1 | P a g e

A REPORT

ON

Market Drivers for Jharkhand Cargo Market

&

Positioning of 3718 Model in 37 Tonner Segment

By

AYUSH KUMAR

14BSPHH010941

IBS HYDERABAD

2 | P a g e

A REPORT

ON

Market Drivers for Jharkhand Cargo Market,

&

Positioning of 3718 Model in 37 Tonner Segment

By

AYUSH KUMAR

14BSPHH010941

A report submitted in partial fulfillment of the requirements of

MBA Program of

Distribution List:

Company Guide: Faculty Guide:

Mr. Ashok Kumar Dr. Rajdeep Chakraborti

Territory Sales Manager (Cargo Division) IBS Hyderabad

Date of Submission – May 10, 2016

3 | P a g e

Authorisation This is to certify that this is a project report submitted in partial fulfilment of the requirements of

MBA program of ICFAI Business School, Hyderabad. This report document titled “MARKET

DRIVERS FOR JHARKHAND CARGO MARKET & POSITIONING OF TATA 3718” is a

submission of work done by AYUSH KUMAR.

It is certified that all corrections/suggestions indicated for assessment have been incorporated in the

report. The project report has been approved as it satisfies the academic requirement of Summer

Internship Program.

This report has been formally submitted to Dr. Rajdeep Chakraborti, Faculty, IBS Hyderabad.

This report has been verified and authenticated by:

Company Guide College Guide

Mr. Ashok Kumar Dr. Rajdeep Chakraborti

Territory Sales Manager- Cargo Professor

Heavy Commercial Vehicle Dept. of Marketing

Tata Motors, Jamshedpur IBS Hyderabad

4 | P a g e

ACKNOWLEDGMENTS

“What we learn with pleasure will never forget” – it is said. I realized it even better during my

Summer Internship Program.

It’s my pleasure to thank my Area Sales Officer Mr. Sailesh Mishra for his efforts in taking time

out of his busy

schedule to encourage me in executing my project work.

I would like to thank Mr Ashok Kumar Territory Sales Manager-HCV, Cargo for giving me

opportunity to undergo internship training under his guidance. His Teachings will be helpful

throughout my career.

I would also like to thank my faculty guide Dr. Rajdeep Chakraboti for his continuous feedbacks

and suggestions on my work. I express my deep gratitude towards him.

Finally, I would like to thank the entire office staff of Tata Motors - Area office and Dealerships

of Tata motors, for their support and patience in providing me a wonderful opportunity to learn

and explore various activities in the branch.

5 | P a g e

TABLE OF CONTENT

Serial Number Topic Page Number 1 ABSTRACT 07-08

2 INTRODUCTION 09

2.1 INDUSTRY PROFILE 09

2.1.1 TWO WHEELER SEGMENT 10

2.1.2 PASSENGER VEHICLE

SEGMENT

11

2.2 MARKET SIZE 11

2.3 INVESTMENTS 12

2.4 GOVT. INITIATIVES 13

2.5 ROAD AHEAD 14

3 ABOUT TATA MOTORS LTD. 15-17

3.1 PLANT LOCATIONS 17-18

3.2 TATA MOTTO 18-20

3.3 LINE OF BUISNESS 21

3.4 COMMERCIAL VEHICLE

BUISNESS UNIT

22

3.5 HIERARCHY OF TATA

MOTORS LTD

23-27

3.6 SALES PROCESSOF TATA

MOTORS

27-29

3.7 PORTERS FIVE MODEL

ANALYSIS

30-31

3.8 SWOT ANALYSIS 32

4 INTRODUCTION TO PROJECT 33

4.1. PURPOSE OF PROJECT 33

4.2. SCOPE OF PROJECT 33

4.3 LIMITATIONS OF PROJECT 33

4.4 METHODOLOGY USED 33

5 MARKET DRIVERS FOR

JHARKHAND CARGO MARKET

34-41

5.1 FINDINGS 41-46

5.2 DEALER MAPPING OF

JHARKHAND

46

5.3 QUESTIONAIRE FOR

DEALERSHIPS

47

5.4 CHANNEL PARTNERS DATA 48

5.5 DAILY CARGO TRAFFIC 49

5.6 KEY CUSTOMER

INTERACTION

49

5.6.1 KEY CUSTOMER DATA 50

5.7 MACRO FACTORS 50

5.8 COAL BLOCK ALLOCATION &

UPCOMING PROJECTS

51

5.9 CONCLUSION FOR GROWTH

DRIVERS

52

6 MARKET POSITIONING OF LPT

TATA 3718

53

6 | P a g e

6.1 ABOUT THE PROJECT 53

6.2 PRODUCT DESCRIPTION 54-56

6.3 COMPARISON B/W TATA, AL &

3118

56

6.3.1 TATA 3718 VS. MAHINDRA

TRUXO 37

56-59

6.3.2 TATA LPT 3718 VS AL 3718 60-61

6.3.3 TATA 3718 VS TATA 3118 62-64

6.4 PLAN OF ACTION 64

6.5 QUESTIONAIRE FOR TATA

3718 OWNERS

65-66

6.6 BRT FOR 3718 66-67

6.7 QUESTIONAIRE

CALCULATIONS

67-68

6.7.1 IMPORTANT VARIABLES &

AVERAGE RATINGS

68

6.7.2 AVG. SCORE OF SATISFIED &

UNSATISFIED CUSTOMERS

69

6.8 TYRE ISSUE 70

6.9 CO-RELATION FACTOR 70

6.9.1 SATISFIED CUSTOMERS 71-72

6.9.2 UN-SATISFIED CUSTOMERS 72

7.1 DISCRIMINANT ANALYSYS

B/M SATISFIED &

UNSATISFIED CUSTOMER

USING SAS

73

8. MARKET LOAD OPERATOR

PREFRENCE

77

9. POSITIONING OF 3718 77

9.1 IDENTIFYING COMPETITION 77

9.2 POP/POD B/W COMPETITION 78

9.3 PRODUCT AWARENESS 78

10 RECOMMENDATIONS 79

11 AVTIVITY PLAN 80

12 CONCLUSION 81

13 OTHER PROJECTS HANDLED 82

14 GLOSSARY & REFRENCES 83

7 | P a g e

1. Abstract:

The Initial focus of my project was to study the market opportunities as well as strategy analysis for

Tata Motors Limited in the state of Jharkhand. The Market Opportunities for any product can be

assessed by learning about the applications of the product. Jharkhand state is primarily a mining

industry based state due its rich deposits of Coal & Iron Ore mines as well as the Steel industry, which

are also its primary source of revenue as well as a major part of its economy is directly or indirectly

based on it. Further research of the Jharkhand market led me to the discovery of the key applications

of cargo vehicles for this state. The entire focus of my project lies in the state of Jharkhand and

specifically for certain districts and Cities. Thus it requires a very clear understanding of the Cargo

Vehicle market in Jharkhand. This part of my project is initially aimed to help me find answers to a

few questions that often the influencers of the sale of Cargo vehicles in this state we hope to find the

answers by the time this project is complete.

What drives the sales of Heavy Cargo Vehicles in Jharkhand?

What are the key applications of Heavy Cargo Vehicles (HCV)?

What can be expected in terms of sales for the current financial year of 2016-17?

This project will also help me with projecting a near accurate demand as well as forecasting as

preparing for what lies ahead is considered a vital part for an organization. These forecasts are also

considered the key to analysing the threats and sensing opportunities the market and rivals may

present in the near future. Taking the needs of my project into consideration, it’s evident that I have

to study the Macroeconomic as well as the Macro-environmental factors which affects the business

of heavy commercial vehicles (HCV) segment in the territory. With the help of my research I will be

able to give my team an insight into the future of HCV sales with respect to the last financial year.

My data collection would be based on primary and secondary research and the study would revolve

around the mining application as it’s the single largest demand driver for the HCV segment in

Jharkhand Market.

Based on these finding I have mapped the various regions & mining belts in the state of Jharkhand.

The next step, involved mapping of TML Dealers according to the mining geography of the state.

Through data provided by the company database in my office, I was able to attain the contact

information of all the dealers for Tata Motors throughout Jharkhand and thus begin mapping them.

The next Step was contacting

the dealers via telephone or visiting them personally, but before that I needed to prepare a

questionnaire for the dealers which would provide me with all the details I needed for my project.

These questions were structured such that it would be efficient and self-sufficing. Such as- What

information do I need from them?

What are the relevant questions to be asked? The questionnaire was also designed in a way so as to

help me get the data of total number of units sold in the last financial year 2015-16, units sold in a

particular region or district, units sold according to the volume of mining activities in that particular

region. One key information that I hoped to get from this exercise was customer data their fleet size

and purchase structure. Getting information about the fleet customers was pivotal in understanding

the customer behaviour. In coal regions there are many unions, union leaders and key influencers who

hold the sway over a large number of vehicle owners as well as future buyers. These key influencers

can affect the sales in hundreds of vehicles if not more. Another important data was number of

vehicles by volume coming in and out of the mines as it would help me calculate the increase or

decrease in flux of vehicles if mines were to open or close. The number of Tata Vehicles pitted against

the total number of vehicles would give us a picture of our market share in the TIV of this region. My

8 | P a g e

interactions directly with the fleet customers would also throw some light on their purchase plans for

this year 2016-17. This can again be useful in estimating future demands.

A SECOND PROJECT which has been handed to me is the market positioning of Tata Motor’s

3718 Model in the 14 wheeler segment. 3718 is an improved version of TATA 3118 and a

replacement to its predecessor TATA 3723.

“Market Positioning is an act of designing the company’s offering and image to occupy a distinct

place in the mind of the target market”.

Ashok Leyland, Bharat Benz and Mahindra are the competitors to TATA’s 3718 in the 37-ton

segment. The best way to position any product is to know about its strength, weaknesses,

specifications, application, target market, so that we can place our product in a much more efficient

way in target customer minds, hence we use SWOT as well as the competitor’s offerings.

To position TATA 3718, I had to do an in depth analysis on all the parameters of all vehicles in the

37-ton truck segment so I could conclude what are the strengths, where my product lacks in

performance, from its rivals, what affects the consumers the most and what do they look for in any

product. Positioning calls for creating awareness. The plan of action was to interact with the

customers one on one and ask their opinion on various fronts related to the technical specifications

as well as their usage and plans for the vehicles. This was achieved by designing a questionnaire and

asking necessary and relevant questions. While preparing the questionnaire I had to carefully choose

the features which are order winners for any vehicle in 37-ton segment. For example, Vehicle Price,

Mileage, Grade ability, Comfort, Turnaround time, Load and Lead distance etc. I also recorded

Voice of Customers (VOC) and testimonials as it is a good way to strike faith in prospective

customer’s minds. Awareness plays an important role and to create awareness various marketing

activities are needed to be carried out. My plan of action includes going to DRCD meetings and

visiting the various cargo markets in Jharkhand which have high scope for 3718. A big concern for

3718 vehicles though, is the lack of weighing facilities and mechanism in the state. The weighing

machine technology can accommodate 12 wheels but an extra 2 wheels in 3718 is an issue.

Under the guidance of my company mentor I was also a part of a live project for my company, The

Smart Tab Project which comes under the Athena division of TML. Smart Tab is a fairly new

concept in Tata Motors Ltd (TML) under which TML is trying to implement this method with

all the DSEs. I was given training on every aspect of Smart Tab. My job in this project entails me to

couple of DSEs, to coach them and help them into their smooth transition. The primary purpose of

Smart Tab is to make sure that there is no mismatch in data that is being fed in the company system

and data on the ground. It will require me to meet with DSEs of MM, JMA, ENAR who are working

in the M&HCV Segment and make them aware about Smart Tab, its necessity and implication.

