projects need to be approved fast

> India's structural bottlenecks and slow policy implementation could constrain
investment and growth potential

Tata Motors goal is to enhance its leadership inIndia, and establish meaningful
presence in select international markets.The company will achieve this by developing
and marketing relevant products, on its existing platforms and new ones, which delight
consumers in every market they are introduced in.

Table 5: TATA MOTORS Export Trends (No. of Vehicles)


Category 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
Passenger 1,66,40 1,75,57 1,98,45 2,18,40 3,35,72 4,46,14 4,53,47
Vehicles 2 2 2 1 9 5 9

Commercia 29,940 40,600 49,537 58,994 42,625 45,009 76,297


l
Vehicles
Grand Total 196342 216172 247989 277395 378354 491154 529776
500000

450000

400000

350000

300000

250000 PV Exports
CV Eports
200000

150000

100000

50000

0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11

Tata Motors entered Bahamas automobile market in 2004 to open two production
facilities to make small cars but its original intention was to take advantage of European
Unions Free Trade Agreement (FTA). Tata motors would use this to assemble and
export its cars to European markets as its competitors like Toyota, Volkswagen and Ford
were already doing. With the growing demand of cars within the country itself, the
company targeted both local and international market.
RESOURCES REQUIRED TAPPING THE BUSINESS OPPORTUNITY IN
BAHAMAS

NASSAU MOTOR COMPANY:-

The professionals at Nassau Motor Company put you behind the wheel of a new
Chevrolet or Honda automobile. A variety of pre-owned vehicles are also available.

To keep automobile in tip top condition, Nassau motor companys factory-trained and
ASE certified technicians provide fast and efficient vehicle servicing and repairs, using
high quality materials such as ACDelco, GM and Honda Parts.

Nassau Motor Company takes care of transportation requirements in the Bahamas.


Nassau Motor Company is a member of the Bahamas chamber of commerce and the
Bahamas Motor Dealers Association.

CAR HIRE BAHAMAS:-


Book a car hire in the Bahamas and enjoy a holiday where you can sample a little of
everything, it s a perfect place to please all of the family!

The Bahamas is a country located in the Atlantic Ocean that is made up of 29 tropical
islands. Holiday in the Bahamas with a hire car and enjoy relaxing on sandy beaches,
exploring hidden spots whilst meeting the friendly locals and stopping at great tourist
attractions.

A car hire in Nassau is a great way to kick start your adventure. This glamorous city
located on the New Providence Island is a holiday hotspot. Take a dive in the warm
waters and disciver one of the worlds oldest underwater cave systems, located in the
Lucayan National Park. This is a small island just 300 yards from the shoreline.
Car Hire in Nassau, Bahamas
Discover Nassau with a Car Hire from Auto Europe:

A car hire in Nassau is the best way to explore the beautiful island of New Providence.
Tour this lively city and its tropical surroundings all in the comfort of your own car hire
vehicle.

Take your Nassau hire car and explore the history of the city, admiring the Victorian
architecture of the historic buildings. Call in at the Pirates of Nassau museum and stop
by the Ardasta Gardens and Zoo to watch the wildlife at play! After dark the city takes
on a whole new life, with live shows, casinos, night clubs and theatre shows. Hire a car
in Nassau and enjoy a fantastic holiday experience.

With so many great islands to choose from why not collect a hire car in Freeport and
discover the beauty of Grand Bahamas Island? Before you head off on your island
adventure read our useful Bahamas driving information guide.
Additional Services
Book a Car Hire in Bahamas with Auto Europe:
Booking a car hire in Bahamas with Auto Europe is both easy and economical. We have
a large and modern car hire fleet in Bahamas, at all the major pick up locations.
Furthermore, Auto Europe offers you the best prices, combined with a stellar customer
service, available 7 days a week. For more information, please review our car hire
FAQs or contact Auto Europe on 0800 358 1229. For travel tips, read our Bahamas travel
information and Bahamas driving information guides before booking your cheap car
hire.

