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SUMMER TRAINING REPORT

ON
SALES AND DISTRIBUTION CHANNELS OF TATA
MOTORS LTD

Submitted in Partial Fulfillment of the requirement for


the towards of the degree of
Master of Business Administration (MBA)
To
Integral University, Lucknow

SUBMITTED To: SUBMITTED BY:


Dr. Gaurav Bisaria Arsh Abbas
Enrollment No.: 1800103450
Roll No.: 1801022026
MBA 2nd Year 3rd Sem.

Department of Business Management


Faculty of Management & Research
Integral University, Lucknow
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Ref: HRIXO/Cer/ST/2018/09 Date: 12th July 2019

Certificate of Summer Training

This is to certify that Mr. Arsh Abbas has undergone for summer training from 12th June
2019 to 11th July 2019 on the following project:

Protect Title

“SALES AND DISTRIBUTION CHANNELS OF TATA MOTORS LTD”


He has taken keen interest in the project and completed the assignment successfully.
We wish him every success in life.

For TATA Marcopolo Motors limited

ii
GUIDE CERTIFICATE

TO WHOMSOEVER IT MAY CONCERN

This is to inform you that Arsh Abbas student of MBA has performed his Summer

Training on the topic “Sales And Distribution Channels Of Tata Motors Ltd” for the

period. I found him hardworking & sincere I wish him all the west for his Future.

Dr. Gaurav Bisaria


Faculty, Guide of
Management and Research
Integral University Lucknow

iii
DECLARATION

I Arsh Abbas the student of Master of Business administration (MBA IInd Year

IIIrd Sem.) in Integral University (2017-18)) hereby declare that I have

completed this project on “Sales And Distribution Channels of Tata Motors

Ltd” This information submitted is true & original to the best of my knowledge.

Arsh Abbas
Enrollment No.: 1800103450
Roll No.: 1801022026
MBA 2nd Year 3rd Sem.

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ACKNOWLEDGMENTS

The satisfaction and euphoria that accompany the successful completion of any task is
incomplete without the mention of people who helped in making it possible. While it may
not be possible for me to express my gratitude to them individually but I wish to place on
record my deepest sense of gratitude to all the retailers in Delhi & Noida for the help they
extended to me during the completion of my thesis work.

I would like to thank, Dr. Gaurav Bisaria my guide, for his inspiring and invaluable
guidance throughout my work. I would like to thank him for all the advice,
encouragement, help and everything that I learnt from him.

I am deeply indebted to my friends and family, for kind interest in my work and his
encouragement. It was pleasure learning about how the whole process of buying works.
Without him this thesis would not have been possible.

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EXECUTIVE SUMMARY

Tata Motors Limited is an Indian multinational automotive corporation headquartered in


Mumbai, India. Part of the Tata Group, it was formerly known as TELCO (TATA
Engineering and Locomotive Company). Its products include passenger cars, trucks, vans
and coaches.
Tata Motors is South Asia’s largest automobile company; it is the leader in commercial
vehicles and among the top three in passenger vehicles. Worldwide it is the world's
fourth-largest truck manufacturer and second-largest bus manufacturer. It has auto
manufacturing and assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand,
Dharwad and Pune, India, as well as in Argentina, South Africa, Thailand and the United
Kingdom. Tata Motors has produced and sold over 4 million vehicles in India since 1954.
Established in 1945 as a manufacturer of locomotives, the company manufactured its first
commercial vehicle in 1954 in collaboration with Daimler-Benz AG, which ended in
1969. In 2010, Tata Motors surpassed Reliance to win the coveted title of 'India's most
valuable brand' in an annual survey conducted by Brand Finance and The Economic
Times
Tata Motors is a part of the Tata Group manages its share-holding through Tata Sons.
The company was established in 1950 as a locomotive manufacturing unit and later
expanded its operations to commercial vehicle sector in 1954 after forming a joint
venture with Daimler-Benz AG of Germany. Despite the success of its commercial
vehicles, Tata realized his company had to diversify and he began to look at other
products. Based on consumer demand, he decided that building a small car would be the
most practical new venture. So in 1998 it launched Tata Indica, India's first fully
indigenous passenger car. Designed to be inexpensive and simple to build and maintain,
the Indica became a hit in the Indian market. It was also exported to Europe, especially
the UK. Tata acquired Spanish bus and coach manufacturer Hispano Carrocera in 2009.
In 2006 it formed a joint venture with Marcopolo S.A. of Brazil, and introduced low-
floor buses in the Indian Market under the name Tata Marcopolo Bus. Recently, it has
acquired British Jaguar Land Rover (JLR), which includes the Daimler and Lanchester
brand names.

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TABLE OF CONTENT

Sl.No TOPIC

1. CHAPTER-1.0 INTRODUCTION
1.1 OVERVIEW OF INDUSTRY AS A WHOLE

2. CHAPTER-2.0 COMPANY PROFILE


2.1 PROFILE OF THE ORGANISATION
2.2 PROBLEMS OF THE ORGANISATION
2.3 COMPETITION INFORMATION
2.4 SWOT ANALYSIS
3. CHAPTER-3.0 CONCEPTUAL DISCUSSION
4. CHAPTER-4.0 RESEARCH METHODOLOGY
4.1 RESEARCH OBJECTIVES
4.2 RESEARCH DESIGN
4.3 DATA SOURCES
4.4 QUESTIONNAIRE DESIGN
4.5 SAMPLING DESIGN
4.6 LIMITATION OF STUDY
5. CHAPTER-5.0 DATA ANALYSIS AND INTERPRETATION
6. CHAPTER-6.0 FACTS AND FINDINGS
7. CHAPTER-7.0 RECOMMENDATIONS
CHAPTER-8.0 CONCLUSION
8. BIBLIOGRAPHY
9. ANNEXURE

vii
CHAPTER – 1
INTRODUCTION
This project report is based on an in-depth analysis of an Automobile industry. The
companies selected are:
 TATA MOTORS LIMITED.
 MARUTI UDYOG LTD.
 HONDA SIEL LTD.
 HINDUSTAN MOTORS LTD.
 GENERAL MOTORS LTD.
A thorough study of these companies, how they came into existence and their operations
in India has been presented along with analysis. The companies were analysed in the
backdrop of Indian car industry.
The report begins with an introduction to car industry, discussing how they entered the
scene of Indian Automobile market. Thereafter an intense study has been done regarding
their history, their origin, development, expansion, strategies, mission, vision and how
these companies work.
The findings forms the major part of the report in which an intense study has been done
of the companies selected confining automobile industry. It discusses comparison of the 5
companies on the basis of their attributes.
The next section of the report is the limitations, which mentions the major limitations
faced while writing the project report. After this section, conclusions have been drawn
and recommendations given to the companies under study for better functioning and
availing all opportunities that come its way.
Conclusion section includes the analysis of these companies. This has been done keeping
the industry in mind. Appendix sections show the questionnaires filled by the various
customers. Bibliography section mentions various sources from where the information
has been extracted.

1
INDUSTRY OVERVIEW
The automotive industry in India has undergone a rapid transformation in the last few
years. Form a small industry sector held by a few traditional monopoly units, it has been
able to evolve into one of the most dynamic sector of the Indian economy, driven by
market forces. This has been brought about only through the process of liberalisation,
which has provided a Tata tiple impetus to the Indian economy. Brimming with change
and challenges, the automotive sector has not only been encouraging domestic
manufacturers to compete in a market which is flooded with major global players but is
also attracting many more global majors to enter the fray.
The arrival of new players into the market has encouraged component manufacturers to
invest in fresh capacities. However, the scenario has changed in the last two yeas and
growth in the industry has been sliding mainly because today the market is flooded with
too many players which has resulted in fragmented capacities in the vehicle sector. The
situation has turned very grim with buses and trucks showing a negative growth of –37
percent in 2007-07. The LCV sector has also shown a negative growth of 23..5 percent in
the last one year.
However, motorcycles seem to be the only segment which has shown a growth of about
14 percent in 2009-10. The market share of each of the major players has also
consequently reduced. The slump continues to exist for the year 1998 also mainly
because of high rates of interest, inflation and reduction in overall expenditure by the
government and industry. Consequent to this, the auto component sector has also been
effected by this slump in demand which has resulted in very low production growth of 5
percent only in 1999-00. Many of the component manufacturers are able to utilise only
50-60 percent of their capacities. Therefore, only scope to increase production would be
to shift focus to exports.

2
INDIA IS EMERGING AS THE PREFERRED AUTO COMPONENT
OUTSOURCING DESTINATION OF THE WORLD.

The Indian auto Components Industry


Investment: US$ 3100 mn (2009-10)
Production: US$ 6730 mn (2009-10)
Exports: US$ 1100 mn (2009-10)
Key players: 415 units (in the organized sector)
Employment: 250,000 individuals

(Source: ACMA)

3
(Source: ACMA)

(Source: ACMA)
Automotive components

4
.