9 | P a g e

2. Introduction:

The Indian Automobile Industry is one of the largest in the world, it produced a total of 23 million vehicles

last year which includes passenger vehicles, commercial vehicles, three wheelers and two wheelers in

April-March 2014 -15 as against 21 million vehicles in April-March 2013-14, thereby registering a growth

of 8.68 percent over the last financial last year. The automobile industry currently accounts for 7.1 per cent

of the country's gross domestic product (GDP). The automobile industry accounts for more than 18% of our

national income. As per the confederation of Indian industry for automobile sector the ratings given to us

by the world are

Largest Three wheeler segment

Second largest two wheeler segment

Fourth largest Tractor market

Fifth largest commercial vehicle segment

Fifth largest bus and truck segment

Tenth largest passenger segment

But with the global economic slowdown slowly fading away the automobile market has begun its growth

again with the FY 14-15 sales increasing by almost 2 million automobiles. There by companies have

slowed down working on their Push strategy which involved heavy discounts. The Two Wheeler segment is

the market leader in India with 81 per cent market share, thanks to a growing middle class as well as a

young population. Moreover, growing interest from companies in exploring the rural markets of India has

further aided the growth of this sector. While Passenger Vehicles have 13 per cent market share. Although

the market was seen having ups and downs one segment has been registering growth in double digits and

that is the luxury car segment. Audi sold upwards of 10000 units while Mercedes was above 9000 units in

sales. The successful domination of two wheelers in Indian market also led to launch and success of a new

class of 250cc sports bikes in India which was led by companies such as Bajaj, Ktm, Suzuki & Yamaha

2.1 Industry Profile

Thus the Indian automobile sector is divided into four parts

Two wheeler vehicles

Three wheeler vehicles

Passenger Vehicles

Commercial vehicles

10 | P a g e

2.1.1 Two Wheeler Segment:

The two wheeler segment of India has five major players such as Honda, Bajaj, Hero & Tvs. With hero and

Bajaj registering a sales decline of less than 1%, Honda, Tvs & other’s registered sales hike

81%

13%

3% 3%

Market Share

Two-Wheelers Three-Wheeler Passenger Vehicles Commercial Vehicles

40%

27%

11%

13%

9%

Market Share

HERO HONDA BAJAJ TVS OTHERS

11 | P a g e

2.1.2 Passenger Vehicle Segment

Passenger vehicle include cars, utility vehicles, sports utility vehicles & multipurpose vehicles. The major

players for this segment are Maruti, Hyundai, Tata Motors, General motors & others. Maruti is a market

leader with a market share of 46.5 %, Hyundai at 17.6 %, Honda at 7.3 % Tata Motors at 4.9 %

India is also one of the leading exporters of automobiles and has strong expectations of export growth for

the future. In the financial year 2014-15, the Indian automobile exports grew by 15 per cent over the Year

2013-14. In addition to these, several initiatives which have been taken by the Government of India as well

as the major automobile producers in the Indian market are expected to make India a leader in the Two

Wheeler (2W) and Four Wheeler (4W) market in the world by 2020.

2.2 Market Size:

The automobile industry produced a total 19.84 million vehicles in April-January 2016, including passenger

vehicles, commercial vehicles, three wheelers and two wheelers, as compared to 19.64 million vehicles in

April-January 2015.The domestic sale of Passenger vehicles grew by 8.13 per cent in April-January 2016 as

compared to April-January 2015 last year. In the Passenger Vehicles segment, sale of passenger Cars rose

by 10.18 per cent, during April-January 2016 as compared to April-January 2015.The domestic sale of

Commercial Vehicles rose by 9.43 per cent in April-January 2016 as compared to April-January 2015 last

year. The sale of Medium & Heavy Commercial Vehicles (M&HCVs) increased at 30.19 per cent in April-

January 2016 as compared to April-January 2015.

46%

18%

7%

5%

24%

Passenger Vehicle Market Share

Maruti Hyundai Honda Tata Motors Others

12 | P a g e

2.3 Investments:

In order to keep up with the growing demand, many automakers have started to invest heavily in the

different segments of the automobile industry in the last few months. The Indian automobile industry has

also attracted Foreign Direct Investment (FDI) worth US$ 14.32 billion during the time period of April

2000 to December 2015, according to data released by Department of Industrial Policy and Promotion

(DIPP).

Some of the major investments and developments in the Indian automobile sector are as follows:

The American automobile manufacturer Ford unveiled its iconic Ford Mustang in India and it will make its

debut in second quarter of FY-2016 in the price band of Rs 45 lakh (US$ 66,146) and Rs 50 lakh (US$

73,496) in the Indian market

Ford a global automobile powerhouse is planning to manufacture two families of engines in India by 2017,

First a 2.2 litre diesel engine codenamed Panther.

Second a 1.2 litre petrol engine codenamed Dragon.

These together will power 270,000 Ford vehicles globally.

General Motors is planning to invest US$ 1 billion in India by the year 2020, so that it can increase its

manufacturing the capacity at its Talegaon plant located in Maharashtra from 130,000 units a year to

220,000 by the year 2025.

179 204 206 215 234

155

174 178 18419823

29 2931

36

0

50

100

150

200

250

300

350

400

450

500

2010-2011 2011-2012 2012-2013 2013-2014 2014-2015

LAK

H U

NIT

S

FINANACIAL YEAR

Production Domestic Sales Exports

13 | P a g e

Another US-based car manufacturer Chrysler is planning to invest US$ 513.5 million (Rs 3,500 crore) in

Maharashtra, to manufacture the Jeep Grand Cherokee model.

Mercedes Benz has decided to manufacture the GLA entry SUV in India. The company has doubled its

India assembly capacity to 20,000 units per annum.

Bayerische Motoren Werke AG’s (BMW), a Germany-based luxury car maker has announced that it will

procure components from seven pan India based auto parts makers.

Nissan Motor Co. is in discussions with the Government of India to bring electric and hybrid technologies

to India as the government is planning to reduce air pollution caused by automobiles.

Honda a Japanese two-wheeler motorcycle and scooter manufacturers India division (HMSI) has opened its

fourth and world’s largest scooter plant in Gujarat, initially set up to produce 600,000 scooters per annum is

to be scaled up to 1.2 million scooters per annum by mid-2016.

The world’s largest air bag suppliers Autoliv Inc, Takata Corp, TRW Automotive Inc and Toyoda Gosei Co

are planning on setting up plants and increasing its production capacity in India.

Mahindra Two Wheelers Limited (MTWL) recently acquired 51 per cent shares in France-based

automobile manufacturer Peugeot Motorcycles (PMTC).

2.4 Government Initiatives:

The Government of India is encouraging foreign direct investments (FDI) in the automobile sector and

allows 100 per cent FDI under the automatic routes. Some of the major initiatives taken by the Government

of India are as follows:

Mr. Nitin Gadkari, the Minister of Road Transport, Highways & Shipping has announced plans to set up a

separate independent Department for Transport, consisting of experts from the automobile sector to resolve

issues related to fuel technology, motor body specifications and fuel emissions, apart from the exports.

Government of India aims to make automobile manufacturing the main driver of ‘Make in India’ initiative,

as it expects passenger vehicles market to triple to 9.4 million units by 2026, as highlighted in the Auto

Mission Plan (AMP) 2016-26. In the Union budget of 2015-16, the Government has announced to provide

credit of Rs 850,000 crore (US$ 124.71 billion) to farmers, which is expected to boost the tractor segment

sales. Under the Auto Mission Plan (AMP) the

Government has the following goals:

Comprehensive and predictable policies to ensure Stability &Sustainability

Increase automobile exports from 35-40%, also indigenous R&D, Engineering as well as Manufacturing.

Creation of 65 million Jobs

Contribute 12% increase to GDP & 40% growth of manufacturing sector

Balance between Mobility, Environment protection & Affordability

The Government also plans to promote eco-friendly cars in the country e.g. CNG based vehicle, hybrid

vehicle, and electric vehicle and also made mandatory of 5 per cent ethanol blending in petrol. The

government has also formulated a Scheme for Faster Adoption and Manufacturing of Electric and Hybrid

14 | P a g e

Vehicles in India, under the National Electric Mobility Mission 2020 to encourage the introduction of

reliable, affordable and efficient electric and hybrid vehicles in the country. The Automobile Mission Plan

(AMP) for the period 2006–2016, designed by the government is aimed at accelerating and sustaining

growth in eco-friendly automobile sector.

2.5 Road Ahead:

India’s automotive industry is on road to become one of the most competitive in the world. It may not cover

100 per cent of technologies or components required to make a car, but it is giving a good 97 per cent, as

highlighted by Mr Vicent Cobee, the Corporate Vice-President of Nissan Motor’s Datsun. Leading

automobile manufacturer Maruti Suzuki expects the, Indian passenger car market to reach four million units

by 2020, up from 1.97 million units in the year 2014-15.

The Indian automobile sector has the potential to generate up to US$ 300 billion in annual revenue by 2026,

thereby creating 65 million additional jobs and contributing over 12 per cent to India’s Gross Domestic

Product (GDP), as per the Automotive Mission Plan 2016-26, which was prepared jointly by the Society of

Indian Automobile Manufacturers (SIAM) and the Indian Government.

39990178700 20000069000

436700 462500

62500

223300295000

83200

183800

200000

84300

148500

183000

125100

445000

549000

0

200000

400000

600000

800000

1000000

1200000

1400000

1600000

1800000

2000000

FY 2015 FY 26 Base Case FY 26 Optimistic Case

AMP 2016-26

Component After Market Component Exports

OEM Exports OEM Value Addition

Component Exports2 System/Components In-house/Domestic

15 | P a g e

3.About Tata Motors Ltd:

Tata locomotive and Engineering company (TELCO) was established in 1945. Its first manufacturing

centre was an old abandoned workshop of East Indian Railway located in Jamshedpur. Telco’s rise began

with its collaboration with Daimler-Benz in 1954, for manufacturing MCV’s. In 1961 Telco registered its

first international export to Ceylon now known as SRI-LANKA. IN 1966 Tata set up its first ever Research

and development facility in Pune India. In 196 Tata Motors Limited was brought under the Tata Group

umbrella. In 1986 Tata launched its first LCV 407 and thus by 1988-89 one of every three LCV’s in India

belonged to TATA. In 1988 Under the leadership of Jam shed Ji, Tata entered the passenger vehicle

segment by launching India’s first indigenously built pick up 207, which later on became the base for

India’s first Sports Utility Vehicle (SUV) TATA SIERRA & ESTATE. 1998 under the leadership of Mr.

Ratan Tata, Tata Motors launched its first indigenously built passenger car TATA Indicia. In 2004 Tata

Acquired South Korean commercial Vehicles company Daewoo, which led to the launch of the TATA

NOVUS vehicles under TDCV which in turn led to its listing in New York Stock Exchange (NYSE). In

2005 TATA entered the small commercial vehicle segment (SCV) with the launch of TATA ACE-Chota

Hathi (0.6-tons), Tata Motor’s also started a joint Venture with Fiat Group based out of Ranjangaon to

produce both Fiat and Tata cars as well as Fiat Power Trains. In 2006 Tata collaborated with Brazilian bus

maker MARCOPOLO to manufacture fully built busses and coaches.2008 was considered a historic year as

RATAN TATA bought Jaguar-Land Rover from Ford and also launched the WORLD’s Cheapest Car

“TATA NANO”. In 2009 Tata acquired full ownership of Hispano Carrocera and the Lucknow based

TATA plant was awarded with the “Rajiv Gandhi National Quality Award”. 2010 Tata acquired 80% stake

in Italian design and engineering company TRILIX and opened its new plant in Sanand, Gujarat. In 2012

TML Signed a collaboration with the DRDO to invest 600 crores in development of futuristic infantry

combat vehicles. Tata also launched the T1 Prima Truck Racing Championship at the Buddh International

circuit, New Delhi, which is held every month. In 2015 Tata announced football sensation and Argentinian

Football Player Lionel Messi as the brand ambassador of its passenger vehicles globally, also made

automotive history with the launch of the new Jaguar XE in the United Kingdom

Today Tata Motors Limited (TML) is an Indian multinational automotive manufacturing company,

headquartered in Mumbai, Maharashtra, India, and a subsidiary of the Tata Group. Tata Motors Limited, is

a USD 42 billion organisation, and is one of the world’s leading global automobile manufacturer with a

portfolio that covers a wide range of cars, sports vehicles, buses, trucks and defence vehicles. TML’s

marquee can be found on and off-road in over 175 countries around the globe.

16 | P a g e

Tata Motors is a part of the Tata group which was founded by Jam shed Ji Tata in 1868, It has a net worth

of $ 100 billion. Sustainability and the spirit of ‘giving back to society’ are the core philosophies and good

corporate citizenship is strongly embedded in Tata Groups DNA. Tata promises to bring its customers a

legacy of proven leadership with respect to customer-centricity and technology. Tata is driving the

transformation of the Indian commercial vehicle landscape by offering customers leading edge auto

technologies, packaged for power performances and lowest life-cycle costs. Tata motor designs its vehicles

for Performance, Superior comfort, Reliability, & Connectivity. Tata Motors is able to stay at the forefront

of the market because of its focus to be future-ready and they have a very vast pipeline of tech-enabled

products ready for use and also under development and undergoing constant research. Tata Motor’s has its

R&D and design centres located in India, Italy, UK and South-Korea whose sole purpose is to strive to

innovate new products that deliver higher performances at such scale that it will fire up the imaginations of

Next-Generation of customers. Even though Tata Motors today is a globally dispersed organisation, there is

one factor that not only energises but also drives all our people and our activities, that is Tata’s mission “To

be passionate in anticipating and providing the best vehicles and experiences that excite our customers

globally”.

Tata Motors is also the world’s fourth largest bus manufacturer. Tata Motor’s Limited had a consolidated

total revenue of Rs. 41,405.75 crores in the financial year of 2014-15. Tata Motor’s has been performing

exceedingly well in commercial Vehicle segment and is the crown holder in the Commercial Vehicles

Segment in India as well. The Passenger Vehicles segment has Tata Motors as one of the top players. Tata

is also an award winner in compact, midsize car and utility vehicle segments as well. Tata motors is present

in across 175 countries. It also has assembly operations based in U.K, Thailand, South Africa, South Korea

and Indonesia. Tata Motor’s also has franchise/joint venture assembly operations based in Bangladesh,

Ukraine and Senegal.