AN AUTOMOBILE IS A NECESSITY FOR MOST EMBASSY EMPLOYEES:-


Most popular American, British, German, and Japanese automobile
manufacturers are represented here with full-service repair facilities. As with all
major items imported into the Bahamas, such as electrical appliances, TVs, etc.,
the warranties on vehicles imported by individuals (as opposed to Bahamian
automobile dealers) are not honored in the Bahamas. Buying a car is expensive in
the Bahamas, as the price includes a duty of 4565% and Stamp Tax of 7% based
on the value of the car.

Several factors should be considered in selecting the vehicle to bring to post. A


few roads are narrow with sharp curves, potholes, and rough surfaces. Salt spray
and high humidity cause body rust and corrosion of battery terminals and other
electrical connections. Protect automobiles against rust with a coat of wax before
shipment. It is not necessary to remove catalytic converters. Unleaded gasoline is
available in Nassau; leaded gas is available in regular 95 octane and premium 97
octane. Gasoline costs approximately $2.90 per U.S. gallon. Diesel fuel is also
available at some Shell, Texaco, and Esso service stations for $3.00 per gallon.

Employees who are announced to the Ministry of Foreign Affairs as members of


the Administrative and Technical Staff (employees assigned to the pre-clearance
unit, support staff, etc.) are permitted to bring in one vehicle duty-free their first
six months at post. The Embassy strongly advises these employees to bring in new
vehicles or vehicles in very good shape if they plan on staying in the Bahamas for
several years. Employees on the diplomatic list are permitted to clear two
vehicles duty-free with no limitation on when they can be brought into the
country.

Ship automobiles to Nassau using the same routing as for surface shipments. If
shipping via the U.S. Despatch Agency, be aware that this agency does not
provide commercial insurance. If you drive your automobile to Miami for
shipment, contact the U.S. Despatch Agent at 3055262905 for instructions. Be
sure to have your travel orders and title when ready to ship your vehicle.

The Embassy assists all U.S. Government employees in the customs formalities of
clearing and incoming POV, as well as with the required safety inspection,
registration, and obtaining Bahamian drivers licenses, at no charge. Employees or
eligible family members with valid U.S. drivers licenses are not required to take
any tests to obtain a Bahamian drivers license.

Bahamian law requires that all vehicles be insured for third-party liability, and
only Bahamian companies are licensed to write these policies. Check your policies
carefully to ensure that all drivers in the family are covered. When shipping POV,
make sure that a copy of the vehicles title accompanies the vehicle. This
document is essential for clearing, insuring, and licensing of POV. If for some
reason the POV title is not available, please provide the shipper with an invoice or
any other legal document that has the vehicles serial number.

Several automobile rental agencies are in Nassau and Freeport, including


subsidiaries of some well-known American agencies. Rental fees vary with the
size and type of vehicle and the duration of the rental period, but are much
higher than rental fees in the U.S. Several agencies also rent motorbikes, but they
should be avoided because of the vehicles very high accident rates.

Traffic moves on the left side of the road in the Bahamas. Road conditions vary
from four-lane highways to narrow streets with sharp curves but are generally in
good condition. Some back road surfaces are very poor with potholes and badly
eroded shoulders that could damage a vehicle. Surface drainage is poor and large
areas of standing water can be found on the roads after a heavy rainstorm.
Posted highway speeds vary from 25 to 45 miles per hour. Cars, taxis, and buses
often stop unexpectedly in the middle of the road to pick up or discharge
passengers. The recent influx of vehicles has aggravated an already critical traffic
problem causing extensive delays during the morning and evening rush hours.
The normal 10-minute drive from the Embassy to Cable Beach can run three or
four times that at peak periods.