5
Chapter – 2
COMPANY PROFILE
Tata Motors Limited is India’s largest automobile company, with consolidated revenues
of Rs.1,23,133 crores (USD 27 billion) in 2010-11. It is the leader in commercial vehicles
in each segment, and among the top three in passenger vehicles with winning products in
the compact, midsize car and utility vehicle segments. The Company is the world's fourth
largest truck manufacturer, and the world's third largest bus manufacturer.
The Company's over 25,000 employees are guided by the vision to be "best in the manner
in which we operate, best in the products we deliver, and best in our value system and
ethics."
Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of
India. Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out in
1954. The Company's manufacturing base in India is spread across Jamshedpur
(Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand),
Sanand (Gujarat) and Dharwad (Karnataka). Following a strategic alliance with Fiat in
2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon
(Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The Company's
dealership, sales, services and spare parts network comprises over 3500 touch points;
Tata Motors also distributes and markets Fiat branded cars in India.
Tata Motors, the first Company from India's engineering sector to be listed in the New
York Stock Exchange (September 2004), has also emerged as an international automobile
company. Through subsidiaries and associate companies, Tata Motors has operations in
the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business
comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired
the Daewoo Commercial Vehicles Company, South Korea's second largest truck maker.
The rechristened Tata Daewoo Commercial Vehicles Company has launched several new
products in the Korean market, while also exporting these products to several
international markets. Today two-thirds of heavy commercial vehicle exports out of
South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in

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Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the
remaining stake in 2009. Hispano's presence is being expanded in other markets. In 2006,
Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in
body-building for buses and coaches to manufacture fully-built buses and coaches for
India and select international markets. In 2006, Tata Motors entered into joint venture
with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and
market the Company's pickup vehicles in Thailand. The new plant of Tata Motors
(Thailand) has begun production of the Xenon pickup truck, with the Xenon having been
launched in Thailand in 2008.
Tata Motors is also expanding its international footprint, established through exports
since 1961. The Company's commercial and passenger vehicles are already being
marketed in several countries in Europe, Africa, the Middle East, South East Asia, South
Asia and South America. It has franchisee/joint venture assembly operations in Kenya,
Bangladesh, Ukraine, Russia, Senegal and South Africa.
The foundation of the Company's growth over the last 50 years is a deep understanding of
economic stimuli and customer needs, and the ability to translate them into customer-
desired offerings through leading edge R&D. With over 4,500 engineers and scientists,
the Company's Engineering Research Centre, established in 1966, has enabled pioneering
technologies and products. The Company today has R&D centres in Pune, Jamshedpur,
Lucknow, Dharwad in India, and in South Korea, Spain, and the UK. It was Tata Motors,
which developed the first indigenously developed Light Commercial Vehicle, India's first
Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous
passenger car. Within two years of launch, Tata Indica became India's largest selling car
in its segment. In 2005, Tata Motors created a new segment by launching the Tata Ace,
India's first indigenously developed mini-truck.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and
the world have been looking forward to. The Tata Nano has been subsequently launched,
as planned, in India in March 2009. A development, which signifies a first for the global
automobile industry, the Nano brings the comfort and safety of a car within the reach of
thousands of families. The standard version has been priced at Rs.100,000 (excluding
VAT and transportation cost).

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Designed with a family in mind, it has a roomy passenger compartment with generous leg
space and head room. It can comfortably seat four persons. Its mono-volume design will
set a new benchmark among small cars. Its safety performance exceeds regulatory
requirements in India. Its tailpipe emission performance too exceeds regulatory
requirements. In terms of overall pollutants, it has a lower pollution level than two-
wheelers being manufactured in India today. The lean design strategy has helped
minimise weight, which helps maximise performance per unit of energy consumed and
delivers high fuel efficiency. The high fuel efficiency also ensures that the car has low
carbon dioxide emissions, thereby providing the twin benefits of an affordable
transportation solution with a low carbon footprint.
In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile
industry, in keeping with its pioneering tradition, by unveiling its new range of world
standard trucks called Prima. In their power, speed, carrying capacity, operating economy
and trims, they will introduce new benchmarks in India and match the best in the world in
performance at a lower life-cycle cost.
Tata Motors is equally focussed on environment-friendly technologies in emissions and
alternative fuels. It has developed electric and hybrid vehicles both for personal and
public transportation. It has also been implementing several environment-friendly
technologies in manufacturing processes, significantly enhancing resource conservation.
Through its subsidiaries, the Company is engaged in engineering and automotive
solutions, construction equipment manufacturing, automotive vehicle components
manufacturing and supply chain activities, machine tools and factory automation
solutions, high-precision tooling and plastic and electronic components for automotive
and computer applications, and automotive retailing and service operations.
Tata Motors is committed to improving the quality of life of communities by working on
four thrust areas – employability, education, health and environment. The activities touch
the lives of more than a million citizens. The Company's support on education and
employability is focussed on youth and women. They range from schools to technical
education institutes to actual facilitation of income generation. In health, our intervention
is in both preventive and curative healthcare. The goal of environment protection is
achieved through tree plantation, conserving water and creating new water bodies and,

8
last but not the least, by introducing appropriate technologies in our vehicles and
operations for constantly enhancing environment care.
With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.

Board of Directors
Mr. Ratan N. Tata (Chairman) Mr. Subodh Bhargava
Mr. V. K. Jairath Mr. Ravi Kant
Mr. Ranendra Sen Mr. Nusli N. Wadia
Dr. Ralf Speth Mr. S. M. Palia
Mr. Carl-Peter Forster Dr. R. A. Mashelkar
Mr. P. M. Telang Mr. Nasser Munjee

Key Management Personnel


Senior Management -
Mr. Carl-Peter Forster - Managing Director & Group CEO
Mr. P. M. Telang - Managing Director - India Operations
Mr. C. Ramakrishnan - Chief Financial Officer
Mr. Ravi Pisharody - President (CVBU)
Dr. Tim Leverton - Head (Advanced and Product Engineering)
Mr. S. B. Borwankar - Senior Vice President (Mfg Operations-CVBU)
Mr. Prabir Jha - Senior Vice President (Human Resources)
9
Mr. R. Ramakrishnan - Vice - President (Commercial - PCBU)
Mr. Girish Wagh - Head (Passenger Car Operations - PCBU)
Mr. R. T. Wasan - Head (International Business - CVBU)
Mr. Johnny Oommen - Head (International Business - PCBU)
Mr. H. K. Sethna - Company Secretary

Leadership with trust


The Tata group comprises over 90 operating companies in seven business sectors:
communications and information technology, engineering, materials, services, energy,
consumer products and chemicals. The group has operations in more than 80 countries
across six continents, and its companies export products and services to 85 countries.
The total revenue of Tata companies, taken together, was $67.4 billion (around
Rs319,534 crore) in 2009-10, with 57 per cent of this coming from business outside
India. Tata companies employ around 395,000 people worldwide. The Tata name has
been respected in India for 140 years for its adherence to strong values and business
ethics.
Every Tata company or enterprise operates independently. Each of these companies has
its own board of directors and shareholders, to whom it is answerable. There are 28
publicly listed Tata enterprises and they have a combined market capitalisation of about
$101.96 billion (as on June 30, 2011), and a shareholder base of 3.5 million. The major
Tata companies are Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata
Power, Tata Chemicals, Tata Global Beverages, Indian Hotels and Tata Communications.
Tata Steel became the tenth-largest steelmaker in the world after it acquired Corus, later
renamed Tata Steel Europe. Tata Motors is among the top five commercial vehicle
manufacturers in the world and has recently acquired Jaguar and Land Rover. TCS is a
leading global software company, with delivery centres in the US, UK, Hungary, Brazil,
Uruguay and China, besides India. Tata Global Beverages is the second-largest player in
tea in the world. Tata Chemicals is the world’s second largest manufacturer of soda ash
and Tata Communications is one of the world’s largest wholesale voice carriers.
In tandem with the increasing international footprint of Tata companies, the Tata brand is
also gaining international recognition. Brand Finance, a UK-based consultancy firm,

10
recently valued the Tata brand at $11.22 billion and ranked it 65th among the world's Top
100 brands. BusinessWeek magazine ranked Tata 17th among the '50 Most Innovative
Companies' list and the Reputation Institute, USA, in 2009 rated it 11th on its list of
world's most reputable companies.
Founded by Jamsetji Tata in 1868, Tata’s early years were inspired by the spirit of
nationalism. It pioneered several industries of national importance in India: steel, power,
hospitality and airlines. In more recent times, its pioneering spirit has been showcased by
companies such as TCS, India’s first software company, and Tata Motors, which made
India’s first indigenously developed car, the Indica, in 1998 and recently unveiled the
world’s lowest-cost car, the Tata Nano.
Tata companies have always believed in returning wealth to the society they serve. Two-
thirds of the equity of Tata Sons, the Tata promoter company, is held by philanthropic
trusts that have created national institutions for science and technology, medical research,
social studies and the performing arts. The trusts also provide aid and assistance to non-
government organisations working in the areas of education, healthcare and livelihoods.
Tata companies also extend social welfare activities to communities around their
industrial units. The combined development-related expenditure of the trusts and the
companies amounts to around 4 per cent of the net profits of all the Tata companies taken
together.
Going forward, Tata is focusing on new technologies and innovation to drive its business
in India and internationally. The Nano car is one example, as is the Eka supercomputer
(developed by another Tata company), which in 2008 was ranked the world’s fourth
fastest. Anchored in India and wedded to traditional values and strong ethics, Tata
companies are building multinational businesses that will achieve growth through
excellence and innovation, while balancing the interests of shareholders, employees and
civil society.