Tata Motor’s is very well known for its innovations, such as India’s first Light Commercial Vehicle was

developed by Tata Motor’s and Tata is also known for manufacturing India’s first sports utility vehicle

(SUV) which is the most dominant among utility vehicles. Tata also released India’s first fully indigenous

passenger car, as well as it also created new segments with its mini trucks and small cars. Tata Motor’s has

a huge product range starting from a 0.6-ton small commercial vehicle to a 49-ton Heavy vehicle and from

a 5 seater passenger vehicle to an 8 seater Passenger vehicle, it has 56 different business segments. Such as

17 | P a g e

entry level cars like Nano, hatchbacks -Indica, Sedans-Zest and a different range of utility and commercial

vehicles -Ace, Xenon, Prima Trucks in India. Tata Motor’s also has its operations based out of U.K, South

Korea, Thailand, South Africa and Indonesia. Tata Motor’s commercial vehicles and passenger vehicles are

already being marketed throughout Europe, Africa, the Middle East, South East Asia, South America, CIS

and Russia.

Tata Motor’s already has and still is investing heavily into R&D in order to keep up with the modernizing

and birth of high tech products. Its Engineering research division was established in 1996. It consists of

about 4,500 engineers, scientists and technicians. Today Tata Motor’s has R&D centres in Pune,

Jamshedpur, Lucknow and Dharwad in India, as well as in South Korea, Italy, Spain and U.K.

Tata Motors was listed on the New York stock exchange in September of 2004 and hence Tata Motors has

emerged as an international automobile company. Tata Motor’s also has subsidiaries and associate

companies. Some of which such as Jaguar, Land Rover are very prominent acquisitions. Tata Motor’s also

formed a 51:49 joint venture with Brazil-based Marcopolo which is already a global leader for body-

building of buses and coaches. The Marcopolo plant is located in Dharwad. In 2005 Tata Motor’s has a

joint Venture with Fiat Group Automobiles based out of its factory in Ranjangaon to produce both Fiat and

Tata cars as well as Fiat Power Trains. In 2004, Tata Motor’s has acquisitions like Daewoo commercial

vehicles Company, South Korea’s 2nd largest truck maker.

TML also has keen interest in developing environmental friendly technologies in emissions and alternative

fuels as a result of which electric and hybrid vehicles both for personal and public transportation have

evolved. TML is committed to improving the quality of life of communities by working on four thrust areas

– employability, education, health and environment.

3.1 Details of the plant locations are depicted below

Jharkhand Jamshedpur M&HCV

18 | P a g e

Uttar Pradesh

LucknowBusses &

Commercial Vehicles

Uttarakhand PantnagarAce,Super

Ace,Magic,Ventura

Maharastra PunePassenger & xenon Vehicles

Karnataka DharwadAce &

Other Scv'S

19 | P a g e

3.2 Tata Motto The Tata strongly believes in maintaining its values. Which can be found in its portfolios and pamphlets

and is something every Tata employee says with his head held high

Mission:

Tata Motor’s mission is to be passionate in anticipating and providing the best and latest vehicles and

experiences that excites our customers globally.

Vision:

Tata Motor’s strongly believes in one team, one vision. TML’s vision is to become the most desired

company for its customers, employees, business partners and shareholders so that they enjoy the experience

and value the journey being with them.

Culture: Tata Motors wants to be accountable to its customers by producing best in class products. Hence they are

focused on customer need and fulfil those ideas with excellence as well as speed.

Values: Tata Motors values consists of Customer Inclusion, Integrity, Accountability, Innovation, Environment

concern, Excellence & agility

Thus we can summarize Tata’s core values as

Gujarat Sanannd Nano

20 | P a g e

In the automobile sector, there are different vehicles available for different applications starting from small

scale passenger vehicles to large scale commercial vehicles. Thus, depending on the application, Tata

motors has divided its automobile business into two different business units. One is Passenger vehicle

business unit and the other is Commercial Vehicle business unit.

These business units have been further classified into different classes depending upon the requirement of

the customer. Line of business of Tata motors is clearly described in the hierarchy shown.

TATA MOTORS

Mission

Be passionate in providing best

vehicle experience to customers

globally

Value

Integrity

Accountablity

Innovation

Vision

Customeer admiration as well as every employee

Culture

Accountablity

excellence & speed

21 | P a g e

3.3 Line of Business:

TATA MOTORS

Commercial Vehicle Buisness Unit (C.V.B.U.)

SCV CARGO

SCV PASSENGER

LCV TRUCKS

IMCV CARGO

MHCV CONSTRUCT

BUISNESS VAN

HCV CARGO

Passenger Vehicle Buisness Unit

(P.V.B.U.)

UTILITY VEHICLES

PASSENGER CARS/NANO

JAGUAR/LAND ROVER

22 | P a g e

3.4 Commercial Vehicle Business Unit:

It’s one of the divisions of Tata Motors which is used mainly for business purposes.

It has the following sub divisions.

Small Commercial Vehicles Cargo (SCV Cargo): These are the vehicles which are used for

transportation of small scale goods like vegetables and FMCG products. These vehicles has a GVW (Gross

Vehicle Weight) of 0.6 ton to tons. Tata Ace, Super Ace mint and Tata Xenon are some of the products in

this segment.

Small Commercial Vehicles Passenger (SCV Passenger): SCV passenger vehicles are those which are

used for public transport. Magic and Iris are the products available in this segment.

Light commercial vehicles (LCV): LCV’s are the vehicles that are used for the purpose of carriage of

goods. Minibuses are derived from light commercial vehicles are used for the purpose of transportation of

passengers. The LCV’s comprise of more than eight seats with an additional seat for the driver. These

vehicles have a maximum mass 7.5 tons and a minimum of 4 tons.

Intermediate Commercial Vehicles (ICV): These vehicles bridge the gap between LCV and MCV with

the Gross Vehicle Weight (GVW). They range from 8 to 12 tons.

Medium Commercial Vehicles (MCV): These are the trucks ranging from 13 to 15 ton GVW (Gross

Vehicle Weight). The MCV’s are particularly meant to be applicable in transport and logistics.

Heavy Commercial Vehicles (HCV): HCV’S are the vehicles that are intended for the purpose of carrying

goods and are also used in coal mines and other construction purpose materials. These vehicles include

tractors designed for towing semi-trailers.

63%

23%

7%

7%

Sales

TATA MOTORS

ASHOK LEYLAND

EICHER MOTORS

OTHERS

23 | P a g e

Vehicles with GVW greater than 16 ton come under HCV segment. HCV is further segmented into Cargo

and Construct segments depending on the application requirement. Construct vehicles are used for carriage

of goods application.

Buses and coaches: These vehicles are used for the transporting purpose of passengers. It comprises of

more than eight seats with an additional seat allotted for the driver. These vehicles have a maximum mass

higher that the limit of light commercial vehicles. The range starts from 3.5and stretches to 7 ton. Products

which come under this category are Ultra bus, Winger and Venture.

3.5 HIERARCHY OF TATA MOTORS:

Executive Hierarchy

Office Hierarchy:

Mr. Cyrus P Mistry

(Chairman & Non executive director)

Mr. Ravindra Pisharody

(Executive Director) CV's

Mr. C Ramkrishnan

(President & Cfo)

Mr. Mayank Pareek

(President P.V.B.U)

Mr. Satish B Borwamkar

(Quality)

Dr. Timothy Leverton

(President & Head)

advanced & ProductEngg

Mr Gajendra Chandell( chief Hr

Officer)

24 | P a g e

The Channel partners i.e. the Dealers report to Area Office. All the Area Offices are required to report to

the Regional Office of their respective regions. A state can have any number of Area Offices. As a final call

all the Region Offices will have to report to the Head Quarters which is located in Mumbai. All these

offices will support each other for a better performance.

Horizon-next is a key Initiative that is taken by Tata Motors Limited. It is based on the philosophy “best in

class offerings”. Horizon Next is a merge of unmatched global styling, aesthetics with enhanced comfort

and productivity, there by pushing the performance further. It’s basically a customer focused strategy to

provide the best customer experience with best vehicle experience. This strategy has four pillars; they are as

follows:

Intense Product Focused

Focus on World Class Manufacturing

Enriched Customer Purchase Experience and

Consistent Quality Service

In the current Scenario, the thirst for knowledge is exponentially increasing and so is the competition. Thus

every company is entering into each and every segment possible to sustain the competition. Every company

is trying to take advantage of other company’s product by finding out the weakness and pitch itself and

that’s exactly how the Tata’s are bringing new products into existence. Tata Motors mainly has three

divisions i.e. Economic, Popular and Premium models in all of its product lines. They actually make sure

that they have a product to tap customers of all segments.

“The purpose of business is to create a customer and keep a customer” and to do so continuous innovation of

the existing as well as new product should take place. Customers have to be created depending on the

application of the Product. Once a customer is created, sustaining him is a very difficult Task which has to

be done very tactically. In an industry like Automobiles once a wrong step is taken, competition grabs your

market it takes many years to get back to your own platform. This whole concept is more like a race in

Head

Quarters (Mumbai)

Regional Office 1

Area Office 1

Dealer 1 Dealer 2

Area Office 2

Dealer X

Regional Office 2

Area Office 1

Dealer Y

25 | P a g e

which only companies who believe in continuous innovation and follow it will continue to stay in the race,

the rest will give up after reaching a saturation point.

This is exactly how a company fights, strives hard to stay in the race and at the gains a huge market shares

there by becoming a market leader. The race does not end once the needs of customer are satisfied, then

marketing and Selling comes into picture. Marketing is process which starts from making the customer

aware about your product to making the customer purchase it. Selling is a part of marketing.

While selling a product, one should also keep in mind the benefits that are offered by the competition. This

process is termed as competitive selling. In the process of competitive selling it is very important to

Know your company

Know your competition

Know basics of the product and

Know your principle

Competitive selling consists of the following steps:

1. Taking appointment/ meeting the customer

2. Preparing

3. Creating interest

4. Understanding

5. Presenting

6. Communicating business value

7. Handling objections

8. Negotiating

9. Assisting finance

10. Taking delivery

11. Delivering

12. Post sales follow up

1. Taking appointment/ meeting the customer:

Time is the very precious for everyone, once spent you can’t repent later. So is the case with a both the

customer and sales person. So meeting a customer at right time and in right place becomes very important.

It is proved through many surveys that meeting customer after taking an appointment will fetch better

results. Without any prior intimation, the customer will be least bothered to make time for a sales

person/marketer

.

2. Preparing:

26 | P a g e

Preparation is required to crack any exam. For a sales person meeting the customer is treating equal to an

exam. Thus preparation is the most essential tool for success. Understanding the customer’s nature of

business will also help in creating a brand image in thee customers mind. In fact this exercise has to done

before meeting the customer. One also requires to know the weakness of the competition so that he can

pitch his product accordingly

3. Creating Interest:

The most critical part of a sale lies in creating interest about the product in the mind of the customer. Why

would any customer want to talk to a sales person wasting his personal time?

A customer would tend to show interest only if he thinks he would gain some additional advantage in

investing his valuable time on you. A sale persons dressing, behaviour, etiquette also do matter in this

stage.

4 Understanding:

Analysing the most important and preferred need of the customer takes place in this stage. If done on

priority basis the result would be more effective. This will actually help him crack the deal

.

Presenting:

Basing on the needs of the customer, the sales person has to present the product. How much you explain

does not matter, how well you explain actually matters. It is not a compulsion that one has to explain all the

specifications of the product to a customer. It is necessary to explain the points which are of most high

priority to the customer which can actually create a difference to him. This will help in creating more

interest about the product in the mind of the customer.

Communicating Business Value:

After understanding the touch points of the customer and presenting them to him, communicating the

benefit he fetches from the product is very much essential. The customer has the right to know if he is

spending on the product is worthy or not. It is the sales person’s responsibility to communicate the value. It

is quite obvious that the customer purchases a product for adding value to his existing business

communicating the business is very essential.

Handling Objections:

It’s quite natural that objections would be raised by the customer while executing a deal. Handling these

objections is the responsibility of a sales person. Closing of a deal depends on the smartness of the Sales

person

Objections can be of two types. They are as follows

Non Price Objections:

Non Price Objections are the ones in which the customer may have objections regarding the specifications

of the product. The customer might complain that the other company is offering a much better feature in the

product so the sales person needs to handle these situations by making the customer aware of his need and

how good the product exactly fits to his requirement

.

Price objections:

27 | P a g e

Price objections are the ones in which the customer might directly say that the product is costlier than that of

the competition. In such cases the perception that good things come at expensive prices has to be used.

Negotiating:

Negotiations will be basically done with the customer basing on his price objections. Immense care has to

be taken that the customer is satisfied with the final price so that he does not spread a negative word of

mouth.