Regional travel throughout the Bahamas is principally by commercial, charter, or


private aircraft. Round-trip fares on car ferries serving Eleuthera, Andros, and
Abaco from Nassau are $200 for a car and one driver and approximately $65 for
foot passengers. Some travelers use the services of inter-island mail boats.
Nineteen mail boats depart Nassau for the Family Islands each week; one-way
fares range from $30 to $70. Service on a commercial catamaran is now offered
between New Providence and Eleuthera for $100 per person roundtrip.

Several direct flights connect Nassau with major American airports daily.
American Eagle provides hourly service to Miami. Bahamasair, Continental, Delta,
U.S. Airways, Chalks Ocean Airways and others provide direct service to Atlanta,
Charlotte, Cincinnati, Fort Lauderdale, Miami, New York, Orlando,
Raleigh-Durham, Philadelphia, Tampa, and West Palm Beach. British Airways
offers direct service to London Gatwick; Air Canada has flights to Toronto on
Saturday and Sunday only. Schedules change frequently.
EASY ECO-CAR TO BEGIN SELLING WHEEGO LIFE EVS IN THE BAHAMAS:-

The Wheego LiFe will soon be sold in the Bahamas by EASY Car Sales. The dealership will
sell the EV through its division called EASY Eco-Car.

Wheego LiFe

There is no doubt that EVs are well suited for the Bahamas. With short driving distances
and the price of fuel being outrageously expensive, EVs are perfect there.

John Felder, President and CEO of Cayman Automotive Leasing and distributor of these
electric vehicles stated:

The Caribbean is the perfect place for electric vehicles, shorter traveling distances,
lower speed limits, abundance of sunlight for solar panel charge stations and a
community that wants to protect their natural beauty and environment for all future
generations.

The Bahamas has more than enough sun to allow for electric vehicle charging to be
done with solar power. The protection of natural resources in the Bahamas is crucial as
the ecology of islands is not something they should tamper with.
OPPORTUNITY COMPANYS FUTURE ACTIVITIES

In accord with the companys overall strategy aiming at growth and sustainable
expansion, the company persisted last year in identifying and selecting investment
opportunities that complement those of the company and its subsidiaries, and to
capture the growth opportunities in new activities and domains that would open
horizons for the company and enhance the diversity of activities and geographical
dispersal and also enforcing balanced investments. The company progressed during year
2013 in implementing its overall strategy aiming at realizing sustainable profit by
utilizing all available productive capacities, expand and enhance regional spread in order
to achieve higher benefits for shareholders and maximize the return from activities.

By implementing its future plans and realizing its objectives of expansion and
profitable growth, the company shall endeavor to generate profits from three main
sources, namely:
- Operational profits resulting from the activities of the business units and
subsidiary companies.
- Capital profits resulting from the portfolio of direct and indirect investments,
both locally and regionally.

The company will adopt diversity in its activities hence its sources of profits, aiming to
realize balance, high level of protection and mitigation of possible risks thus can face the
economical fluctuations both locally and regionally.

The companys future plans which aim at expansion and diversity will encompass good
growth opportunities through geographical disperse and conducting activities new
geographical areas and emerging markets. In addition to diversity in the company
activities by capturing strategic growth opportunities.
Furthermore, the companys future plans aim at maximizing the benefits and also
capture growth and expansion opportunities such as those available in Qatar and other
Gulf Arabian countries as they are considered the most growing regions in the world.
This will mean growth in revenues, net profits, return on shareholders equity, and
maximizing shareholders benefits.
FINDINGS

Sanpin Motors Ltd has been a very profitable Company for the past 33 years,
which is due mainly to very hard work and our excellent marketing of the Nissan
product. Sanpin Motors motto is Customers for Life and is proud to
consistently offer the very best of customer care and satisfaction.

Latest transaction of sanpin motor limited to other country.