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Values and Purpose
Purpose
At the Tata group we are committed to improving the quality of life of the communities
we serve. We do this by striving for leadership and global competitiveness in the business
sectors in which we operate.
Our practice of returning to society what we earn evokes trust among consumers,
employees, shareholders and the community. We are committed to protecting this
heritage of leadership with trust through the manner in which we conduct our business.
Core values
Tata has always been values-driven. These values continue to direct the growth and
business of Tata companies. The five core Tata values underpinning the way we do
business are:
Integrity: We must conduct our business fairly, with honesty and transparency.
Everything we do must stand the test of public scrutiny.
Understanding: We must be caring, show respect, compassion and humanity for our
colleagues and customers around the world, and always work for the benefit of the
communities we serve.
Excellence: We must constantly strive to achieve the highest possible standards in our
day-to-day work and in the quality of the goods and services we provide.
Unity: We must work cohesively with our colleagues across the group and with our
customers and partners around the world, building strong relationships based on
tolerance, understanding and mutual cooperation.
Responsibility: We must continue to be responsible, sensitive to the countries,
communities and environments in which we work, always ensuring that what comes from
the people goes back to the people many times over.
Leadership with trust
The Tata group comprises over 90 operating companies in seven business sectors:
communications and information technology, engineering, materials, services, energy,
consumer products and chemicals. The group has operations in more than 80 countries
across six continents, and its companies export products and services to 85 countries.

12
The total revenue of Tata companies, taken together, was $67.4 billion (around
Rs319,534 crore) in 2009-10, with 57 per cent of this coming from business outside
India. Tata companies employ around 395,000 people worldwide. The Tata name has
been respected in India for 140 years for its adherence to strong values and business
ethics.
Every Tata company or enterprise operates independently. Each of these companies has
its own board of directors and shareholders, to whom it is answerable. There are 28
publicly listed Tata enterprises and they have a combined market capitalisation of about
$101.96 billion (as on June 30, 2011), and a shareholder base of 3.5 million. The major
Tata companies are Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata
Power, Tata Chemicals, Tata Global Beverages, Indian Hotels and Tata Communications.
Tata Steel became the tenth-largest steelmaker in the world after it acquired Corus, later
renamed Tata Steel Europe. Tata Motors is among the top five commercial vehicle
manufacturers in the world and has recently acquired Jaguar and Land Rover. TCS is a
leading global software company, with delivery centres in the US, UK, Hungary, Brazil,
Uruguay and China, besides India. Tata Global Beverages is the second-largest player in
tea in the world. Tata Chemicals is the world’s second largest manufacturer of soda ash
and Tata Communications is one of the world’s largest wholesale voice carriers.
In tandem with the increasing international footprint of Tata companies, the Tata brand is
also gaining international recognition. Brand Finance, a UK-based consultancy firm,
recently valued the Tata brand at $11.22 billion and ranked it 65th among the world's Top
100 brands. BusinessWeek magazine ranked Tata 17th among the '50 Most Innovative
Companies' list and the Reputation Institute, USA, in 2009 rated it 11th on its list of
world's most reputable companies.
Founded by Jamsetji Tata in 1868, Tata’s early years were inspired by the spirit of
nationalism. It pioneered several industries of national importance in India: steel, power,
hospitality and airlines. In more recent times, its pioneering spirit has been showcased by
companies such as TCS, India’s first software company, and Tata Motors, which made
India’s first indigenously developed car, the Indica, in 1998 and recently unveiled the
world’s lowest-cost car, the Tata Nano.

13
Tata companies have always believed in returning wealth to the society they serve. Two-
thirds of the equity of Tata Sons, the Tata promoter company, is held by philanthropic
trusts that have created national institutions for science and technology, medical research,
social studies and the performing arts. The trusts also provide aid and assistance to non-
government organisations working in the areas of education, healthcare and livelihoods.
Tata companies also extend social welfare activities to communities around their
industrial units. The combined development-related expenditure of the trusts and the
companies amounts to around 4 per cent of the net profits of all the Tata companies taken
together.
Going forward, Tata is focusing on new technologies and innovation to drive its business
in India and internationally. The Nano car is one example, as is the Eka supercomputer
(developed by another Tata company), which in 2008 was ranked the world’s fourth
fastest. Anchored in India and wedded to traditional values and strong ethics, Tata
companies are building multinational businesses that will achieve growth through
excellence and innovation, while balancing the interests of shareholders, employees and
civil society.

14
SWOT
Strengths
 The internationalization strategy so far has been to keep local managers in new
acquisitions, and to only transplant a couple of senior managers from India into
the new market. The benefit is that Tata has been able to exchange expertise. For
example after the Daewoo acquisition the Indian company leaned work
discipline and how to get the final product ‘right first time.’
 The company has a strategy in place for the next stage of its expansion. Not only
is it focusing upon new products and acquisitions, but it also has a programme of
intensive management development in place in order to establish its leaders for
tomorrow.
 The company has had a successful alliance with Italian mass producer Fiat since
2006. This has enhanced the product portfolio for Tata and Fiat in terms of
production and knowledge exchange. For example, the Fiat Palio Style was
launched by Tata in 2007, and the companies have an agreement to build a pick-
up targeted at Central and South America.

Weaknesses
 The company’s passenger car products are based upon 3rd and 4th generation
platforms, which put Tata Motors Limited at a disadvantage with competing car
manufacturers.
 Despite buying the Jaguar and Land Rover brands (see opportunities below); Tat
has not got a foothold in the luxury car segment in its domestic, Indian market. Is
the brand associated with commercial vehicles and low-cost passenger cars to the
extent that it has isolated itself from lucrative segments in a more aspiring India?
 One weakness which is often not recognised is that in English the word ‘tat’
means rubbish. Would the brand sensitive British consumer ever buy into such a
brand? Maybe not, but they would buy into Fiat, Jaguar and Land Rover (see
opportunities and strengths).

15
Opportunities
 In the summer of 2008 Tata Motor’s announced that it had successfully
purchased the Land Rover and Jaguar brands from Ford Motors for UK £2.3
million. Two of the World’s luxury car brand have been added to its portfolio of
brands, and will undoubtedly off the company the chance to market vehicles in
the luxury segments.
 Tata Motors Limited acquired Daewoo Motor’s Commercial vehicle business in
2004 for around USD $16 million.
 Nano is the cheapest car in the World - retailing at little more than a motorbike.
Whilst the World is getting ready for greener alternatives to gas-guzzlers, is the
Nano the answer in terms of concept or brand? Incidentally, the new Land Rover
and Jaguar models will cost up to 85 times more than a standard Nano!
 The new global track platform is about to be launched from its Korean
(previously Daewoo) plant. Again, at a time when the World is looking for
environmentally friendly transport alternatives, is now the right time to move
into this segment? The answer to this question (and the one above) is that new
and emerging industrial nations such as India, South Korea and China will have a
thirst for low-cost passenger and commercial vehicles. These are the
opportunities. However the company has put in place a very proactive Corporate
Social Responsibility (CSR) committee to address potential strategies that will
make is operations more sustainable.
 The range of Super Milo fuel efficient buses are powered by super-efficient, eco-
friendly engines. The bus has optional organic clutch with booster assist and
better air intakes that will reduce fuel consumption by up to 10%.
Threats
 Other competing car manufacturers have been in the passenger car business for
40, 50 or more years. Therefore Tata Motors Limited has to catch up in terms of
quality and lean production.