9. Assisting Finance:

In case of products with higher initial investment, the marketer has to provide the customer with various

financing options. The role of bankers will come in this stage.

1. Taking Order:

In this stage details like delivery time, delivery place, quantity and the type of delivery are jotted down by

consulting the customer. Later a follow up also has to be done to check if the customer has received the

product according to his requirements.

11. Delivering:

In this stage the customer’s order is delivered to him with great care. Care should be taken that defected

product or due to transportation the product gets damaged as this again will lead to dissatisfaction and

negative word of mouth

.

12. Post Sale Follow-Up:

The responsibility of a sales person does not end by completion of selling and delivering. Post purchase

support should be provided to the customer every now and then. Experiencing such follow up the customer

gets satisfied to a great extent. It is very difficult to bring in a new customer, so practices such as Post sale

follow up will actually help in sustain an existing customer Thus, after sale support will lead to build a

strong relationship between the customer and the sales person. Post sale follow up will also fetch a positive

word of mouth and will build good brand Image.

Executing the twelve steps of competitive selling properly will help in converting a customer who is in

prospect stage to final stage. Hence understanding the Sales process is very essential.

3.6 Sales Process of Tata Motors:

Tata Motors Limited has designed a Sales process especially for their company. It consists of four steps

which are as follows

C0 - Prospect customers

C1 - Interested towards our brand

C2 - Customer who gives financial commitment

C3 – Retail customer

28 | P a g e

C0 - Prospect customers:

This is the initial stage in the sales process. In this stage one has to accumulate the maximum number of

potential customers available for the product sales person is going to sell. Care also should be taken about

the Pricing i.e. if the potential customers created could afford the product or no and if the product suits the

customer’s application. All the customers interested in a similar product tend to fall under the C0 category,

irrespective of their brand preference. Grabbing the customers’ interest towards our product is not a very

easy task. A sales person might even end up meeting a person who is least interested about our product, but

the responsibility lies in the hands of the sales person to create the interest.

Customers who own a Tata vehicle but have not purchased in the last three years or the competitor’s

customers who are planning to buy a new vehicle can come under C0. As per the requirement, application

the sales person has to suggest the customer a suitable vehicle. Suggestion of the vehicle also depends on

lead, load factors that are used by the customer in his business. Lead is the average daily distance the

customer covers for the purpose of this business and Load is the load on an average that the customer

transports for his business

C1 - Interested towards our brand:

Customers who show interest in purchasing our brands product come under C1.C1 is a filtered list of C0.C1

includes the customers who generally walk up to the store of dealer to collect the quotation of the vehicle of

C0:

Prospective Customer

C1:

Vehicle Pamphlets & Invoice

C1a:

Customers Document Collection

C2:

Financial Commitment/Loan

C3:

Vehicle Delivery

29 | P a g e

their choice. Quotation is the estimated cost of the vehicle. It also has break ups such as ex-showroom

price, insurance, etc. in detail.

Customer asking for the Quotation does not necessarily have to signify that he’s interested in our product as

in reality he has a lot of choices to opt for. The reason behind a customer asking for a quotation might be to

compare it with the quotation of other brands available in the market. So it becomes very important for a

sales person to clearly explain the advantages of his product. The number of customers converted from C0

to C1 are considerably few as al the potential customers might not be interested in purchasing the product.

C2 - Customer who gives financial commitment:

Here, in this stage the customer gives the sales person the guarantee of purchasing the product. Booking the

vehicle by paying some advance or by submitting the papers for the Loan to get sanctioned signify

guarantee is given. The deal is almost at the final call in this stage. As the deal is almost is in its final stage

the customer would be delighted if provided with external support such as financing. In some case lack of

external support may also lead to losing of a deal. Almost all the customers who have reached C2 stage will

experience C3 stage as they have already given some sort of guarantee.

C3 - Retail customer:

In this stage the product finally reaches the customer. Deal will be closed as soon the product is delivered to

the customer. This stage actually brings a difference to the sales figures. Responsibility of the sales person

does not end here; he also has to provide post sales follow up.

Thus larger is the number of C0 created, greater will be the chance for converting into C3. There by sale of

the product can be increased.

This conversion is called conversion rate; it keeps differing based on the product. Conversion rates from C0

through C3 are as follows:

C0 to C3: 1%-2%

C1 to C3: 8%-10%

C2 to C3: 85%-90%

30 | P a g e

ANALYSIS:

3.7 PORTER’S FIVE FORCE MODEL:

1. Industry Rivalry:

There are more than 30 major players in the automobile industry, so among huge competition it’s not an easy

task for Tata Motors Limited to be a market leader. TML is almost into all automobile sectors possible, so it

is obvious to have neck to neck competition as some companies are limited to one segment only. In

commercial vehicle segment TML is facing tough competition from Ashok Leyland, Mahindra, Bharat

Benz, and in passenger vehicle segment from Mahindra, Hyundai, Maruti Suzuki etc. High competition in

the industry makes it difficult to make large profits. Hence volume and market share holds the key.

2. Threats of new entrants:

The Automobile industry has big players which have established themselves. It has taken decades for them

to achieve economies of scale through a learning curve. Reaching Breakeven itself is challenging, hence

threat to new entrant is very low. Even if a new company enters the market it would hardly pose a threat to

TML on account of its brand image and sleek positioning.

3. Threats of substitutes:

INDUSTRY

RIVALRY

SUBSTITUTE PRODUCT

(MEDIUM)

BARGANING POWER OF SUPPLIERS

(LOW)

THREAT OF NEW

ENTRANTS

(LOW)

BARGANING POWER OF CUSTOMER

(HIGH)

31 | P a g e

Customer loyalty is hard to find now a day, because they have the power to choose. Automobile sector is no

different. Manufacturers like Ashok Leyland and Mahindra in CVBU are making similar products. Key

aspects like price, discount, financier, technical specifications and comfort play a big role in making

purchasing decisions. So, yes, threat of substitute is worrisome.

4. Bargaining Power of Suppliers:

TML doesn’t face any kind of problem in this context as the Tata owns a steel plant and raw materials are

sourced from it. Thus the supplier belonging to same family makes bargaining easier.

4.1 Bargaining power of Buyers:

Yes, bargaining power of buyers is high. This is primarily due to the presence of substitutes. But, owing to

a good brand image, customers sometimes do tend to not pursue bargaining aggressively.

32 | P a g e

3.8 SWOT ANALYSIS:

STR

ENG

TH

•Largest & oldest player in india

•Financially Strong

•Huge Employee base

•Well established R&D

•Sunbsidiaries & Joint ventures

•TATA brand & Trust

WEA

KN

ESS •Weak Market

share in Passenger segment

OP

PO

RTU

NIT

IES •Favourable Govt.

Policies

•Presence in developing countries

•Rebates in R&D

•Growing population & expanding middle class

•Increasing grrowth in Agri-sector

•Presence of a large pool of skilled, semi & unskilled labourers

•world's12th largest number of high net worth individuals

THR

EATS •Large number of

players

•Large number of products accross Segments

•Quicker product launches and reduced product lifecycle

• 100 % Foreign direct investments (FDI) allowed under automatic route

•Safety and Quality issue

33 | P a g e

4.INTRODUCTION TO PROJECT:

With the economic development regaining pace there is huge scope for rapid growth in automobile

sector in India. Rise in the Industrial production, low CPI and WPI Inflation, falling Crude Oil and

Fuel prices have given a boost to sales. Though there are many well established players in the market,

Tata Motors is among the biggest few.

4.1 PURPOSE OF THE PROJECTS:

Understanding marketing by applying theoretical concepts in practical real life situations.

How the macro-micro economic factors have an impact on any organization.

Using data analytics to find correlation between variable factors and sales.

Demand forecasting so the organization can be better prepared.

Assessing how a product is positioned.

Market Positioning of TATA LPT 3718

4.2 SCOPE OF THE PROJECT:

Apart from gaining valuable experience working on live projects there is vast scope in understanding

various areas related to the functioning of an organization. Few are:

To understand the Indian Automobile Industry.

To understand the buying pattern of the consumers.

To understand the effect of macro-factors on the health of the organization.

To understand what all efforts go into positioning of a product.

4.3 LIMITATIONS OF THE PROJECT:

Both of my projects are specific and limited to the Jharkhand Region.

4.4 METHODOLOGY USED:

Exploratory Research – Used for a problem not clearly defined. Thus I have to study, analyse and

identify the problem.

Questionnaire – Used for the purpose of survey and statistical analysis of data to be gathered from

both form customer as well as dealers.

Tele-Calling – To get in touch with dealers located all across Jharkhand.

Personal Interview – Meeting with the DSEs related to the Smart Tab Project.

Secondary Data Collection – To learn about the company, its position in the market, its products

and market share.

34 | P a g e

Project I:

5. A study on Market Drivers for the Jharkhand Cargo Market for the year 2016-17:

The basic focus of the project is to study the market opportunities and strategy analysis for Tata Motors

Ltd. in the state of Jharkhand. Market Opportunity of any product can be assessed by getting to know

the application of the product. A research into the market led to the findings of key applications where

cargo vehicles are in demand. It’s noteworthy that the focus of my project lies in the Jharkhand Area.

Hence it necessitates a clear understanding of the Cargo market in Jharkhand which is mainly

comprised of mines. Few questions that we hope to achieve the answers to after this project is

complete are:

What drives the sales of Heavy Cargo Vehicles in Jharkhand?

What are the key applications of HCV in Jharkhand state?

What can be expected in terms of sales in the current financial year of 2016-17?

A near to accurate demand forecasting is a vital part for an organization to prepare itself for what

lies ahead. It is the key to analysing the threats and sensing opportunities. Taking the needs of the

project into consideration, it’s self-evident that I will be studying the Macroeconomic as well as the

Macro-environmental factors which will affect the business of HCV segment in the territory. With

the help of my research I will be able to give my firm an insight into the future of HCV sales with

respect to the last financial year. My data collection would be based on primary and secondary

research and the study would revolve around the mining application as it’s the biggest demand driver

for the heavy cargo vehicle segment in Jharkhand.

HCVs are vehicles with GVW greater than 16 Tonnes. These vehicles derive their demand from

numerous applications. Few of them are:

Agri-Related and Market Load:

Grain, pulses, soya etc., Potato/Onion, Fertilizers, Packaged Food Products, Sugarcane

To carry all types of loads as per the market availability including light goods. (Volumetric load).

Driven by unions, transporters allocate vehicles on commission basis.

Unions, transporters allocate it to suitable models as per the load availability on commission basis

Includes all models ranging from 16 to 31 ton from rigid 2 axle truck to Multi axle truck & tractors

35 | P a g e

Cement Logistics:

Demand of cement has been growing steadily over the years because of the boom in the

manufacturing sector. Each Million-Ton in cement production adds the demand of Cargo Vehicle

by 400 units for outbound movements.

Construction Material:

Sand, Earth, Silt, Marble.

36 | P a g e

Container Carrier:

Port Operations and Container Movement over short, medium and long distances.

Port Movement - Terminal Tractors are used from Ship berth to Container Yard.

Local Movement - Tractors Trailers / MAV’s (mostly old) are used from Container Yard To CFS.

Hinterland Movement - Tractors Trailers (new) are Used for long / medium Range distance

Industrial Goods and Machinery:

Movements of machinery and industrial goods. Heavy & large machinery is transported from the

placement of manufacture to the place of utilization. Finished products of various manufacturing

industries.

37 | P a g e

Iron and Steel Industry:

Iron-Ore, Coal and Limestone serve as raw material.

Overall share of inbound transportation by road is 25%.

Finished Products are HR and CR Coils, Flats, Longs and Billets.

Overall share of outbound transportation by road is 30%.

LPG Logistics:

LPG Movement:

Oil refinery to Bottling Plant or Industrial User

Bottling Plant to Distributor/ Retailer

Distributor to Consumers

38 | P a g e

Municipal Vehicles:

Managed by municipal/ waste management company

Fire engines, road sweepers, knuckle boom cranes etc. are also loaded on these prime movers for

special works.

Two most common type of Special purpose/Municipal vehicles are Garbage compactor, Dumper Placer.

Parcel, FMCG Products and White Goods:

Goods Movement:

Factory/Volumetric Courier to Distributors

Distributors to Retailers

39 | P a g e

Perishable Products:

Movement:

Pre-Cooling to Packaging

Packaging to Cold Storage

Cold Storage to Refrigerated Carriers

Refrigerated Carriers to Retail-Outlets

These require Refrigerated Carriers. Products include fruits, vegetable, fisheries,

milk-products, ice-cream, medicine, pharmaceuticals and meat.

Petroleum Logistics:

40 | P a g e

Vehicle Carrier:

To carry Cars, SCVs, Two-Wheelers from manufacturing plant to dealers across the country.

