hard copy pro of tata motors done

8/8/2019 hard copy pro of tata motors done

1/57

AUTOMOBILE INDUSTRY IN INDIA

The automobile industry in India is the eleventh largest in the world with an

annual production of approximately 2 million units. India is expected to overtake

China as the world's fastest growing car market in terms of the number of units

sold and the automotive industry is one of the fastest growing manufacturing

sectors in India. Because of its large market, a low base of car ownership (7 per

1,000 people) and a surging economy, India has become a huge attraction for

car manufacturers around the world.

The automotive industry directly and indirectly employs 13 million individuals in

India. The industry is valued at about US$ 35 billion contributing about 3.1% of

India's GDP. India's cost-competitive auto components industry is the second

largest in the world. In addition, India's motorcycle market is also the second

largest in the world with annual sales of about 5 million units.

Though several major foreign automakers have their manufacturing bases in

India like Honda and Kawasaki, the Indian automobile market is dominated by

domestic companies. Maruti Suzuki is the largest passenger vehicle company,Tata Motorsis the largest commercial vehicle company while Hero Hondais the

largest motorcycle company in India. Other major Indian automobile

manufacturers include Mahindra & Mahindra, Ashok Leyland and Bajaj Auto.

1
http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/PRChttp://en.wikipedia.org/wiki/Economy_of_Indiahttp://en.wikipedia.org/wiki/US$http://en.wikipedia.org/wiki/GDPhttp://en.wikipedia.org/wiki/List_of_auto_partshttp://en.wikipedia.org/wiki/Motorcyclehttp://en.wikipedia.org/wiki/Maruti_Suzukihttp://en.wikipedia.org/wiki/Passenger_vehiclehttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Commercial_vehiclehttp://en.wikipedia.org/wiki/Hero_Hondahttp://en.wikipedia.org/wiki/Hero_Hondahttp://en.wikipedia.org/wiki/Motorcyclehttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindrahttp://en.wikipedia.org/wiki/Ashok_Leylandhttp://en.wikipedia.org/wiki/Bajaj_Autohttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/PRChttp://en.wikipedia.org/wiki/Economy_of_Indiahttp://en.wikipedia.org/wiki/US$http://en.wikipedia.org/wiki/GDPhttp://en.wikipedia.org/wiki/List_of_auto_partshttp://en.wikipedia.org/wiki/Motorcyclehttp://en.wikipedia.org/wiki/Maruti_Suzukihttp://en.wikipedia.org/wiki/Passenger_vehiclehttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Commercial_vehiclehttp://en.wikipedia.org/wiki/Hero_Hondahttp://en.wikipedia.org/wiki/Motorcyclehttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindrahttp://en.wikipedia.org/wiki/Ashok_Leylandhttp://en.wikipedia.org/wiki/Bajaj_Auto


2/57

KEY FACTS

The Automotive Industry in India is one of the largest industries and a key sector

of the economy.

The Indian automotive industry started from 1991with the governments de-

licensing of the sector and subsequent opening up for 100 per cent FDI through

automatic route. Since then many large global companies have set up their

facilities in India taking the production of vehicle from 2 million in 1991 to 9.7

million in 2006.

At present, India is the world's

Largest tractor and three-wheel vehicle producer.

Second largest two-wheel vehicle producer.

Fourth largest commercial vehicle producer.

Eleventh largest passenger car producer.

Production: According to the Society of Indian Automobile Manufacturers, theIndian automobile industry has reached double-digit growth for the past three

years in a row. In 2006, the industry produced 10.9 million vehicles, an increase

of 16.22% over 2005. In 2005, production grew 14.5% over the previous year.

The production of the automotive industry is expected to achieve a growth rate of

over 20 per cent in 2006-07 and about 15 per cent in 2007-08.

Exports: the cumulative annual growth rate of automotive exports during the

period 2000-01 to 2005-06 was 32.92 per cent. Exports during 2006-2006 and

2007-2008 are expected to grow over 20 per cent.

Imports: Europe is the biggest importer of cars from India, while African nations

largely account for the import of buses and trucks. China is most recently making

2


3/57

inroads into this market. The South-East Asian region is the prime destination

for Indian two wheelers.

Sales:

Passenger Vehicles: Growth in sales of passenger vehicles was 18.45%

in 2006. This was almost three times the growth witnessed in 2005. Sale

of passenger cars expanded by 20.0%. Export of passenger vehicles

increased by 12.9%

Utility Vehicles: 12.4%

Two-wheelers, commercial vehicles and three-wheelers: Export growth at

a rate of 24%, 26% and 72% respectively.

Investment: Among the car companies that are investing in India are US

automakers General Motors and Ford, Germany's BMW and DaimlerChrysler

AG, France's Renault, Japan's Suzuki, Toyota and Honda, and South Korea's

Hyundai.