16
 Sustainability and environmentalism could mean extra costs for this low-cost
producer. This could impact its underpinning competitive advantage. Obviously,
as Tata globalises and buys into other brands this problem could be alleviated.
 Since the company has focused upon the commercial and small vehicle
segments, it has left itself open to competition from overseas companies for the
emerging Indian luxury segments. For example ICICI bank and DaimlerChrysler
have invested in a new Pune-based plant which will build 5000 new Mercedes-
Benz per annum. Other players developing luxury cars targeted at the Indian
market include Ford, Honda and Toyota. In fact the entire Indian market has
become a target for other global competitors including Maruti Udyog, General
Motors, Ford and others.
 Rising prices in the global economy could pose a threat to Tata Motors Limited
on a couple of fronts. The price of steel and aluminium is increasing putting
pressure on the costs of production. Many of Tata’s products run on Diesel fuel
which is becoming expensive globally and within its traditional home market.

17
CHAPTER – 3
CONCEPTUAL DISCUSSION

Sales and Distribution Channel of Tata Motors Ltd


Promotion is an intricate part of market mix. Marketing mix includes product, price,
place/distribution and promotion (4 Ps). The activities of the first three Ps -- product
planning, pricing, and distribution -- are performed mainly within the firm or between the
firm and its marketing “partners.” With promotional activities, a firm communicates
directly with potential customers.
Promotion is an attempt to influence. Promotional activities are designed to inform,
persuade, or remind the market of the firm and its products and ultimately to influence
consumers’ feelings, beliefs, and behavior. A successful promotion program should
include all the communication tools that can deliver a message to a target audience. A
promotion program can include five components: advertising, sales promotion, public
relations, sales force, and direct marketing.

Advertising. Advertising is a paid form of nonpersonal communication by an identified


sponsor. The mass media used include TV, radio, magazine, billboards, newspapers, and
direct mailing. Advertising is the most effective tool for building awareness of a
company, product or service. It is also relatively inexpensive based on the cost per
thousand people reached. However, broadcasting a message to everyone through media
such as television is not very targeted. The most effective advertising is narrowly targeted
and uses media targeting specific audience interests. The drawback is that most
advertising does not deliver sales quickly. It works mostly by changing minds, not
changing behaviors.

Sales Promotion. On the other hand, sales promotion changes behavior. Customers will
act upon a sale, an offer, or a chance to win something. Sales promotion activities include
coupons, discounts, in-store displays, trade shows, samples, in-store demonstrations, and
contests. A company can also sponsor trade promotion, in which supermarkets or other

18
retailers are given discounts to promote a specific product. However, most incentives are
short-term in nature. In addition, sales promotion targeting consumers weakens consumer
brand loyalty. Consumers increasingly expect to buy products below listed prices.
Consumers simply buy whichever brand is on sale during a particular week and switch to
a competing brand when it goes on sale. The only situation where sales promotion is
profitable is when the company truly has a superior product paired with low product
awareness. In this case, sales promotion will get people to try the product, and they will
be less likely to switch to a competing brand when sales are over.

Public Relations. Because sales promotion often loses money, and advertising is
becoming less effective and expensive, companies should investigate the impact of
marketing public relations. Marketing public relations is designed to create a positive
image of the company to a target market. It uses non-paid communication by presenting
commercially significant news in a published medium or obtaining favorable presentation
of the business or product on radio or television.
Tools to create publicity include publications (reports and brochures); events (sponsoring
activities and trade shows); news (favorable stories about the company, its people, and
products); community involvement (time or money invested in local interests); identity
media (business cards, stationary, and signs); lobbying activity; and social responsibility
to the environment and society.

Sales Force. The more complex the product or service, the more necessary to use sales
people who can answer questions and help customers. However, a company’s sales force
is one of the most expensive marketing communication personal selling than on any other
form of promotion. What is important is not the sales person’s costs but his/her costs in
relation to the sales he/she generated. A top sales person can often sell five to ten times
more than an average sales person. Companies trying to save money by paying less to the
sales people often have the highest costs-to-sales ratio with high turnover rate and high
training costs.
In addition to hiring good people, a company should help its sales people be more
productive by providing them sales tools, i.e., computers, fax machine, and e-mail, and

19
giving them easy access to company data to help them become more informed. Sales
people offer the advantage of one-on-one selling. They should be trained to consciously
find out what customers want and alert the company.

Direct Marketing. Direct marketing by mail, phone, or personal contact can be used to
effectively communicate with a very narrowly targeted group. Lists for direct marketing
purposes can be purchased from different sources. However, for direct marketing to be
effective, it is important to maintain a comprehensive customer database in the company
and manage the database in a way that it can be divided into subcategories for different
promotional programs.
All the promotional activities must be integrated to deliver a consistent and positive
message. A multi-media promotion campaign is usually more effective than any
promotional activity alone. For example, if a company is launching a new product or
program, it can contact the media to get free press and then run an advertisement offering
information, combined with offering sales promotion, direct marketing by mail or phone,
and product demonstration or a visit by sales people.
In developing a promotion program, a company must first determine the target audience,
the most important objectives, and a promotion budget and then design the promotion
activities accordingly. Promotional objectives can include providing product information,
stimulating demand, increasing store traffic, differentiating products, building a brand
image, reminding current customers about product benefits, countering competitors’
offers, responding to the news, smoothing out seasonal demand fluctuation, and
improving customer relationships. Promotion must be integrated into a firm’s strategic
planning because all elements of the market mix -- product, price, place, and promotion --
must be coordinated in order for a promotion program to be successful.

Segmentation is essentially the identification of subsets of buyers within a market who


share similar needs and who demonstrate similar buyer behavior. The world is made up
from billions of buyers with their own sets of needs and behavior. Segmentation aims to
match groups of purchasers with the same set of needs and buyer behavior. Such a group
is known as a 'segment'.

20
Segmentation is a form of critical evaluation rather than a prescribed process or system,
and hence no two markets are defined and segmented in the same way. However there are
a number of underpinning criteria that assist us with segmentation:
• Is the segment viable? Can we make a profit from it?
• Is the segment accessible? How easy is it for us to get into the segment?
• Is the segment measurable? Can we obtain realistic data to consider its potential?
There are many ways that a segment can be considered. For example, the auto market
could be segmented by: driver age, engine size, model type, cost, and so on. However the
more general bases include:
• by geography - such as where in the world was the product bought.
• by psychographics - such as lifestyle or beliefs.
• by socio-cultural factors - such as class.
• by demography - such as age, sex, and so on.
A company will evaluate each segment based upon potential business success.
Opportunities will depend upon factors such as: the potential growth of the segment the
state of competitive rivalry within the segment how much profit the segment will deliver
how big the segment is how the segment fits with the current direction of the company
and its vision.
Po sit io ni ng A product's position is how potential buyers see the product. Positioning
is expressed relative to the position of competitors. Positioning is something (perception)
that happens in the minds of the target market. It is the aggregate perception the market
has of a particular company, product or service in relation to their perceptions of the
competitors in the same category. It will happen whether or not a company's management
is proactive, reactive or passive about the on-going process of evolving a position. But a
company can positively influence the perceptions through enlightened strategic actions.
In marketing, positioning has come to mean the process by which marketers try to create
an image or identity in the minds of their target market for its product, brand, or
organization. It is the 'relative competitive comparison' their product occupies in a given
market as perceived by the target market

21
DISTRIBUTION CHANNEL
Distribution in marketing context means the transfer of goods from producer to
consumer, as we all known in a distribution system, we are to first find out what kind of
distribution channels is to be selected so as the firm can get a convenient supply and
economic maintenance of profit.
In Tata Motor Industry, where flow of goods, matters a lot, it is must to consider
following points very carefully.
Selection of channels for distribution
Warehousing and transport.
Operational research
Logistic Mix

1. SELECTION OF CHANNEL OF DISTRIBUTION


For selecting a channel for distribution following point are to be considered.
Once a consumer does not find it in retail shop, head may instantly choose the another, at
lease for trial and here beings the decrease of market share. Tata Motor should not only
be always available in retail ships but be visible to consumer also.
Financial position of manufacturer:- The fewer the number of organization in the chain,
smaller the burden on the manufacturer. Expenditure on distribution through alternative
channels must be noted. The distribution margin is affected with the selection of
distribution channel.
Variety of product to be sold:- more the variety of product, more the responsibility of
marketing department of the company.

2. WAREHOUSING AND TRANSPORTING


Warehousing and transport are essential part of distribution system. Warehousing should
be done in a manner, minimum maintenance of cost should occur. That should be a
source of quick supply to customer because from this place basic supply starts.
Transport is costly, so decision should be taken as to whether warehouses are to be
centrally situated or de centralized. To maintain economical transport, control of cost of

22
vehicle is essential and shipment must be planned so those vehicles are effectively
employed.