Mining Application:

Oil Refinery(White

Oil)

Storage Installation/Bul

k User/ Distributor

Retail Outlet/ End User

Oil Refinery (Black Oil) Bulk User/ Distributor End User

Oil Refinery(LPG)

Bottling Plant LPG Retailer

Manufacturing Plant

Dealer Yard

Iron-Ore/Limestone

/Gypsum

Mine heads

Cement/Steel Industry

Gravel Stones

Crushers

Construction Site/ Road/

Bridges

Thermal Power Plant

Coal MinesCoal

41 | P a g e

5.1 Findings:

Jharkhand is a mineral rich state and is full of mines. After studying the applications, it was found

that in the region concerned, that is, Jharkhand, Mining is the most influencing factor and the most

dominant application. Most of the cargo sale is correlated to mining in the area. Cargo users in the

HCV segment mostly have their application in mines and market load but owing to large mining belts

I came to the conclusion that majority of them had their application in carrying load from the mines.

Now, In Jharkhand there are mostly two kinds of mines, Coal Mines and Iron-Ore Mines. The next

stage involved mapping of different mining belts of Jharkhand. The idea is to micro-segment the

market to make the study feasible and comprehensive. After mapping the region, I explored all the

Tata Motor’s dealers located in those areas. Then the next step called for getting in touch with them

and asking a sequence of questions. The questionnaire was designed in such a way so as to help me

get the data of units sold in the last financial year, units sold in a particular geography, units sold

according to the volume of mining activities in a particular region. One key information that I hoped

to get from this exercise was customer data. Getting information about the fleet customers was pivotal

in understanding the customer behaviour. In coal regions there are many unions, union leaders and

key influencers who hold sway over a large number of people. These key influencers can affect the

sales in hundreds if not more. Another important data was number of vehicles by volume coming in

and out of the mines. The number of Tata Vehicles when pitted against the total number of vehicles

would give us a picture of our market share in the TIV of this region. I reckoned my interaction

directly with the fleet customers would throw some light on their purchase plan. This can again be

useful in estimating future demand. Hence before anything I had to find out what were the major

sources of coal in Jharkhand and how much coal was stored in it

PHASE 1

Coal reserves in Jharkhand in million tonnes

Sl. NO. State/Coalfield Proved Indicated Inferred Total

1 JHARKHAND 4115.36 32986.36 6559.47 80701.19

2 RANIGANJ 1538.19 466.56 31.55 2036.30

3 JHARIA 15127.97 4302.09 - 19430.06

4 EAST BOKARO 3351.87 3929.57 863.32 8144.76

5 WEST BOKARO 3720.89 1308.71 33.66 5063.26

6 RAMGARH 710.59 495.30 58.05 1263.94

7 NORTH

KARANPURA

9499.42 6914.61 1864.96 18278.99

8 SOUTH

KARANPURA

3042.31 2048.56 1480.22 6571.09

9 AURANGABAD 352.05 2141.65 503.41 2997.11

10 HUTAR 190.79 26.55 32.48 249.82

11 DALTONGANJ 83.86 60.10 - 143.960

12 DEOGHAR 326.24 73.60 - 399.84

13 RAJMAHAL 3211.18 11219.06 1691.82 16122.06

42 | P a g e

Apart from coal Jharkhand state is also rich with deposits of minerals mapping of those mines are as follows

Reserve in

Millio

n

Tonne

s

Sl. No. Mineral National

Reser

ve/

Resou

rces

Jharkhand's

Reser

ve/

Resou

rces

Jharkhand's

Share

w.r.t.

Indian

(in %)

District

1 2 3 4 5 6

1 Coal 293497.15 80356.20 27.37% Dhanbad,Bok

aro,Latehar,D

umka,Ramgar

h

2 Iron Ore

(Hae

matite

)

17882.10 4596.621 25.70% West

singhb

hum

3 Apatite rock

Phosp

hate

24.22 7.270 27.07% West

Singh

bhum

4 Cobalt 44.91 9.000 20.04% East

Singh

bhum

5 Silver ore 466.98 23.840 5.10% Ranchi, East

Singh

bhum

6 Copper Ore 1558.45 288.120 18.48% East

Singh

bhum

7 Kyanite 103.24 6.030 5.84% West

Singh

bhum,

Saraik

ela-

Khars

awa,

East

Singh

bhum,

8 Graphite 174.84 12.910 7.38% Palamu

9 Asbestos 22.16 0.154 0.69% West

Singh

bhum,

Saraik

43 | P a g e

ela-

Khars

awa

10 Fireclay 713.51 66.619 9.33% Dhanbad,

Bokar

o,

Hazari

bagh,

Palam

u,

Giridi

h,

Ramg

arh

11 Quartz &

Silica

3499.03 156.521 4.47% East

Singh

bhum,

West

Singh

bum,

Saraik

ela-

Khars

awa,

Dumk

a,

Hazari

bagh,

Deogh

ar,

Palam

u,

Saheb

ganj

12 Bentonite 568.36 0.980 0.17% Sahebganj

13 Bauxite 3479.62 146.323 4.20% Lohardaga,

Lateha

r

Gumla

,

Godda

,

Saheb

ganj

14 Chinaclay/

Kaoli

n

2705.20 198.690 7.33% Lohardaga,

Ranch

i,

Dumk

a,

Saheb

ganj,

44 | P a g e

East

Singh

bhum,

West

Singh

bhum

15 Feldspar 132.34 1.634 1.23% Dumka,

Hazari

bagh,

Deogh

ar

16 Garnet 56.96 0.110 0.19% Koderma,

Chatra

17 Magnetite 10644.06 10.542 0.10% Palamu, East

Singh

bhum

18 Barytes 72.73 0.035 0.04% Ranchi,

Palam

u, East

Singh

bhum

19 Talc/Soapsto

ne

269.02 0.338 1.25% West

Singh

bhum,

East

Singh

bhum,

Saraik

ela-

Khars

awa,

Palam

u

20 Dolomite 7730.55 41.430 0.53% Palamu,

Garhw

a

21 Limestone 184935.11 634.410 0.34% Garhwa,

Palam

u,

Ranch

i,

Ramg

arh,

Hazari

bagh,

Bokar

o,

West

Singh

bhum

45 | P a g e

22 Chromite 203.30 0.730 0.35% West

Singh

bhum

23 Manganese

ore

429.90 13.700 3.18% West

Singh

bhum

24 Nickel 189.00 9.000 4.76% East

Singh

bhum

25 Gold ore 493.69 8.150 0.09% Ranchi, East

Singh

bhum,

West

Singh

bhum,

Simde

ga,

Palam

u

26 Ochre 144.26 0.215 0.14% West

Singh

bhum

27 Vermiculite 2.50 0.030 1.23% Koderma

28 Mica 0.55 0.002 0.30% Koderma,

Giridi

h,

Hazari

bagh

29 Black

Granit

e

3175688.00 8875340.000 19.36% Dumka,

Jamtar

a,

Koder

ma,

Ranch

i,

Khunt

i,

Simde

ga,

Palam

u,

Lateha

r,

Garhw

a

30 Coloured

Granit

e

42649661.00

46 | P a g e

Upon the completion of the mapping of mines located in Jharkhand the next phase of my project

needed me to get in touch with Tata dealers all across Jharkhand. So I could get in touch with them

on a one on one basis and inquire about there annual plans expectations from their local markets as

well as their customer behaviour regarding the market. Hence I began mapping TATA Motors

dealerships across Jharkhand.

Phase 2

5.2 Dealer Mapping of TATA MOTORS dealerships across Jharkhand

Sl.No

.

Region/Macr

o-

Marke

t

Dealer D.S. E Micro-Market Applicatio

n

1. Jamshedpur Mithila

Moto

rs

Mohit Noamundi/Jamda Iron Ore

ENAR Sanjay

2. Ranchi JMA Dharmendr

a

Knelari/Piparwari/Latehar/Balumath

ENAR Rajesh

3. Hazaribagh JMA Rajkishore Kuju/Tandru/Chatra Coal

ENAR Dinesh

4. Koderma ENAR Satyendra Domchanch Stone

5. Bokaro JMA Ajit Phusro/Chandrapura Coal

ENAR Vijay

6. Dhanbad JMA Vikash Jharia/Katras/Baghmara Coal

ENAR Ashish

7. Dumka HAPL Anurag Godda/Pakur/Shikaripara/Amarpara/Lalm

atia

Coal

8. Ramgarh ENAR Ravi Patratu/Ghato/Kuju Coal/Iron

Ore

After completion of dealer mapping I began designing my questionnaire which was designed such

that it could to grant me maximum knowledge of what was the current Jharkhand market as well as

the mind set of Tata’s customer’s and how it was expected to move in the next financial year. The

questionnaire was also designed such that I could ask about the major fleet owners and key influencers

in their territory so I could analyse the business plans for FY 2016-17, of these fleet owners as their

experience and movements influence other smaller operators, as their business plans affect the sale

of vehicles since small vehicle owners look up towards fleet owners and their review of any vehicle

before buying their vehicles. Hence the fleet owners themselves have a very heavy influence on

vehicle sales.

47 | P a g e

5.3 Questionnaire for Tata Dealerships across Jharkhand:

Which are the mining locations in your territory – Major mines in those locations?

Name of the place Name of the mines

Daily Cargo vehicles used in these locations (Specify the location like – Kuju, Khelari

etc.)

100-300 400-600 700-900 >=1000

Any new mines going open in these locations?

Yes No

Total number of cargo trucks sold last year?

500-1000 1100-1500 >=1500

How many trucks do you plan on selling this year before monsoon and after monsoon.?

Before Monsoon After Monsoon

Who are the major fleet owners of this location? Name 3-5

Name of the location Fleet owner name Phone no

How much vehicles purchased by those fleet owners last year?

5-10 11-15 16-20 >=21

Who are the key influencers other than fleet owners (if any) for specific locations (Like Kuju, Khelari

Ghato Phusro etc)? (union leaders, ministers).

Name of the key influencers

48 | P a g e

5.4 Data from Channel Partners:

CP,

DSE

AREA MAJOR MINEES UPCOMING MINES KEY

INFLUENCE

RS

ENA

R,

SANJ

AY

JAMSHEDPU

R

JAMDA,

NOAMUNDI

NIL NA

JMA,

VIJA

Y

BOKARO BERMU, DOHRI,

FUSRO, BERMO,

KATRAS,

BAGHMARA

KONARK,

PARVARPUR

BROKERS,

UNION

LEADERS

ENA

R,

AJIT

BOKARO BERMU, DOHRI,

FUSRO, BERMO,

KATRAS,

BAGHMARA

BERMU, DOHRI,

FUSRO, BERMO,

KATRAS,

BAGHMARA

BROKERS,

UNION

LEADERS

ENA

R,RA

VI

RAMGARH GHATO, TEBLA,

TOPA, OVIMARI

BSB MANDI UNION

LEADERS

JMA,

VIKA

S

DHANBAD JHARIA,

BAGHMARA

NIL UNION

LEADERS

JMA,

DINE

SH

HAZARIBAG

H

KUJU,

KOLHARI,TOPA,

KOLHARI

TANDWA KOLHARI NA

ENA

R,

RAJK

ISHO

RE

HAZARIBAG

H

KORIMARI,

PITTARWARA,

CHIRRAIYATAD,

MAGADH,

CHETARIYA

NTPC MINES,

BAKRAGAON, USHA

MARTIN-TANDWA,

SANGMITRA -

TANDWA

UNION

LEADERS

JMA,

DHA

MEN

DRA

RANCHI MAGADH,

CHETARIYA,

AMARPALI,

ASHOKA

NO NA

HAPL

,

ANU

RAG

DUMKA SHIKHAARPADA,

GODDA,

LALMATIA,

PAKHUR(STONE)

, BHARADWA,

SAHIBGANJ

NO NA

ENA

R,

ASHI

SH

DHANBAD BODHAR,

BHAURA,

SHATABDI,

BARARI

VISHWAKARMA,

DAHIWADI

NA

ENA

R,

RAJE

SH

RANCHI BALUMATH,

LATEHAR,

TITARIYA,

KHELARI

MAGADH UNION

LEADERS

49 | P a g e

5.5 Daily Cargo Truck Traffic

AREA DAILY CARGO

TRAFFIC

CARGO SALES LAST

YEAR

CARGO

SALES

FORECAST

JAMSHEDPUR 400 50 40

BOKARO(JMA) 200 300 300

BOKARO(ENAR) 1500 645 780

RAMGARH(ENAR) 1000 200 205

DHANBAD(JMA) 1400 676 750

HAZARIBAGH(JMA) 300 100 125

HAZARIBAGH(ENAR) 1500 100 120

RANCHI(JMA) 350 150 190

DUMKA(HAPL) 900 90 110

DHANBAD (ENAR) NA NA 75

RANCHI(ENAR) 600 NA NA

5.6 Interacting with Key Account Customers:

Above data is based on dealer forecasts. But at the end it is the consumer who will purchase the vehicle. Key

customer data was taken from the dealers and with a specific set of questions I got in touch with those customers.