There is also a boom in auto ancillary companies. India is an attractive

outsourcing destination for global auto companies because of its strong

engineering skills and low costs. Sourcing parts from India is 10-20% cheaper for

US auto makers and about 50% cheaper for their European counterparts.

3


4/57

WHY TO INVEST IN TATA MOTORS?

This is the probably the best time to invest in Tata Motors. The year 2008

promises to be a big year forTata Motors. It plans several launches, including

the long-awaited Rs 1 lakh car and the Alfa Romeo, Masserati and Ferrari.

Tata Motors has big plans for next year. On the cards are a revamped Tata

Indica, a smaller Indigo to compete with Maruti's Swiftand a new Sumo. But that

is not all. It will unveil its Rs 1 lakh car, as well as brands like the Alfa Romeo,

Masserati and Ferrari, which Tata Motors and Fiat will jointly sell.

About two years after Tata Motors and Fiat joined hands, Fiat's Grand Punto and

Linea will roll out of Tata-Fiat's Ranjangoan facility. Besides, Tata Motors has

several commercial vehicles waiting to hit the roads.

And what could turn out to be the biggest achievement for Tata Motors would be

Ford's iconic brands-Land Rover and Jaguar, that are up for sale.

4
http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Tata%20Motors&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Alfa%20Romeo&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Masserati&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=%20Ferrari&datesel=2http://indiaearnings.moneycontrol.com/sub_india/comp_results.php?sc_did=MS24http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Swift&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Swift&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Sumo&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Ferrari&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Fiat%20&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Tata%20Motors&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Alfa%20Romeo&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Masserati&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=%20Ferrari&datesel=2http://indiaearnings.moneycontrol.com/sub_india/comp_results.php?sc_did=MS24http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Swift&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Sumo&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Ferrari&datesel=2http://www.moneycontrol.com/mccode/news/searchresult.php?search_str=Fiat%20&datesel=2


5/57

TATA MOTORS

INTRODUCTION

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

32,426 crores (USD 7.2 billion) in 2006-07. It is the leader by far in commercial

vehicles in each segment, and the second largest in the passenger vehicles

market with winning products in the compact, midsize car and utility vehicle

segments. The company is the world's fifth largest medium and heavy

commercial vehicle manufacturer, and the world's second largest medium and

heavy bus manufacturer.

The company's 22,000 employees are guided by the vision to be "best in the

manner in which we operate best in the products we deliver and best in our value

system and ethics." Tata Motors helps its employees realize their potential

through innovative HR practices. The company's goal is to empower and provide

employees with dynamic career paths in congruence with corporate objectives.

All-round potential development and performance improvement is ensured by

regular in-house and external training. The company has won several awards

recognizing its training programmes.

LOCATIONS

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

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

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

Jamshedpur (Jharkhand) in the east, Pune (Maharashtra) in the west, and in the

north in Lucknow (Uttar Pradesh) and Pantnagar (Uttarakhand). A new plant is

being set up in Singur (close to Kolkata in West Bengal) to manufacture the

company's small car. The nation-wide dealership, sales, services and spare

parts network comprises over 2,000 touch points. The company also has a

5


6/57

strong auto finance operation, TML Financial Services Limited, supporting

customers to purchase Tata Motors vehicles.

MAJOR ACHIEVEMENTS

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

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

international automobile company. In 2004, it acquired the Daewoo Commercial

Vehicles Company, Korea's second largest truck maker. The rechristened Tata

Daewoo Commercial Vehicles Company has launched several new products in

the Korean market, while also exporting these products to several international

markets. Today two-thirds of heavy commercial vehicle exports out of South

Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in

Hispano Carrocera, a reputed Spanish bus and coach manufacturer, with an

option to acquire the remaining stake as well. Hispano's presence is being

expanded in other markets. In 2006, it formed a joint venture with the Brazil-

based Marcopolo, a global leader in body-building for buses and coaches to

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

markets. Tata Motors also entered into a joint venture in 2006 with Thonburi

Automotive Assembly Plant Company of Thailand to manufacture and market the

company's pickup vehicles in Thailand. In 2006, Tata Motors and Fiat Auto

formed an industrial joint venture at Ranjangaon (near Pune in Maharashtra,

India) to produce both Fiat and Tata cars and Fiat powertrains for the Indian and

overseas markets; Tata Motors already distributes and markets Fiat branded

cars in India. In 2007, Tata Motors and Fiat Auto entered into an agreement for a

Tata license to build a pick-up vehicle bearing the Fiat nameplate at Fiat Group

Automobiles' Plant at Crdoba, Argentina. The pick-up will be sold in South andCentral America and select European markets.