3. OPERATIONAL RESEARCH
Operational research is valuable in improving aspects of distribution process, How?

 By Mathematical representation of whole distribution system

 Nothing and comparing transport cost

 Measuring warehouse operation costs

 Measuring stock level

23
CHAPTER – 4
RESEARCH OBJECTIVES & METHODOLOGY

RESEARCH OBJECTIVE
In this project work, attempt has been made to study and analyze important dimensions
related to the distribution Network of Tata Motor Company. The research work has been
carried out with the following objectives in mind:
1) To study the sales and distribution Channel of Tata Motors Limited
2) To identify the factors that affects brand repeat purchasing toward Tata Motor
users.
3) To find out that whether the Tata Motor users are brand loyal or not.
4) To study market share of Tata Motor in comparison to other competitors.
5) To study the problems that Dealers are facing in that region.
6) To study the strategies adopted by different competitors.
7) To study and evaluate the sales & distribution strategies of the Tata Motors.
8) To study and enlist the benefits of the popular plans of the Tata Motors.
9) To do cross product analysis of various Auto products of Tata Motors with
different Electrical companies in the market as it will help in comparing and
contrasting the difference in these products.
Scope of thesis work
These are some of the scope of the study:
1. The present study can be extended to access the present marketing condition of Indian
automobile sector.
2.The study can be used to design a proper product, price, place and promotional strategy
for the market.
3. From the present study we can know the market share of different products and
accordingly formulated strategy to enhance it.
4. The result of marketing success can be interpreted to assess the rate of employee
satisfaction in variousdepartments.
5. This study can be applied to find out an effective distribution channel to enhance the
sale of various products of Toyota motors.

24
I will try to enlist the key features of the sales and distribution of Tata India Ltd and also
try and evaluate the strengths and weakness if any of the Sales and Distribution Strategies
of Tata India Ltd. The thesis is beneficial for organization. The thesis will provide
complete information about the comparative analysis of Tata with their competitor like
Hyundai, Mahindra, Tata, and Tata.It will serve as a source of reference and help Tata to
improve the system.

METHODOLOGY

DATA COLLECTION METHODS:


The sample size taken was 100 consumers
The Area chosen was Delhi.
The data was collected by means of
a) Questionnaires
b) Informal Discussions
c) Interviews (formal & informal)

QUESTIONNAIRES
Questionnaire prepared was open ended, structured, and disguised.
The Questionnaire was designed in such a way that it catered to every aspect of the
research objective. It was disguised as the consumer was kept unaware of the product for
which the research was being conducted.
Before filling up the Questionnaire, it was thoroughly discussed with them and their
views were noted down in the form of facts (answers) in the Questionnaire.
It was open ended, structured and many factual & Quasifactual information was needed
to be taken down.

INFORMAL DISCUSSIONS
Informal discussions were conducted after arranging Informal meetings with the people
(Tata Motor viewer and correspondent). A detailed discussion was done and personal
characteristics, psychology, demographic & psychographic & behaviorial dimensions

25
were studied during the interview. Their likings, dislikings, tastes, preferences, etc. were
taken into account and it was tried that overall personal sketch was drawn. This all helped
in locating exactly the target market for Tata Products. It also helped in knowing the
needs, demands, expectations & supply in the market.
Although the sample size was only 100 yet it led to a very weighted conclusion.

INTERVIEWS
Interviews just like informal discussions were preplanned. Infact interviews only led to
informal discussions. Interviews were formal and in some cases, this was the initial step
which led to second & third meeting with the interviewee and they were able to part with
the information freely and informally with the researcher.
Interviews were preplanned (after taking an appointment with them in many cases) very
formal and structured.
When this was through, they were asked to fill in one chart with parameters of a Tata
Product giving their rankings. It helped in finding out their awareness level and needs.
A sample of Questionnaire and Ranking chart are unopened in the Annexures.

INFORMATION
1. Facts
2. Quasi-facts
3. The awareness of the people
4. Their needs
5. Demands
6. Satisfaction with the product
7. Opinions

SAMPLING
Sampling done was stratified random sampling. It was random because consumers were
not determined, they were divided into groups and this was done only to explore the
dimensions of the target market.

26
Any Tata Motor was picked up at random with objective to conduct the research.
It was stratified in the way that the percentage to interview the exact number Tata Motor
was not predecided. They were picked up at random. However, the percentage of these
two was calculated while drawing the results.

SCALING TECHNIQUES
In the second last chapter of the project, the ranking chart is used with the help of which
the weightages etc. have been given to different competitions & the product in
consideration. For the ranking chart (as explained above) ranking was done by the
customers in ordinal scaling method.

PERCEPTUAL MAPPING
Perceptual mapping technique is used to locate the customers’ preferences & their
perceptions on graph chart. It helps in finding out the most needed parameter in the
market.
The technique of perceptual mapping helps marketers to determine just how their
products appear to consumers in relation to competitions products on one or more
product characteristics.

27
CHAPTER – 5
DATA ANALYSIS AND INTERPRETATION

COMPARATIVE STUDY OF LEADING BRANDS OF TATA MOTOR IN

RETAIL IN SOUTH AND EAST DELHI

Q. 1 Average Monthly Sales Volume

NORTH DELHI
Average Monthly Sales Volume
n=35

60.00% 57.14%

50.00%
Percentage of Dealers

40.00%

30.00%
20%
20.00% 14.28%
8.58%
10.00%

0.00%
0 - 100 100 - 200 200 - 300 300 & above
Monthly Sales

 In North Delhi 57.14 % of the total Car dealers have monthly sales volume in
units less than 100 and 20.00 % of the total Car dealers sell more than 300 Cars
on average every month.

28
WEST DELHI
Average Monthly Sales volume
n=76

70.00% 65.81%

Percentage of Dealers 60.00%

50.00%

40.00%

30.00%
21.05%
20.00%

10.00% 6.57% 6.57%

0.00%
0 - 100 100 - 200 200 - 300 300 & above
Monthly Sales

 In West Delhi 65.81 % of the total Car dealers have monthly sales volume in units
less than 100 and 6.57 % of the total Car dealers sell more than 300 Cars on
average every month.
CENTRAL DELHI
Average Monthly Sales volume
n=39

60.00%
48.73%
Percentage of Dealers

50.00%

40.00%

30.00% 25.64%
17.94%
20.00%
7.69%
10.00%

0.00%
0 - 100 100 - 200 200 - 300 300 & above
Monthly Sales

 In Central Delhi 48.73 % of the total Car dealers have monthly sales volume in
units less than 100 and 25.64 % of the total Car dealers sell more than 300 Cars
on average every month.

29
TOTAL AREA COVERED
n=150

Percentage of Dealers
80.00%
59.33%
60.00%

40.00% Series1
14.67% 11.33% 14.67%
20.00%
0.00%
0-100 100-200 200-300 300+
Sales Volume

 Overall in the covered area most of the Car dealers are small selling less than 100
Cars a month. However data in the sales value terms would have given even
better idea.

30
Q. 2 Do you keep the following brands of Cars?
NORTH DELHI

OTHERS 51.42%

Tata Motor 91.14%


Brands

Hyundai 97.14%

Maruti 97.14%

Toyota 48.57%

0.00% 20.00% 40.00% 60.00% 80.00% 100.00 120.00


Percentage of Dealers % %

As it is shown in the above chart that only 91.14% dealers out of total dealers (who
responded) keep Tata Motor. Whereas 97.14% of them keep Maruti, 97.14% of them
keep Hyundai, 48.57% of them keep Tata.
WEST DELHI

OTHERS 48.68%

Tata Motor 94.73%


Brands

Hyundai 96.05%

Maruti 94.73%

Toyota 52.63%

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%


Percentage of Dealers

 In West Delhi the penetration level of Tata is slightly better than that of North
Delhi.
.

31
CENTRAL DELHI

OTHERS 53.84%

Tata Motor 94.87%


Brands

Hyundai 97.43%

Maruti 97.43%

Toyota 64.11%

0.00% 50.00% 100.00% 150.00%


Percentage of Dealers

 In Central Delhi the penetration level of Tata Motor is better than that of North
and West Delhi.

TOTAL AREA COVERED

OTHERS 50.67

Tata Motor 94

Hyundai 96.67 Series1

Maruti 96

Toyota 54.67

0 50 100 150
Brands
Percentage of Dealers

 In the total area covered Tata Motor penetration level or reach is comparable at all
to its competitors Maruti, Hyundai and Toyota.

32
Q. 3 Give the names of top five brands in order of sales.
NORTH DELHI

5 4
3.85 3.72
4
2.7
3 2.29
2
1
0
Toyota Maruti Hyundai Tata Motor Others
Brands

 Giving 5 to 1 points to the rank 1 to 5 respectively the average points have been
calculated for each of the brands
 Hyundai happens to be the most selling brand in North Delhi area.

WEST DELHI

5 4.15
3.5 3.74
4
3 2.62 2.3
2
1
0
Toyota Maruti Hyundai Tata MotorOthers
Brands

 In West Delhi also Hyundai is the maximum selling brand followed by Tata
Motor and Maruti.