Questionnaire for Key Customers:

1. How many vehicles/Cargo trucks do you own?

1-3 4-6 7-9 >=10

2. How many of them of Tata?

1-3 4-6 7-9 >=10

3. In which areas do your trucks prominently run in?

4. How much approx distance in kms does your vehicle cover in a month?

500-1500 1500-3000 3000-4500 >=4500

5. How many cargo trucks did you purchase last year?

1-3 4-6 7-9 >=10

6. How many of them were manufactured by Tata?

1-3 4-6 7-9 >=10

50 | P a g e

7. What is your purchase plan for this year?

1-3 4-6 7-9 >=10

5.6.1 Data from key Customers:

Customer

Name

Region Number of

Vehicles

Owned

Number of

Vehicle

(TATA)

Purchased

Last Year

(TATA)

Current

Year

Purchase

Plan

Nageshwar

Gaju

Ranchi 5 4 Nil 10

Gaurav

(Cosmic

Transport)

Bokaro 26 26 12 7

Harpal

Singh

(Singh

Roadways)

Bokaro 25 25 3 5

Talvinder

Singh

(Sandhu

Roadways)

Bokaro 12 12 5 3

Dharmendar

Singh

Bokaro 15 15 10 4

Rajkumar

Singh

(Rajnandini

Carrier)

Bokaro 34 26 12 5

Ram

Parmeshwar

Hazaribagh 30 25 10 3

Shiv Kumar

Singh

Hazaribagh 78 76 30 35

Pawan

Singh

Dhanbad 7 7 4 0

Shahabuddin

Ansari

Dhanbad 7 7 1 2

After this exercise I compiled all the data collected I was able to successfully collect. The idea was

to get a sense of vehicle demand & estimate for the current financial year. It was also aimed at learning

about the customer needs and recommendations by directly talking to Ground level sales teams and

Fleet owners. Also, understanding their thought process and purchase plans for FY 2016-17.

5.7 Macro Factors

During my research, I did come across a few macro factors which could impact the volumetric sale

in the near future They are as follows:

Economic Growth Projections

Industrial Output (IIP)

51 | P a g e

Monsoon

Government Policies

Railway Freight Charges

Old Vehicle Ban

Coal Block Allocation

Upcoming Mines Related Project

Hence my next stop was automatically the Government policies for the current year as well as the

changes in norms and regulations that were being planned or expected

Government Policies:

Due to intense international pressure the govt. has had to change vehicle emission norms which

necessitates a vehicle to adhere to the BS-4 emission standards from the next financial year. This will

increase the cost of the vehicle and will lead to customers opting to buy beforehand. BS4 is supposed

to come into effect from April 2017, hence we can expect a spike in sales this year,

Railway Freight Charge:

In the past five years Rail Freight has gone up by 50% while Road freight has remained more or less

flat. This has shifted rail traffic toward roadways. Indian Rail primary routes are already saturated are

we are already seeing a huge investment in road infrastructure, according to reports most of cargo

except for mining products are expected to switch to roadways.

Old Vehicle ban:

A recent government proposal has asked to make a law banning vehicles more than 15 years old to

move on the roads. This proposal is expected to push-up the sales of new vehicles.

5.8 Coal Block Allocation & Upcoming Mining Projects:

Jharkhand is a coal rich state and many projects were awaiting government nod. Last week a

couple of coal blocks were allocated and work is expected to begin soon. This will also lead to a

surge in HCV Sales.

Thereby I was able to map the new and soon to open mines in Jharkhand, and they are as follows

Mines Region

Konark Pariyojna Bokaro

Parvatpur Mines Bokaro

BSB Mandi Ramgarh

Tandwa coaliari Hazaribagh

NTPC Mine Barkhagaon

Usha Martin Tandwa

Sangmitra mine Tandwa

Dahiwadi Dhanbad

52 | P a g e

5.9 Conclusion

Based on above calculation TATA motors it expected to have a sale increase of about 15% which

nears to a roundabout of 300 vehicles as compared to last year’s 30%, which lead to an increase in

around 600 vehicles. Even though the there is an optimistic view to a rise of about 20% no major

growth can be registered as compared to last year due to a very low number of new mines opening in

Jharkhand this year. Even new emission norms BS IV being brought into effect by the government

and a ban of vehicles older than 15 years is expected to increase vehicle sales

0

500

1000

1500

2000

2500

FY 2014-15 FY 2015-16 FY 2016-17 Optimistic 16-17

1400

20002300 2400

Vehicle Sales & Expected sales

1200 1600 1800 2000 2200 2400

53 | P a g e

Project II:

6. Positioning of TATA LPT 3718:

6.1 About the Project:

This project deals with the Market positioning of the product TATA LPT 3718 in the CARGO segment with

market competitors like Ashok Leyland 3718, Bharat Benz 3718, and Mahindra Truxo 3718. The project

involves in depth study of the market from scratch level for the 37 tonner segment to attain a better

understanding of the market scenario and develop a way to increase awareness as well as the market share of

TATA 3718.

The initial steps involve understanding the sales pattern for this segment, boosting the sale of TATA 3718 is

an integral part of the project as well as identifying the likely factors that affect the buying patterns of the

consumers. We will be able to determine behaviour of the customers from our first project Growth drivers

for Jharkhand for FY 2016-17. Focusing on these factors will allow the company to place its product neck to

neck with its competitors. This is done to understand how the market will affect the sale of cargo trucks &

why the competition is able to sell more than TATA.

The initial stages involve study of TATA as well as its competitors and try to find the point and areas where

TATA has an edge over competition. Such As-Torque, Gradeability, Top speed etc. TATA has better features

and is very well known for its “No Compromise in Quality” policy. Being a market leader in other truck

segments it wants to cement its position in the 37-Ton segment as well. TATA had released an earlier model

TATA 3723 which was not as successful as TATA’s other models, hence TATA Motors is re-entering this

segment with a completely new product. The TATA MOTORS Brand does provide 3718 with the famous

quality and trust of TATA Trucks.

The project is being carried out in three phases namely:

First phase of this project involves gauging the current scenario of the existing vehicles in the market as and

against TATA 3718.

Second phase is more focused towards finding out factors which influence the sale of cargo trucks in the

customer’s mind namely- Pricing, After Sale Service, Ease of Financing, Vehicle Insurance, Product Quality

etc. Awareness activities are to be conducted at various dealerships and hubs of such vehicles to increase

awareness among drivers as well as the owners, this is being done as drivers play a major role in influencing

the owner’s decision of buying a vehicle. Targeting them and explaining them the benefits of TATA 3718 so

they consider this as an option while recommending vehicles to their owners as they are the primary users of

the owner’s vehicles.

Third Phase I surveyed the market in form of Written Testimonials and Voice of Customer (VOC) [Videos],

of the owners of both TATA as well as of the competitors, these were recorded as part of the documentation

of my research as it will help me to plan and direct our activities on the key factors more effectively.

54 | P a g e

PHASE 1

6.2 Product Description:

LPT 3718- 10x2: 27 FEET LOAD

3718 is a 37 tonne vehicle with a 180 horsepower engine. It is prices at just Rs. Two lakh above TATA LPT

3118

Which is a 31 tonner vehicle hence not only is this vehicle marketed as a 37 tonner vehicle Tata is also

aiming to increase its market share by offering this to TATA 3118’s prospective buyers by showing its

value for money as compared to Tata’s Own as well as rival vehicles. Hence the features of Tata 3718 are

Uniform Load Distribution due to ideal placement of the 5 Axles on the Chassis-Due to this Feature the power

distribution all-along the vehicles axles is even hence better power and control over vehicle at all times

Tag lift axle has higher lift as compared to push lift axle there by providing drivers with higher ground

clearance

The technical Performance advantages of TATA 3718 are

Engine

55 | P a g e

CUMMINS B5.9 180 31 BS-III: It is a water cooled direct injection turbo charged after cooled engine it

gives the driver following benefits

More power at low Rotation Per Minute (RPM)

High engine efficiency

Easier Maintenance

Increased Engine Life

GEAR BOX & CLUTCH:

Tata G1150, DD 12.86: It is a single plate dry friction type clutch. It provides the gear box with

Higher FGR & RAR

Higher torque at wheels

Bigger clutch plate for better transmission

Organic clutch plate gives it less wear and more life

Chassis, Suspension & Brakes:

CHASSIS: Ladder frame provides 3718 with

Better load distribution

Better C channel dimensions

Better suspension

• Suspension: Parabolic Leaf spring, Semi-elliptical Leaf spring with bell crank arrangement & air

suspension for lift axle

• Brakes: Dual circuit, Full Air S-Cam brake system- NON ABS TYPE

Rear Drive Axle: It is a TATA RA110 type

Better RAR for more torque

Higher Gradeability

Better fuel Efficiency

Competition Scenario:

MAHINDRA :37T M has the following Variants in the Market:

LPT 3723

32 ft. Load Body (in 10x4 and 10x2 configuration)

27 ft. Load Body

Cowl Options only

ASHOK LEYLAND: AL has the following 37-ton variant in the market

AL 3718 il

30 ft. Load Body

27.5 ft. Load Body

Cowl Options only

56 | P a g e

Bharat Benz: Launched Its 37T truck, Sept 2015

6.3 Spread Sheet Comparing Tata LPT3718, Bharat Benz and Ashok Leyland 3718

6.3.1 Comparison between Tata LPT 3718 and Mahindra TRUXO 37:

Vehicle

AttributesTata LPT 3718(1210/cowl)Ashok Leyland 3718IL(6600/cowl)Bharat Benz 3723R (6575/Cab)

Performance

Engine CUMMINS 6BT 5.9 180 BS3H SERIES HA6 ETI3UDE170,DI Turbocharged,with ECU Fuel Injection Pump

Emission NormsBSIII BSIII BSIII

Engine Cylinder 6 6 6

Displacement(cc)5883 5660 6373

Mahindra Truxo 37 Tata LPT 3718

57 | P a g e

Engine:

Gear Box:

Truxo 37 LPT 3718

m-Power Tata Cummins 6BT

170 HP 180 HP

820 Nm 685 Nm

7.2 L 5.9 L

Truxo 37 LPT 3718

6 Speed gear box G-1150

6F+1R 1C+8F+1R

FGR-9.01 CGR- 12.87, FGR-9.13

58 | P a g e

Front Suspension:

Front disjoint suspension

TML Suspension:

• Front axle at

• Spring deflection is

same

• Spring deflection is

Different

Front tandem link suspension

59 | P a g e

Vehicle Performance:

Truxo 37 LPT 3718

Gradeability-18% Gradeability- 25% (Crawler), st

Top speed- 73 kmph Top speed- 78 kmph

TCD- 22 m TCD- 21.9 m

60 | P a g e

6.3.2 Comparison between TATA LPT 3718 & AL 3718:

PARAMETERS TATA LPT 3718 AL 3718

Engine Tata Cummins 6BT HA Series

Horse Power 180 HP 180 HP

Torque 685 Nm 660 Nm

FIP Rotary Inline

Gear Box G-1150

CGR-12.87

FGR-9.13

9 Speed G box

CGR- 12.73

FGR- 8.83

Gradeability 19% 15%

Top Speed 78 km/h 70km/h

TCD 21.9 m 23.8 m

Wheelbase 62 66

Load Span 27 ft 27.5 ft

Chassis Length 10807 mm 11391 mm

Front overhang 1260 mm 1557 mm

Rear Overhang 800 mm 2524 mm

Lift Axle Tag Pusher

Longer tyre life X

Easy to turn X

Better power transmission X

Safe lift axle X

Rebound strap √ X

Bump stopper √ X

Pivot Bolt 27 mm 22 mm

Bellows 2 3

61 | P a g e

Size 400 mm 320 mm

Ground clearance (UL) 175 mm 143 mm

Ground clearance(Laden) 120 mm 100 mm

62 | P a g e

6.3.3 Comparison Between TATA LPT 3718 & TATA 3118:

TATA LPT 3718

TATA LPT 3118

63 | P a g e

Attributes TATA LPT 3718 TATA LPT 3118

Engine Tata Cummins 180-31, DI

turbocharged intercooled

CUMMINS 6BT 5.9 180 BS3

Emission Norms BS-III BS-III

Engine Cylinder 6 6

Displacement(cc) 5833 5883

Max Power 181bhp @2500rpm 181bhp @2500rpm

Max Torque 675Nm @ 1400-1600 675Nm @ 1400-1600rpm

Transmission Manual Manual

Clutch 380mm dia, single plate dry friction

push type, with clutch

boosters.

380 mm dia, single disc dry

friction, Push type, with

clutch booster.