Latest port transaction, Trading Transactions, Import history of sanpin motor


limited in Bahamas
26 January 2014, the Managing Director Karl Slym was found dead. He fell from
the 22nd floor to the 4th floor of the Shangri-La Hotel in Bangkok where he was
to attend a meeting of Tata Motors Thailand.
Strong Presence in the Marketplace, Unique Understanding of Customer Need
Skill Base developed Over the Last 40 Years, People Strength are the factors of
success for Tata.
Tata Motors goal is to enhance its leadership in India, and establish meaningful
presence in select international markets. The company will achieve this by
developing and marketing relevant products, on its existing platforms and new
ones, which delight consumers in every market they are introduced in.
Export Shipments, Import Shipments, Latest Import Export News of Tata.
Swot analysis of Tata motors and sanpin motors.
Market opportunities for export import trade and investment in Bahamas.

The Bahamas welcomes foreign direct investment. It is a small developing


country with an open economy, the two primary pillars of which are tourism and
financial services. The economy has been undergirded by sound economic,
monetary and fiscal policies, as well as uninterrupted parliamentary democracy
since 1729. These have bolstered investor confidence and as the record reflects,
facilitated great returns on those investments.
Inward investment into Gujarat or India, Policy and norms of India and Bahamas.
The Company's total domestic sales grew by 10.9% to 8, 63,248 vehicles in FY
2011-12. Commercial Vehicle sales increased by 15.7% to 530,204 units, while
Passenger Vehicles sales grew by 4% to 333,044 units.
India export to Bahamas april-2010-march-2011 2,173.18 Lacs april-2011-march-
2012 2,243.52 %growth in INR 6.36.
India import from Bahamas april-2010-march-20112, 028.91 Lacs1, 568.73 april-
2011-march-2012 2,243.52 %growth in INR -22.68.
Sanpin Export /Import in Bahamas, Global strategy of Tata motors and Sanpin.
Marketing strategy of Tata motors, Tata motors export trends, Maruti Suzukis
breathtaking strategies, Winning strategies of sanpin in Bahamas.
Resources required tapping the business opportunity in Bahamas.
SUGGESTIONS

Automobile manufacturers are represented here with full-service repair


facilities. The Company persisted last year in identifying and selecting investment
opportunities that complement those of the company and its subsidiaries, and to
capture the growth opportunities in new activities and domains that would open
horizons for the company and enhance the diversity of activities and
geographical dispersal and also enforcing balanced investments.
Tata Motors entered Bahamas automobile market in 2004 to open two
production facilities to make small cars but its original intention was to take
advantage of European Unions Free Trade Agreement (FTA). Tata motors would
use this to assemble and export its cars to European markets as its competitors
like Toyota, Volkswagen and Ford were already doing with the growing demand
of cars within the country itself, the company targeted both local and
international market.
Large Infrastructural projects need to be approved fast.

"Diversity Development Office" is an organization dedicated to promote


diversity. It is independent from the Human Resources division and works to
promote innovative approaches in diversity for the company on a global level.
Promotion of Local Diversity Activities as a Global Strategy.

Diversity issues in Japan are different to those in other regions such as the U.S.
and Europe. Each region implements its own diversity action plans with a
common goal i.e. to respect and take full advantage of diversity as a competitive
strength for Sanpin.

Enhance its leadership in India, and establish meaningful presence in select


international markets. The company will achieve this by developing and
marketing relevant products, on its existing platforms and new ones, which
delight consumers in every market Tata Company, are introduced.
CONCLUSION IN TERMS OF PROPOSED BUSINESS PLAN SANPIN COMPANY

1) The strategy of Sanpin Company focuses on attaining its optimal goal being
maximization of shareholders equity by working diligently to double the value of their
investment assets. In order to achieve this goal the management employ all efforts and
capabilities to capture the investment opportunities that bring about long term profits
with low risk to the investors, this by developing successful operational activities
concentrating mainly on real estate, services and telecommunication sectors as well as
stable operational activities that would generate profits to be distributed to
shareholders.