33
CENTRAL DELHI

5 4.16 3.97
4 3.35
3 2.36 2.1
2
1
0
Toyota Maruti Hyundai Tata Motor Others
Brands

 In Central Delhi Maruti is the most selling brand followed by Hyundai and Tata
Motor.
TOTAL AREA COVERED

5 4.06
3.76 3.63
4
3 2.48 2.33
2
1
0
Toyota Maruti Hyundai Tata Motor Others
Brands

 In the total area covered Hyundai is the most selling Brand closely followed by
Maruti & Tata Motor.

34
Q. 4 Give the names of top five brands in order of ease of availability.

NORTH DELHI

Availability of Brands

5 4.38
3.38 3.72
4 3.06
3 2.33
2
1
0
Toyota Maruti Hyundai Tata Motor Others
Brand

Most of the dealers said that each brand is available at equal ease. So the findings

shown in the above chart are not of much importance.

WEST DELHI

Availability of Brands

5 4.35
3.66
4 3.28
2.9
3 2.32
2
1
0
Toyota Maruti Hyundai Tata Motor Others
Brand

 In West Delhi most of the dealers said that each brand is equally easily available.

35
CENTRAL DELHI

Availability of Brands

5 4.49
3.68
4 3.24
3 2.48
1.95
2
1
0
Toyota Maruti Hyundai Tata Motor Others
Brand

 In Central Delhi most of the dealers said that each brand is equally easily
available

TOTAL AREA COVERED

5 4.4
4 3.6 3.37
2.8
3 2.23
2
1
0
Toyota Maruti Hyundai Tata Motor Others
Brands

 Almost all the brands are available to the dealers at equal ease in the total area
covered.

36
Q. 5 Rank the following factors according to the preference of the customer.

NORTH DELHI
6
4.79
5 4.06
4
2.88
3 2.14
2 1.17
1
0
STYLE
PRICE BRAND FEATURES
TECHNOLOGY
Brands

 Brand and Price are the first two preferences of the customer in North Delhi.
 After that they see the style (looks) of the Car.
 Most Customers here are not aware of the technology part of a Car that’s why
they’ve ranked it in the end.
WEST DELHI

5 4.59
4.5 4.29
4
3.5
2.89
3
2.5 2.18
2
1.5 1.04
1
0.5
0
PRICE BRAND STYLE FEATURES
TECHNOLOGY

Brands

 In West Delhi also the picture is almost similar to what it is in North Delhi when
it comes to the preference of the customer.

37
CENTRAL DELHI

5 4.64
4.5 4.23
4
3.5 2.85
3
2.5 2.2
2
1.5 1.08
1
0.5
0
PRICE BRAND STYLE FEATURES
TECHNOLOGY

Brands

 In Central Delhi also the picture is almost similar to what it is in North and West
Delhi when it comes to the preference of the customer.
TOTAL AREA COVERED

5 4.61 4.22
4.5
4
3.5 2.88
3
2.5 2.18
2
1.5 1.08
1
0.5
0

PRICE BRAND STYLE FEATURES


TECHNOLOGY

Brands

 In the total covered area Price and Brand are the two most important things that
the customers look for while buying a Car.

38
Q. 6 Rank the following brands according to the margin earned? (on a 4 point scale,
where 1 stands for Very Poor and 4 stands for Very Good).

NORTH DELHI

Rating according to Margin Earned

(where 1 stands for Very Poor and 4 stands for Very Good)

4
3.5
3
2.5
Rank

2
3.26 3.5
1.5
1 2.12
1.58
0.5
0
Toyota Maruti Hyundai Tata Motor
Brands

 Most of dealers in North Delhi said that they get maximum margin on Tata
Motor, followed by Maruti and then on Toyota.
 In Hyundai they get the least margin.

39
WEST DELHI

Rating according to Margin Earned


(where 1 stands for Very Poor and 4 stands for Very Good)

3.5
3
2.5
Rank

2
1.5 3.21 2.99
2.75
1 1.84
0.5
0
Toyota Maruti Hyundai Tata Motor
Brands

 In West Delhi most of the dealers said that they get maximum margin on Maruti,
followed by Tata Motor.
 Again Toyota is on 3rd place.
 As it was in North Delhi, most of the dealers in West Delhi said that they get
minimum margin on Hyundai.

40
CENTRAL DELHI

Rating according to Margin Earned


(where 1 stands for Very Poor and 4 stands for Very Good)

3.5
3
2.5
2
Rank

3.21 3.27
1.5
1 2.07
1.8
0.5
0
Toyota Maruti Hyundai Tata Motor
Brands

 In Central Delhi most of the dealers said that they get maximum margin on Tata
Motor, followed by Maruti.
 Hyundai is on 3rd place in Central Delhi.
 The dealers of Central Delhi get least margin in Tata.
TOTAL AREA COVERED

3.5 3.22 3.18


3
2.5 2.33
2 1.84
1.5
1
0.5
0
Toyota Maruti Hyundai Tata Motor
Brands

 Most of the dealers in the total area covered said that they get maximum margin
on Maruti and Tata Motor and minimum on Hyundai.

41
Q. 7 How frequent special offers are given to you by following brands?

NORTH DELHI

80.00%
70.00%
Percentage of Dealers

60.00%
50.00% Toyota
Maruti
40.00%
Hyundai
30.00%
Tata Motor
20.00%
10.00%
0.00%
Once in an Half yearly Quaterly More than 4
year times
Time Duration

 Almost 35.29% of the dealers who keep Tata motor get special offers and
discounts half year, and 64.71 % of dealers get special offers and discounts
Quarterly. (As per what they said)

42
WEST DELHI

80.00%
70.00%
Percentage of Dealers

60.00%
Toyota
50.00%
Maruti
40.00%
Hyundai
30.00%
Tata Motor
20.00%
10.00%
0.00%
Once in an Half yearly Quaterly More than 4
year times
Time Duration

In West Delhi about 7.5% of the dealers (who keep Tata motor) said that they get
schemes on Tata motor once a year whereas about 55% said that they get it half yearly,
27.50% said that they get schemes Quarterly and 10% said that they get more than 4
times a year.

43
CENTRAL DELHI

80%
70%
Percentage of Dealers

60%
50% Toyota
Maruti
40%
Hyundai
30% Tata Motor
20%
10%
0%
Once in an Half yearly Quaterly More than 4
year times
Time duration

 In Central Delhi about 4% of the dealers (who keep Tata motor) said that they get
schemes on Tata motor once a year whereas about 64% said that they get it Half
yearly, 28% said that they get schemes Quarterly and 4% said that they get more
than 4 times a year.
TOTAL AREA COVERED
Percentage of Dealers
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
Once a Half Yearly Quarterly more than 4
year times a
Time Duration year

Toyota Maruti Hyundai Tata Motor

 Most of the dealers said that they get special offers or schemes half yearly on
almost all the brands.

44
Q.8 How do you rate the after sales service of the following brands? (on a 4 point
scale, where 1 stands for Very Poor and 4 stands for Very Good).
NORTH DELHI
Rating on the basis of After Sales Service
(where 1 stands for Very Poor and 4 stands for Very Good)

3
Rank

2
3.15 3.38
2.94
2.56
1

0
Toyota Maruti Hyundai Tata Motor
Brands

 In North Delhi the after sales service of Toyota and Tata Motor has been rated
average and the service of Maruti, and Hyundai has been rated as good as it is
shown in the above graph.
WEST DELHI

Rating on the basis of After Sales Service


(where 1 stands for Very Poor and 4 stands for Very Good)

3.5
3
2.5
2
Rank

1.5 2.88 2.92


2.68
2.3
1
0.5
0
Toyota Maruti Hyundai Tata Motor
Brands

45
 In West Delhi the picture is completely different. All the three brands except
Hyundai have been rated above average, as far as the after sales service is
concerned.

CENTRAL DELHI

Rating on the basis of After Sales Service


(where 1 stands for Very Poor and 4 stands for Very Good)

3.5
3
2.5
2
Rank

1.5 3.26
2.5 2.78
1 1.8
0.5
0
Toyota Maruti Hyundai Tata Motor
Brands

 In Central Delhi Maruti has the best After Sales Service, followed by Tata Motor.
 After Sales Service of Hyundai has been rated average
 Toyota is on the 4th position.

46
TOTAL AREA COVERED

4
3.04
2.61 2.8
3 2.46
2
1
0
Toyota Maruti Hyundai Tata Motor
Brands

 In the total area covered the after sales service of Maruti has been rated as the best
followed by Hyundai and Tata Motor and after sales service of Toyota is the
worst.

47
Q.9 What factors according to you, differentiate Tata Motor from other brands?
NORTH DELHI

Nothing 3%

Innovative Designs 5%

International Brand 5%
Factors

Price 2.50%

Sporty Look 5%

Luxuty Collection 35%

Control Price 45%

0% 10% 20% 30% 40% 50%

Percentage of Dealers

 In North Delhi, according to the Car dealers Luxury and Sporty Looks are the
two major factors, which differentiate Tata Motor from other Brands.
 35 % of the dealers said that luxury car and 45 % of the Tata Motor from
other Brands.