Gear box 6-speed 9-speed

Fuel tank Diesel(300lit) Diesel (400lit)

Gradeability (%) 22 25

Turning Radius 10750mm 10970mm

Max Speed (kmph) 80 78

Body Option Customizable Customizable

Chassis Type chassis with face cowl chassis with face cowl

Cabin Type No cabin No cabin

Tilt able Cable yes yes

Axle Configuration 8x2 10x2

Front Tyre 10 R 20-16 PR 11R 20-16 PR

Rear Tyre 10 R 20 -16 PR 11R 201-16 PR

Wheel Base (in mm) 5505 6255

Overall Length (in mm) 9635 10807

Overall Width (in mm) 2440 2434

Overall Height 1839 3025

GVW/GCW(Kgs) 31000 3700

Kerb Weight 7400kgs 9595kgs

Ground Clearance in mm 250 250

Steering Power steering Power steering

AC No No

Cruise Control No No

Navigation System yes Yes

Driver Information System No No

Armrest No No

Seat Type Standard

Brakes Air brakes Air brakes

Front Axle Heavy duty forged "I" beam reverse

Elliot type.

Twin-Steerable Axle

64 | P a g e

6.4 Plan of Action:

As I have deduced from the above technical specification comparison comparisons 3718 is a successful

and highly feasible model. Apart from technical superiority it is very important that Tata was able to create

customer awareness regarding 3718 hence I began the next phase of my project. That was to determine

customer behaviour. To do that first I prepared a new questionnaire for Tata customer who owned 3718 so

as to obtain their views about the product and its performance on a day to day basis under varying

conditions and different market loads and drivers. This review of fleet owners will help Tata position the

vehicle better in minds of other prospective buyers

Front Suspension Semi elliptical leaf spring

suspensions with hydraulic

double Acting telescopic type

shock absorber.

Parabolic Spring Suspension

with Hydraulic Double

Acting telescopic

Rear Axle Lift Axle-pneumatic air suspension,

first rear axle-single-speed

hypoid gear axle,secondary

rear axle-Heavy duty Tabular

dummy axle.

First- Single Reduction,

Second- Heavy Duty,

Third- Lift Axle

Rear Suspension Semi elliptical leaf spring

suspensions, with bell-crank

mechanism.

Pneumatic Air Suspension,

Semi-Elliptical Leaf

spring.

Parking Brakes yes yes

Power Steering yes yes

Fog lights yes yes

65 | P a g e

PHASE 2

6.5 Questionnaire for TATA 3718 Customers

Name of Customer - Business- Area-

Phone no- Years of Experience-

1-How many vehicles do you own?

0-3 4-6 7-9 >=10

2- How many of them are of Tata Motors ltd?

0-3 4-6 7-9 >=10

3- How many 3718 do you have?

0-3 4-6 7-9 >=10

4-How old is TM model 3718 you own?

0-3 4-6 7-9

4-Which application is 3718 used for?

Coal Steel & Iron Marble Diesel/oil

Cement

66 | P a g e

5-Rate this factor.

The customers were asked fill out their respective details as well as to rate the above factors out of 10. For

how the felt about the 3718 product. To show the higher efficiency of Tata 3718 I also prepared a

comparison chart that could be used to shoe aw owner the efficiency to TATA 3718 based on his usage of

the vehicles

6.6 Questionnaire 2: BRT for TATA 3718:

BRT Model is a smart way to impress the C0’s or the prospects. Getting the BRT filled by customers using

different models with 3718 would make them aware of the better operating economics of 3718 over other models

and this can also be used to in still faith among the prospective buyers. Because they would take the word of a

user rather than trusting a company officially who obviously would have ulterior motives in selling the vehicle.

It’s quite clear that TATA wants to position this product as an improvement over the 3118 model. It hopes

to shift its volume towards 3718 LPT. This necessitated a comparison of 3718 and 3118 which I did. To

understand the mind set of consumers better I designed a questionnaire. I was hoping to get a good sample

size so as to generalize the result and conclude on the strengths and weaknesses. For interacting with

customers personally I visited a few fleet owners in Hazaribagh, Jamshedpur and Bokaro

Data Parameters Tata 3718 Tata 3118 Tata 4018

Pay load in Tons

Primary Load

Carried in

Tons

Return load carried

in Tons

Lead distance with

onward

primary load

in Kilometres

Lead distance with

return

secondary

FACTORS (1) (2) (3) (4) (5) (6) (7) (8) (9) (10)

Mileage

Price

Tyre life

Maintenance

Load capacity

Safety

Chassis Strength

Comfort/Features

Load Area

Serviceability

67 | P a g e

load in

Kilometres

Distance without

load in

Kilometres

Total distance per

trip

No of trips per

month

Total Load carried

per trip

(onward&

return) in

tons

Total number of

operative

months

Type of Tyres

Cost of one new bias

ply tyre in Rs

Cost of one new

radial ply

tyre in Rs

Front axle tyre life

in Kilometres

Lift axle tyre life in

Kilometres

Drive axle tyre life

in Kilometres

Trailer/tandem axle

tyre life in

Kilometres

6.7 Based on questionnaires calculations:

Sample Size of customers taken from all over Jharkhand 45, all the customers owned at least one TATA

LPT 3718 & were also fleet owners.

Total Vehicles Owned across all 45 Customers was- 316. Out of which 100 were LPT 3718 of Tata Motors

Based on the first questionnaire and using excel it was found that [Every Aspect was rated out of 10]

Maintenance Cost and Load Capacity Have the highest scores of 8.31 and 8.71 respectively. Driver

Comfort and Pull Power have also scored high.

Tyre Durability and Mileage Have the lowest average score of 6.07 and 7.27 respectively.

68 | P a g e

Satisfied Customers out of a sample of 45 are 33. A healthy 73%

Among the satisfied customers 70% rated load capacity as the main reason for satisfaction

Satisfaction Survey about TATA 3718

6.6.1 Important variables and Respective average ratings:

Influencing Factors Average Score

Driver Comfort 8.24

Pull Power 8.16

Mileage 7.27

Tyre Durability 6.07

Serviceability 8.07

Load Capacity 8.71

Chassis Strength 8.80

Maintenance Cost 8.29

Safety 8.00

Strengths of 3718 as per the average ratings are as follows

Load Capacity

Maintenance Cost

Driver Comfort

The weaknesses as per the average ratings calculated are as follows

Tyre Life

Mileage

Satisfaction Survey

YES NO

69 | P a g e

6.7.2 Average Score of satisfied and unsatisfied customers

Serial No. Influencing

Factors

Average Score Satisfied

Customer

Unsatisfied

Customer

1 Driver Comfort 8.24 8.73 6.92

2 Pull Power 8.16 8.61 6.92

3 Mileage 7.27 8.06 5.08

4 Tyre Durability 6.07 6.82 4.00

5 Serviceability 8.07 8.58 6.67

6 Load Capacity 8.71 9.03 7.83

7 Chassis Strength 8.80 9.18 7.75

8 Maintenance Cost 8.29 8.79 6.92

9 Safety 8.00 8.21 7.42

0 1 2 3 4 5 6 7 8 9 10

Driver

Pull

Mileage

Tyre

Service

Load

Chassis

Maintenance

Safety

Customer Satisfaction

Unsatisfied Satisfied Average

70 | P a g e

6.8 TYRE ISSUE

Using z score quantitative method I calculated the probability of tyre life in kilometres

Let X = Kilometres

Z = z score

Mean Tyre Life,

40000Km

S = Standard Deviation,

20000 Km

P = Probability

X> 20000

Z= -1 and P= 84.13%

X> 30000 Z= -0.5 and P= 69.15%

X> 40000 Z= 0 and P= 50%

X> 50000 Z= 0.5 and P= 30.85%

X> 60000 Z= 1 and P= 15.87%

X> 70000 Z= 1.5 and P= 6.68%

Customer Satisfaction

On analysing my calculations, I discovered that vehicles manufactured and purchased till 2015 December

i.e. 7 months ago in November and December had the maximum number of unsatisfied customer.

While customers who have purchased the vehicle from Jan-2016 were highly satisfied with their vehicles

6.8 Co-Relation Factor

I have also employed Co-Relation factor among the variables to determine the various attributes of the

vehicles to determine the key factors that influence the strengths or weaknesses of the vehicle. Such as A

strong chassis will allow the vehicle to carry a higher load. Thus with co-relation I was able to identify the

key factors of the vehicle

11%

49%

40%

Vehcile Ownership Period (In Months)

0-3 4-6 7-9

71 | P a g e

Driver

Comfo

rt

Pull Power Mileag

e

Tyre Durability Serviceabilit

y

Loa

d

Chassi

s

Driver Comfort 1.00 0.57 0.37 0.31 0.37 0.32 0.29

Pull Power 0.57 1.00 0.47 0.42 0.32 0.34 0.41

Mileage 0.37 0.47 1.00 0.39 0.41 0.15 0.34

Tyre Durability 0.31 0.41 0.39 1.00 0.54 0.26 0.34

Serviceability 0.37 0.32 0.41 0.54 1.00 0.38 0.32

Load 0.32 0.35 0.15 0.26 0.38 1.00 0.71

Chassis 0.29 0.41 0.33 0.34 0.32 0.71 1.00

Maintenance 0.50 0.49 0.34 0.44 0.80 0.26 0.24

In co-relation the values nearest 1 is considered the best factor, thus in above chart all highlighted values

show the key factors in both strength and weakness of the vehicle

6.8.1 Satisfied customers:

Average Score across all parameters in case of Satisfied Customers is 8.44

Hence, individually for a customer to be satisfied with a particular variable their score should be more than 8 in

that particular variable.

Attribute No. Of Customer with Score >=

8

Percentage

Driver Comfort 27 60%

Pull Power 34 75%

Mileage 26 58%

Tyre Durability 16 35%

Serviceability 33 73%

Load 36 80%

Chassis 41 91%

Maintenance 35 78%

72 | P a g e

Satisfaction Score:

Based on the Customer Survey above is the segregation of the overall customer satisfaction (In

Percentage) with each attribute taken one at a time. From the above graph it is clear that Tyre durability is a

key issue among all users of TATA 3718

6.8.2 Un-satisfied Customers:

Average score across all variables in case of unsatisfied customers is 6.61. Hence a score less than that

given to a particular parameter is a cause of worry. Based on that I have tried to rate the customers response

in each variable. This would help me to understand the factor which plays the major role in the customers

mind.

Attributes Number of Customers with

score <= 6.61

Percentage

Driver Comfort 3 25%

Pull Power 4 33%

Mileage 8 67%

Tyre Durability 10 83%

Serviceability 5 42%

Load 2 17%

Chassis 3 25%

Maintenance 4 33%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Driver Comfort

Pull Power

Mileage

Tyre Durability

Serviceability

Load Capacity

Chassis Strength

Maintenance Cost

Satisfaction Score

Satisfaction Score

73 | P a g e

Unsatisfactied customer graph:

Un- Satisfaction Score clearly states that among the Unsatisfied Customers Tyre Durabilty and Mileage are their

most important concern. Around 83% of them are unhappy with the way the tryes have worn out. And 67%

of them are not content with the mileage.

Discriminant Analysis in SAS:

7.1 Discriminant Analysis to Classify between Satisfied and Unsatisfied Customers:

What is Discriminant Analysis and why did I find the need to use it?

Discrimant analysis uses predictor variables to categorize the observations. Hence I can use the data collected to

form a discriminating line which will categorize between satisfied and unsatisfied customer. What happens

sometime that oneattribute of a vehicle even if not dominant enough has a bearing on customers response.

Using Discriminant Analysis we can find out by the scores filled in the questionnaire wether a customer is happy

with the performance of the vehicle. This concept is not just limited to 3718 but can be generalized.

The training data or the sample of 45 gives the equation of a line wherein the test data or the future responses can

be checked for satisfaction score of a customer.

Total Sample Size 45 DF Total 44

Variables 8 DF Within Classes 43

Classes 2 DF Between Classes 1

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Driver Comfort

Pull Power

Mileage

Tyre Durability

Serviceability

Load Capacity

Chassis Strength

Maintenance Cost

Un-Satisfaction Score

Un-Satisfaction Score

74 | P a g e

Number of Observations Read 45

Number of Observations Used 45

Class Level Information

Satisfaction

Variable

Name Frequency Weight Proportion

Prior

Probability

No No 12 12.0000 0.266667 0.266667

Yes Yes 33 33.0000 0.733333 0.733333

Prior probabilities mean during the interaction what is the probability of the customer saying Yes/No to the

question of satisfaction. As per our data 33 out of 45 customers nodded yes and hence the prior probability is

73%. And thud not satisfied customers are 27% of the total.