Strength & Chances of Success

Stable domestic economic situation with expectations of increased government


spending as per the developmental plan.
Lower cost of financing the projects as compared with the previous years.
Companys solid financial position based mainly on the capital paid by the
shareholders, which makes it easy for the company to borrow for new investment
projects.
Companys expertise in real estate sector, which facilitates setting up strong strategic
alliances beneficial for the Company.
Cumulative professional management expertise in the various business sectors.
Potential investment projects to be carried out by the company inside and outside the
State of Kuwait
Strength & Companys Risks

Risks related to real estate market namely inflated prices which would reduce return on
investment.
Risk of relying on few main parties
Competition the company is expected to face from new and existing companies
Difficulty to finance the projects through the finance institutions
Ambiguous domestic political situations
Geo-political circumstances in the region and their impact on the Kuwaiti economy in
general and the real estate sector in particular

2) Product Leadership
SANPIN has strategic alliances with the experts in the Industry and is consistently
developing its market intelligence and approach which has led it to become a leader in
the products offered from a pioneer in the focused business areas.

Company believe that their "ready-to-deploy products" can map to the requirements of
your organization and facilitate the creation of a world-class Enterprise-wide e-business
practice. SANPIN has a proven track for the availability of all required Technical,
Financial, Infrastructural capabilities to take up such responsibilities.

The company have group of young, dynamic, creative and aspiring technocrats having
mammoth experience in the arena of Information Technology and allied market place,
who do dare to dream. Our strength is our knowledge and experience spanning across
the globe in diverse business domains and our commitment to our client is another
ingredient to strengthen our strength further. We are an Equal Opportunity
Organization believe in team work and performance. Dreaming, Achieving, Growing and
Sustaining together is our organizational belief and we practice it as our religion.

Domain Expertise
SANPIN has an in-depth understanding and significant insights into the working of
various industries, which we have consolidated into a leverageable knowledge base. Our
software practice areas, products and services enables us to provide innovative,
customized and flexible technology solutions that address the entire range of an
industry's business needs.

SANPIN has been providing domain focused quality products & solutions to clients in
industry verticals covering Chemicals, Pharmaceuticals, Construction, Retail, Electronics,
Mining, Telecom, Oil & Gas, Infrastructure, Mobile, Food & Agriculture, Automobiles
and many more.

Experience
Over the years, SANPIN has gained a wealth of experience in various aspects of business
and industry including the areas of conceptualization, packaging and structuring of
technology solutions, which are specific to our clients requirements and address the
organizational needs.

SANPIN's business knowledge is complemented by a wide spectrum of Software and


Service offerings which enables us to devise the most technologically advanced and
cost-effective solutions in every business domain using Information technology.
BIBLIOGRAPHY

http://atlas.media.mit.edu/explore/tree_map/hs/import/bhs/show/8703/2011 /

http://insideevs.com/easy-eco-car-begin-selling-evs-bahamas/
Companyhttp://www.nassaumotor.com/
http://www.auto-europe.co.uk/go/car-hire/bahamas/nassau/
http://www.ediplomat.com/np/post_reports/pr_bs.htm

http://www.sanpinholding.com/profile.html

http://www.bahamaslocal.com/search_events/finance/10/default/6
http://www.ibef.org/download/TataMotors.pdf

http://en.wikipedia.org/wiki/Tata_Motors

http://www.infodriveindia.com/companies/tata-motors-limited-28.aspx

http://www.greatexportimport.com/b-sanpin_motors_ltd/373435

http://www.tradesparq.com/Customs/187548/Customs-Data-Sanpin-Motors-Limited

http://preownedbahamas.com/about/

http://www.nissanbahamas.com/en/web/header/header_19062.html

http://www.worldautopages.biz/company/sanpin-motors-ltd-10479.html

http://www.tradeinfo365.com/NorthAmerica/SANPIN-MOTORS-LTD.html