48
WEST DELHI

Nothing 23.68%

After Sales Service 5.26%

Price 27.63%

Technology 9.21%
Factors

International Brand 6.58%

Innovative Designs 14.47%

Non Availability of
31.58%
Spare parts

Sporty Look 26.32%

0.00% 5.00% 10.00 15.00 20.00 25.00 30.00 35.00


% Percentage
% of Dealers
% % % %

 In West Delhi, according to the Car dealers, the three major factors, which
differentiate Tata Motor from other Brands?
 31.58 % of the dealers said that Luxury, 26.32 % of the dealers said Sporty
Looks and 27.63 % of the dealers said the factors which differentiate Tata
Motor from other Brands.
 26.68 % of the dealers of West Delhi said that Tata Motor don’t have any
unique feature, which can differentiate it from other Cars.

49
CENTRAL DELHI

Nothing 12.82%

Innovative Designs 7.69%

International Brand 5.13%


Factors

Price 7.69%

Sporty Look 56.41%

Luxuty Collection 46.15%

Control Price 5.13%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%


Percentage of Dealers

 In Central Delhi, the picture is same as it was in North Delhi. According to the
Car dealers the two major factors, which differentiate Tata Motor from other
Brands.
 46.15 % of the dealers said that luxury car and 56.41 % of the dealers said the
factors which differentiate Tata Motor from other Brands.
 12.82 % of the Car dealers of Central Delhi said that Tata Motor don’t have
any unique feature, which can differentiate it from other Cars.

50
TOTAL AREA COVERED

Nothing 11.22%
Percentage of Dealers 1.46%
After Sales Service 2.44%

Style 12.19%
Technology 4.39%

International Brand 3.90%


Innovative Designs 7.80%
Luxury Collection 27.32%
Sporty Looks 29.27%

0.00% 10.00 20.00 30.00 40.00


% Factors
% % %

 Luxury car the things which dealers find most differentiating about Tata Motor.

51
Q. 10 What are the things, you like about Tata Motor?

NORTH DELHI

Control Price 6.88%

Quick Reaction Acc to


3.44%
Market Demand

More Special Offers 3.44%

Make Easily
3.44%
Repairable Car
Factors

Make More Car in


3.44%
Low Price Range

Open Exclusive
3.44%
Showrooms

Increase Dealer
24.13%
Margin

After Sales Service 41.37%

Proper Advertisement 10.42%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% 45.00%

Percentage of Dealers

 After Sales Service are the two factors, which dealers of North Delhi like most
about Toyota.
 41.37 % of the total Car dealers said that they like of Toyota.

52
WEST DELHI

Nothing 22.37%

Distribution
1.32%
Channel

After Sales
3.95%
Service

Control Price 2.63%

Improved
6.58%
Technology
Factors

Innovative
9.21%
Designs

Shapes 10.53%

Advertisement 19.74%

Packaging 6.58%

Repairable
55.26%
Machinery

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%


Percentage of Dealers

 Luxury cars are the two factors, which dealers of West Delhi like most about
Toyota.
 55.26 % of the total Car dealers said that they like of Tata.
 22.37 % of the total Car dealers said that they don’t like any thing in Tata.

53
CENTRAL DELHI

Nothing 7.69%

Technology 7.69%

Price 23.08%
Factors

Advertisement 5.13%

Luxuty Collection 23.08%

Control Price 69.23%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00%


Percentage of Dealers

 Style and Luxury range are the three factors, which dealers of Central Delhi like
most about Tata.
 41.37 % of the total Car dealers said that they like of Tata.

54
Percentage of Dealers

TOTAL AREA COVERED

Nothing

Advertisements
Day Date Cars

Durability
New Models

Prices

Looks
After Sales Service

Price
Innovative Designs

Digital Collection

0.00% 10.00 20.00 30.00 40.00 50.00


% % % % %
Factors

 Most of the Dealers like the of Tata Cares which they say is the best. In other
things they like Luxury, Looks and new models.

55
Q. 11 What are the things, you don’t like about Tata motors?

NORTH DELHI

Nothing 2.17%

Non Availability of
2.17%
Spare Parts

Margin 2.17%

Packaging 2.17%
Factors

Movement Problem 15.21%

Reaction Acc to
4.34%
Market need

Non Repairable
32.60%
Machinery

After Sales Service 15.21%

High Price 23.96%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00%

Percentage of Dealers

 Non Repairable Machinery, High Price, Movement Problem and After Sales
Service are some of the major factors, which dealers of North Delhi don’t like
about Tata motors.
 Only 2.17 % of the total Car dealers said that there is nothing in Tata motors
which they don’t like.

56
WEST DELHI

Nothing 22.37%

Advertisements 2.63%

No Regular visits of Salesman 2.63%

Non Durability 2.63%

Non Repairable Old Machinery 35.53%


Factors

High Price 10.53%

Very Less Demand in Market 22.36%

Shapes 2.63%

Movement Problem 19.74%

Non Availability of Spare parts 7.89%

After Sales Service 7.89%

0.00% 5.00% 10.00 15.00 20.00 25.00 30.00 35.00 40.00


% % % % % % %
Percentage of Dealers

 Non Repairable Machinery, Non Availability of Spare Parts, High Price,


Movement Problem, Very Less Demand in Market and After Sales Service are
some of the major factors, which dealers of North Delhi don’t like about Tata
motors.
 22.37 % of the total Car dealers said that there is nothing in Tata motors which
they don’t like.

57
CENTRAL DELHI

15.38%

Non Availability of Spare Parts 7.69%

2.56%

High Price 12.82%

7.69%
Lack of Quick Reaction Acc to Market
2.56%
Factors

Demand
5.13%

Less Demand 17.95%

5.13%

Non Repairable Cars 33.33%

15.38%

After Sales Service 17.95%

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00%


Percentage of Dealers

 Non Repairable Machinery, High Price, Movement Problem, Old Movements and
After Sales Service are some of the major factors, which dealers of Central Delhi
don’t like about Tata motors.

58
TOTAL AREA COVERED

Nothing 12.31%
low Demand 12.31%
Non Availability of spare Parts 5.13%
Percentage of Dealers

Margin 2.05%
Packaging 1.54%
Movement Problem 14.36%
Reaction Acc to mkt need 1.54%
Non Repairable 28.20%
After Sales Service 10.26%
High Price 12.31%

0.0 5.0 10. 15. 20. 25. 30.


0% 0% 00 00 00 00 00
Factors
% % % % %

 Non Repairable Machinery, High Price, Movement Problem, after sales service
are some of the major factors, which dealers don’t like about Tata motors.

59
CHAPTER 6
FACT AND FINDINGS
 In North Delhi 57.14 % of the total Car dealers have monthly sales volume in
units less than 100 and 20.00 % of the total Car dealers sell more than 300 Cars
on average every month

 In West Delhi 65.81 % of the total Car dealers have monthly sales volume in units
less than 100 and 6.57 % of the total Car dealers sell more than 300 Cars on
average every month.
 Overall in the covered area most of the Car dealers are small selling less than 100
Cars a month. However data in the sales value terms would have given even
better idea.
 In Central Delhi 48.73 % of the total Car dealers have monthly sales volume in
units less than 100 and 25.64 % of the total Car dealers sell more than 300 Cars
on average every month.
 In Central Delhi the penetration level of Tata Motor is better than that of North
and West Delhi.
 In West Delhi the penetration level of Tata is slightly better than that of North
Delhi.
 In the total area covered Tata Motor penetration level or reach is comparable at all
to its competitors Maruti, Hyundai and Toyota.
 In Central Delhi most of the dealers said that each brand is equally easily
available
 In West Delhi most of the dealers said that each brand is equally easily available.

 Almost all the brands are available to the dealers at equal ease in the total area
covered.

60
CHAPTER – 7
RECOMMENDATIONS
It was great opportunity for me to do my internship from Tata Motor.
 I got a project which gave me the opportunity to meet the various people in the
corporate world. I could understand the working culture of corporate as well as
government offices. Before this I never visited such big organizations.
 Making plan for the next day and finding the concern department and person allowed
me to increase my communication ability, written as well as verbal.
 My confidence to meet people has tremendously gone up. Today I have that much
confidence that I can meet to any big person in any organization.
 My boss also helped me very much to learn about corporate world. How to prepare
the proposals and how to give the company offer all I learnt from my boss.
 I also attended the customer demonstration which gave me the knowledge about how
the customer can be convinced, how there queries are handled.
 I also learnt very small-small things in the organization which is very necessary in
any flat organization like photocopying; Fax the document which I never know
before.
Firstly, the Indian consumers did not get liberty to choose their likings; secondly, they
were deceived and frustrated by the available inferior goods and ended up paying
premium, the money could have saved and could have spent well, Finally, when the
market opened for outsiders, the local 'maharajas' got hit and could not revamp their
products to woo their long deceived consumers. The forced brand loyalty, which created
through lack of competition, would not work anymore. Take example, TATA is a
household brand in Indian soil, could not induce people to buy 'INDICA' car which faced
initial set back resulted the TATA Motors ended up with a huge loss of around Rs.500 cr
and now, its revamped model is taking place in garages of the target group. The morale
learned from the above example is that consumers would not buy brands blind fold. They
would evaluate the brands through their performance, such as to satisfy the expectations
of users.