Univariate Test Statistics

F Statistics, Num DF=1, Den DF=43

Variable

Total

Standard

Deviation

Pooled

Standard

Deviation

Between

Standard

Deviation R-Square

R-Square

/ (1-RSq) F Value Pr > F

Driver Comfort 1.3677 1.1150 1.1323 0.3505 0.5396 23.20 <.0001

Pull Power 1.3477 1.1289 1.0565 0.3143 0.4584 19.71 <.0001

Mileage 2.1888 1.7573 1.8620 0.3700 0.5874 25.26 <.0001

Tyre Durability 2.3587 2.0168 1.7625 0.2855 0.3996 17.18 0.0002

Serviceablity 1.6569 1.4365 1.1939 0.2655 0.3615 15.54 0.0003

Load Capacity 1.4081 1.3175 0.7486 0.1445 0.1689 7.26 0.0100

Chassis Strength 1.2358 1.0692 0.8954 0.2685 0.3670 15.78 0.0003

Maintenance Cost 1.5612 1.3332 1.1702 0.2873 0.4031 17.33 0.0001

Average R-Square

Unweighted 0.285765

Weighted by Variance 0.2953026

Multivariate Statistics and Exact F Statistics

S=1 M=3 N=17

Statistic Value F Value Num DF Den DF Pr > F

Wilks' Lambda 0.35183225 8.29 8 36 <.0001

Wilks’ Lambda is 0.35 Lower the value of Wilks’ Lambda the better the model is.It’s because Wilks’s

lambda is the ratio of error sum of squares and total sum of squares. Wilks’ Lambda is significant as the p

value is less than 0.05. It means that at least one of the predictor variables is significantly discriminating the group

of dependent variables.

75 | P a g e

Linear Discriminant Function for Satisfaction

Variable No Yes

Constant -60.02716 -91.89715

Driver Comfort 4.09561 5.31577

Pull Power 1.86982 1.96296

Mileage 1.12175 1.96374

Tire Durability -0.16009 0.30886

Serviceability 0.85420 0.77432

Load Capacity 0.24622 0.15678

Chassis Strength 6.28326 7.51998

Maintenance Cost 2.13533 2.82780

The above table gives us two discriminating equations. One for satisfied customers and another for dissatisfied

customers. When we put in the scores of the variables in these equations we get the discriminant score. And

depending upon it SAS classifies the customers as satisfied and not-satisfied. The utility of this analysis is

immense. It helps us understand where do we stand with our product in the minds of the customer. Reality check is

possible as we get a blatant categorical dependent variable that is YES or NO.

Posterior Probability of Membership in Satisfaction

Obs From Satisfaction

Classified into

Satisfaction No Yes

1 Yes Yes 0.0107 0.9893

2 Yes Yes 0.0024 0.9976

3 Yes Yes 0.0218 0.9782

4 Yes Yes 0.0103 0.9897

5 No Yes * 0.3788 0.6212

6 No No 0.9756 0.0244

7 No No 0.9974 0.0026

8 Yes Yes 0.0004 0.9996

9 Yes Yes 0.0174 0.9826

10 Yes Yes 0.0397 0.9603

11 No No 1.0000 0.0000

12 No No 0.9991 0.0009

13 No No 0.9979 0.0021

14 No No 0.8770 0.1230

15 Yes Yes 0.0045 0.9955

16 Yes Yes 0.0001 0.9999

17 Yes Yes 0.0126 0.9874

18 No No 0.6806 0.3194

19 Yes Yes 0.0032 0.9968

20 Yes Yes 0.0232 0.9768

21 Yes Yes 0.0119 0.9881

22 No Yes * 0.1460 0.8540

23 Yes Yes 0.0549 0.9451

24 Yes Yes 0.0034 0.9966

25 Yes Yes 0.0528 0.9472

26 Yes Yes 0.0083 0.9917

27 Yes Yes 0.0045 0.9955

28 Yes Yes 0.0078 0.9922

76 | P a g e

Posterior Probability of Membership in Satisfaction

Obs From Satisfaction

Classified into

Satisfaction No Yes

29 Yes Yes 0.0003 0.9997

30 Yes Yes 0.1023 0.8977

31 Yes Yes 0.0524 0.9476

32 Yes Yes 0.0061 0.9939

33 Yes Yes 0.0005 0.9995

34 No Yes * 0.4650 0.5350

35 No No 1.0000 0.0000

36 Yes Yes 0.0001 0.9999

37 Yes Yes 0.0022 0.9978

38 Yes Yes 0.0021 0.9979

39 Yes Yes 0.0123 0.9877

40 Yes Yes 0.0003 0.9997

41 Yes Yes 0.0000 1.0000

42 Yes Yes 0.0002 0.9998

43 No Yes * 0.0601 0.9399

44 Yes Yes 0.0363 0.9637

45 Yes Yes 0.0038 0.9962

Number of Observations and Percent

Classified into Satisfaction

From Satisfaction No Yes Total

No

8

66.67

4

33.33

12

100.00

Yes

0

0.00

33

100.00

33

100.00

Total

8

17.78

37

82.22

45

100.00

Priors

0.26667

0.73333

Above table shows the misclassified observations which mean in which category has the discriminant analysis

equation classified the customer into. Evidently there are 4 misclassified observations meaning customers will be

put into the opposite category based on the posterior probability.

77 | P a g e

Phase 3

8. FACTORS PREFERRED BY A MARKET LOAD OPERATOR: It has been clearly understood that awareness about Tata LPT 3718 was missing, so the method of approach had to

be changed, it was necessary to know what features and factors a customer actually needs in reality. Target

customers for this phase are market load operators. Market load operators are basically the ones that are purely

dependent on the vehicle for their source of income. Most often the Driver and owner is the same in case of market

load operators. Mostly they are the ones who could shifted from low to higher performing vehicles. Such people

are very much attached to their vehicle for them making such a huge investment is always a careful and well

researched decision. Here, the survey is basically conducted to understand the factors considered by a market

load operator before purchasing a vehicle. They are mostly available in areas like markets, Transport nagar’s, etc.

9. Positioning of Tata 3718

Positioning of any vehicle begins with a frame of reference. The first step is

9.1 Identifying Competitors

Before entering the segment Tata had to identify its competitors in the 37-ton segment. In this segment

it had competitors like

AL 3718

Mahindra 3718

Bharat Benz 3718

9.2 Points of Parity/Difference:

Under the POP & POD, I had to identify the areas in which Tata 3718 was able to perform better than

its competitors. Tata was able to gather a clear lead over its competitors in areas such as

Mileage

Top Speed

Load Capacity

Maintenance Cost

Safety Feature

Driver Comfort

Chassis Strength

Tata should also announce category benefits on such features and show their customers about its

strengths in all of the above fields in open for all conventions and events.

9.3 Product awareness

It evident that awareness is extremely low, awareness programs and customer meets have to be done on a serious

note. Recommendations are as follows.

9.3.1. TV commercials/advertisements in the Indian Cricket Tours in 2016.

TV Commercials are done to create awareness about the product Tata LPT 3718. To create awareness, cricket

can be used, as it will provide us with a perfect platform. TV commercials of Tata LPT 3718 should be released

during India’s matches in the Tournaments.

78 | P a g e

9.3.2. Awareness campaigns and activities.

Activities also play a key role in this type of commercial segment. Activities like customer meets, road shows and

loan mela’s can create an impact on the purchasing decisions of the customer. This will also educate the customer

about the latest product and technology available for the application of his business.

9.3.3. TV commercials/advertisements in IPL/ISL 2016.

We also need to be visible in the other famous sports tournament, ISL/IPL. Recommendations are given to the Tata

motors’ sales team about giving advertisements in IPL tournament.

These commercials on Tata LPT 3718 will be displayed at the knock out stage of the tournament.

9.3.4. Hiring a brand ambassador

Hiring a well-known celebrity or athlete can help people identify the TATA 3718 under his image Movie stars such

as Amitabh Bacchan or Athlete’s such as Sachin Tendulkar

Thus, by making use of the above 4 possible ways we can try to create awareness among customers and there by

reach the ultimate objective of creating awareness

79 | P a g e

10. Recommendations

Aggressive advertising campaigns are very much essential as I found out from the survey that the most important

customer of TML is not aware of Tata LPT 3718. Actions have already started for advertisement and marketing

campaigns.

1. Hoardings should be placed in the strategic areas visited by customers. Such areas found in the survey are listed

below.

• In & around all major mining cities in Jharkhand (vegetable market), here most of the competitor’s

customers could be attracted.

• Mango Bus Stand

2. In the DRCD (Dealer Review Closing Date) meeting conducted in the month of April the DSE’s were advised

to conduct the following.

• Road shows

• Loan Mela

• Test Drive

Such drivers would help in increasing the visibility of Tata LPT 3718 and hopefully more C0’s could be created in

these events

3. A list of five major points has been made on basis of the interaction with the customers during the survey for the

DSE’s to emphasize in the field.

• Chassis Strength

• Safety Feature

• Load capacity due to larger load body length

• Better Mileage performance due to better Engine

4. Wall paintings in rural areas to increase visibility of Tata LPT 3718.

5. SMS blast to the customers accumulated so till date in the database.

6. Extract all the customers of Tata whose tenure of the vehicle has crossed 15 years from the data base and target

as the government has sanctioned new laws

7. Also try converting the competitor’s customers who are dissatisfied to Tata’s LPT 3718 customers

8. Weekly newspaper advertising.

80 | P a g e

11.ACTIVITY PLAN: TEST DRIVE FOR FLEETOWNER/CUSTOMERS CONVEINCE:

One Tata LPT 3718 would be placed in Transport Nagar such as in Dimna, in mining belt areas such as

Ramgarh, stone mining areas such as Koderma, and all around Jharkhand as well as it will be supplied to

Major fleet owners in Jharkhand so that customers as well as drivers get to see the vehicle in

Reality without them having to come looking for it in the dealer’s office. The drivers of both One TATA

And competition would be allowed to keep the truck for a trial period and give their feedbacks.

This activity would be carried out twice a day for two month

81 | P a g e

12.

Conclusion

Positioning plays a vital role, it takes a lot of effort to successfully position a product especially when

it is facing very strong competition from its rivals. For product like TATA LPT 3718 which has

already had a little rough start and is facing severe competition from Mahindra & Ashok Leyland. T

add to the problems majority small truck owners believe in the funda that if a truck is seen in large

numbers it must be good and end up buying it. Hence we need to campaign and market the product

aggressively. Visibility highly matters to the people of Jharkhand, hence an activity has been planned

which include the fleet owners and dealers of Jamshedpur in which the fleet owners will be asked to

drive as well as to test run on the vehicle with market load in all major mining areas of Jharkhand for

a period of two months and twice a day

82 | P a g e

13. OTHER PROJECTS HANDLED:

Implementation of SMART TAB:

Smart Tab come sunder the Athena division, this is a new concept in that Tata Motors has introduced.

The primary objective of Smart Tab is to check the actual potential market and the performance of

DSEs.

It is going to go a long way in making the DSEs more accountable and opening a healthy

communication between DSEs and DSM’s.

It will also make it easier for the TSM’s to review the work of DSEs as well as the customer details

and their status.

There are various stages in a sales process and any customer goes through all the stages before the

deal is closed. Now, with SMART TAB it is possible to capture the number of customers in each of

these stages. This is vital in forecasting monthly sales. SMART TAB is a method through which the

DSEs can plan their daily activity. Its components include setting up marketing activities, creating

daily targets, keeping a record of lost cases and what not. It will prove helpful for the Sales &

Marketing team to analyse better the customer conversion ratio between different stages and also in

different regions. Regional Analysis is vital as it helps in comparing the performance of DSEs among

the regions.

SMART TAB also captures customer details owing to competitor’s vehicles they own. Whether they

are engaged in negotiation with our competitors too, while they are trying to purchase a vehicle from

us. What is the discount they are getting or whether they are being offered a better deal? In simple

words all of the stages in a sales process is captured by the SMART TAB.

My Responsibility:

I was given training on SMART TAB by Anurag Thakur and Deepak from Accenture and Tata

Technology respectively. Both of them were key in getting this technology implemented for Tata

Motors and their channel partners. It was a week’s training program. My job now entails me to train

the DSEs and help them in adopting this new technology. DSEs will be allotted to me from the HCV

section. I am expected to make them aware about each and every component of this new technology.

I will be in touch with the DSEs on a daily basis and my DSEs progress in adopting SMART TAB

will be reviewed by the TSM of HCV Segment and the Area Manager.

83 | P a g e

Glossary:

DRCD – Dealer Retail Closing Date

CVBU – Commercial Vehicle Business Unit

PVBU- Passenger Vehicle Business Unit

DSE – Dealer’s Sales Executive

TSM – Territory Sales Manager

VOC – Voice of Customer

GVW – Gross Vehicle Weight

TIV – Total Industry Volume

DEO – Data Entry Operator

REFRENCES

1. www.tatamotors.com/about us

2. IBEF

3. SIAM (Society of Indian Automobile Manufacturers)

4. www.BUISNESSSTANDARD.com

5. Tata motors Area Office, Jharkhand-2

Books:

1. Business research and modelling by William G. Zikmund.

2. Marketing management 14th Edition by Phillip Kotler.

3. Product leaf lets of Tata LPT 3718.

People: 1. Mr. Sailesh Mishra – Area Sales Manager, Jharkhand-2.

2. Mr. Ashok Kumar – TSM, HCV, Area Office, Jharkhand – 2.

84 | P a g e