61
The brand loyalty would be gained through the willingness of consumers to buy or
influence their peer group from one brand albeit many substitutes available.
Unfortunately, the present market trends are not very encouraging to exercise and
maintain brand loyalty. The fact is that the invasion of more brands in the market arena
facilitates potential users to have wide bouquet of choices to choose with. Moreover,
present economic condition in the country made people to become more price sensitive.
Also, potential users would gauge the quality of a product/service through the satisfaction
derived from the formed for the price they paid for. These factors have tremendous
influence on breaking of brand loyalty. Yet, brand is a living thing would always fight to
get the top of minds of consumers facilitate their buying decision.
Suggestions for adopting the Strategy according to the Segmentation
1. TATA Motors should increase the dealerships / channel partners for the rural
marketing. In case of non viability should force the old dealerships to open abranch &
increase the market share in that market.
2. Large range of products is increasing the gap b/w supply & demand. TATA Motors
should standardize the products. Product should be available at the time of demand, sales
& marketing should be pro active & should plan before the demand by estimations.
3. After sales service not satisfactory: Almost every customer complained of the
unsatisfactory after sales service being provided by the service stations of the company.
Either these people do not deliver the vehicle on time or they hesitate to provide on-route
service. This type of behaviour causes a feeling of being ignored inside the customers
mind. On the other hand, Customers are very satisfied with the after sales service being
offered by Ashok Leyland. Leyland is very good in providing On-Route service which is
very important for customer satisfaction. TATA Motors should make 24X7 service point
one in each district.
4. Territory Infringement: division of the territories of the dealership is not properly done
and also the company does not take any action against the practice of territory
infringement. Hence it becomes difficult for some dealers to manage the customers in
their territory and also it de-motivates them. This affects the sales of the product in a
major way. The Territory Infringement should imposed on dealership strongly.

62
5. Lack of spare parts: certain bus fleet operators complained of paucity of spare parts
with the sales office. The spare parts how so ever small they may be were not available at
certain times which led to the loss of revenue being generated by the bus on daily basis.
6. Non- availability of product: Bus fleet operators are not getting delivery of the product
asked by them because of the non-availability of the products with the dealer. In that case
after waiting for some time customers moved to competitors Product. This comes as a
cause of major concern because the actual sales of that particular product suffered leading
to loss of revenue for the organization.
7. Product Improvements: Till now only few models are coming with radial tyres as
standard fitments. Need to work on automatic transmissions, Common rail Engines &
many more technology advancements

63
CHAPTER – 8
CONCLUSIONS & IMPLICATIONS
TATA motors will be able to establish itself in the German market through the use of
Volkswagen’s brand name and identity. Both TATA motors and Volkswagen can make
use of the joint venture to satisfy their goals which is to provide affordable car products.
Both TATA motors and Volkswagen can make use of the joint venture to compare and
share production, control and maintenance strategies. TATA motors will need to use
technology transfers to make sure that only the important information will be acquired
from Volkswagen. Technology transfers will ease any difficulty in acquiring the needed
manufacturing strategies to conquer the German Market. Volkswagen can share the
manufacturing strategies it has to TATA motors so that it will achieve a relative success
in the German market. Through the planned joint venture with Volkswagen, the goal of
internationalization will be an easier task for TATA motors. Joint Venture also speeds up
the adjustment process of TATA motors For TATA motors to achieve a good status in
the German Market it need to maintain and improve its production chain so that it will
not cause other problems. TATA motors needs to make sure that it continue to interrelate
with automotive companies that have been in Germany for a long time so that it can
adjust to trends in that country and maintain its competitiveness in that market. TATA
motors needs to maintain and continually improve its policies on personnel so that they
will be motivated to create products that people will buy. Lastly TATA motors needs to
make sure that the future products will be compatible to changing demands of the
environment.
The person is very difficult to understand because it has many factors involved in it. A
marketing strategy & Sales and Distribution Network of Tata Motor is also intended to
increasingly influence and shape consumer satisfied.87% Companies make marketing
strategy to influence exchanges of consumer behavior to achieve organizational
objectives. Car-buying preferences are mainly based on the customer's cultural
background but in this case of Tata car satisfied has come up through large number of
Tata users as a friend & acquaintances there feedback has emerged as prominent buying
decision.

64
Consumers also differ in terms of their pre-purchase information search, they more likely
to consult a reference group member especially friends and family, and also conduct
extensive automobile research prior to their purchase. Although consumers were value-
conscious and appeared to be more concerned with price range and discounts available on
the cars. Also their previous experiences also help them to decide on what kind of cars
and brand names they wished to purchase.
Based on findings, a number of implications were come forward. First, Tata Motor
dealers should be aware that customers from different cultural backgrounds respond and
process differently. The types of messages delivered to each group and the media selected
should be carefully considered. Moreover, it appears that group’s defined value
differently.
Auto, Top gear etc.
 As the result shows that customer get major information form electronic media
and then comes to the news papers and to the magazines so TATA has to
concentrate on the electronic media like internet that is in web sites like
indiacar.com, and the magazines like Top gear, Auto etc.
 In the ads the more emphasize has to given on the new features in the car as they
will attract the customers. The advertisement should be so made so that it should
be match with the features.
 In the ad all the contact numbers of the all the dealers and the address in their
city has to mention.
 In the ads,it is very essential to mention the financing details, like the banks which
were providing the loan facility and etc.
It should also consider on which elements of the value proposition--price, service,
quality, and image-they wish to focus, based on cultural preferences. Now day’s
companies begin doing business in the "Internet economy," brand image is still important
and needs to be cultivated and protected properly.
Firstly, the Indian consumers did not get liberty to choose their likings; secondly, they
were deceived and frustrated by the available inferior goods and ended up paying
premium, the money could have saved and could have spent well, Finally, when the
market opened for outsiders, the local 'maharajas' got hit and could not revamp their

65
products to woo their long deceived consumers. The forced brand loyalty, which created
through lack of competition, would not work anymore. Take example, TATA is a
household brand in Indian soil, could not induce people to buy 'INDICA' car which faced
initial set back resulted the TATA Motors ended up with a huge loss of around Rs.500 cr
and now, its revamped model is taking place in garages of the target group. The morale
learned from the above example is that consumers would not buy brands blind fold. They
would evaluate the brands through their performance, such as to satisfy the expectations
of users.
The brand loyalty would be gained through the willingness of consumers to buy or
influence their peer group from one brand albeit many substitutes available.
Unfortunately, the present market trends are not very encouraging to exercise and
maintain brand loyalty. The fact is that the invasion of more brands in the market arena
facilitates potential users to have wide bouquet of choices to choose with. Moreover,
present economic condition in the country made people to become more price sensitive.
Also, potential users would gauge the quality of a product/service through the satisfaction
derived from the formed for the price they paid for. These factors have tremendous
influence on breaking of brand loyalty. Yet, brand is a living thing would always fight to
get the top of minds of consumers facilitate their buying decision.

66
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68
ANNEXTURE
QUESTIONNAIRE
Questionnaire
Name: - _ _ _ _ _ _ _ _ _ _ _ _ _ _ Age: - _ _ _ _
Gender: - Male / Female Occupation: - _ _ _ _ _ _ _ _ _ _ _ _ _

1. Are you satisfied with your Tata car? _________________


2. Why do you buy Tata cars?
For its: - Brand Popularity _______
1. Performance ________
2. Looks & Style ________
3. Since how long do you have this Car?
0-1yrs 1-3yrs 3-5yrs Above 5yrs

4. How often do you change cars?


1yr 2yr 3yr 5yr Other
5. Do you think the demand for Tata car would increase in near future?

6. Are you satisfied with the after sales service provided by the Tata Car
Dealers?
7. How do you rate the performance of the Tata Cars in the scale of 1 -5 if
compared to another cars? ( 1=Excellent, 5=Poor )
8. If you need to buy a new or another car, would you again select the Tata or
any other Brand?
9. What type of payment procedure you prefer?
10. According to you How the demand for cars changes?
a. Due to: - Behavior
i. Environment
ii. Affect & Cognition

69

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