These linkages will further extend Tata Motors' international footprint, established

through exports since 1961. While currently about 18% of its revenues are from

international business, the company's objective is to expand its international

6


7/57

business, both through organic and inorganic growth routes. The company's

commercial and passenger vehicles are already being marketed in several

countries in Europe, Africa, the Middle East, Australia, South East Asia and

South Asia. It has assembly operations in Malaysia, Kenya, Bangladesh,

Ukraine, Russia and Senegal.

OTHER ACHIEVEMENTS

The foundation of the companys growth is a deep understanding of economic

stimuli and customer needs, and the ability to translate them into customer-

desired offerings through leading edge R&D. The R&D establishment includes a

team of 1400 scientists and engineers. The company's Engineering Research

Centre was established in 1966, and has facilities in Pune, Jamshedpur and

Lucknow. The ERC has enabled pioneering technologies and products. It was

Tata Motors, which developed the first indigenously developed Light Commercial

Vehicle, India's first Sports Utility Vehicle and, in 1998, the Tata Indica, India's

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

became India's largest selling car in its segment. The ERC in Pune, among

whose facilities are India's only certified crash-test facility and hemi-anechoic

chamber for testing of noise and vibration, has received several awards from the

Government of India. Some of the more prominent amongst them are the

National Award for Research and Development Efforts in Industry in the

Mechanical Engineering Industries sector in 1999, the National Award for

Successful Commercialization of Indigenous Technology by an Industrial

Concern in 2000, and the CSIR Diamond Jubilee Technology Award in 2004.

The company set up the Tata Motors European Technical Centre (TMETC) in

2005 in the UK. TMETC is engaged in design engineering and development of

products, supporting Tata Motors' skill sets. Tata Daewoo Commercial Vehicle

Company and Hispano Carrocera also have R&D establishments at Gunsan in

South Korea and Zaragoza in Spain.

7


8/57

The pace of new product development has quickened through an organization-

wide structured New Product Introduction (NPI) process. The process with its

formal structure for introducing new vehicles in the market, brings in greater

discipline in project execution. The NPI process helped Tata Motors create a

new segment, in 2005, by launching the Tata Ace, Indias first indigenously

developed mini-truck. The years to come will see the introduction of several

other innovative vehicles, all rooted in emerging customer needs. Besides

product development, R&D is also focussing on environment-friendly

technologies in emissions and alternative fuels.

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

solutions, construction equipment manufacturing, automotive vehiclecomponents manufacturing and supply chain activities, machine tools and

factory automation solutions, high-precision tooling and plastic and electronic

components for automotive and computer applications, and automotive retailing

and service operations.

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

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

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

and environment standards in compliance with the principles of the Global

Compact. In accordance with this, it plays an active role in community

development, serving rural communities adjacent to its manufacturing locations.

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

future.

8


9/57

MANUFACTURING UNITS IN INDIA

Tata Motors owes its leading position in the Indian automobile industry to its

strong focus on indigenization. This focus has driven the Company to set up

world-class manufacturing units with state-of-the-art technology. Every stage of

product evolution-design, development, manufacturing, assembly and quality

control, is carried out meticulously. Our manufacturing plants are situated at

Jamshedpur in the East, Pune in the West and Lucknow in the North.

Jamshedpur:

Established in1945, the Jamshedpur unit was the company's first unit and

is spread over an area of 822 acres. It consists of 4 major divisions -

Truck Factory, Engine Factory, Cab & Cowl Factories, and the Novus.

Pune:

The Pune unit is spread over 2 geographical regions- Pimpri (800 acres)

and Chinchwad (130 acres). It was established in 1966 and has a

Production Engineering Division, which has one of the most versatile tool

making facilities in the Indian sub-continent.

Lucknow:

Tata Motors Lucknow is one of the youngest production facilities among

all the Tata Motors locations and was established in 1992 to meet the

demand for Commercial Vehicles in the Indian market.

Uttarakhand:

The company has set up a plant for its mini-truck, Ace, at Pant Nagar in

Uttarakhand. The plant will begin commercial production during the

course of the year.

9
http://www.tatamotors.com/our_world/manufacturing.php?ViewID=1http://www.tatamotors.com/our_world/manufacturing.php?ViewID=2http://www.tatamotors.com/our_world/manufacturing.php?ViewID=3http://www.tatamotors.com/our_world/manufacturing.php?ViewID=4http://www.tatamotors.com/our_world/manufacturing.php?ViewID=1http://www.tatamotors.com/our_world/manufacturing.php?ViewID=2http://www.tatamotors.com/our_world/manufacturing.php?ViewID=3http://www.tatamotors.com/our_world/manufacturing.php?ViewID=4


10/57

10


11/57

PRODUCTS

TATA MOTORS major business segments are passenger vehicle segment

and commercial vehicle segment.

The companys main product lines in the passenger vehicle segment are:

PASSENGER VEHICLE

SEGMENT

PASSENGER CARS UTILITY VEHICLES

11


12/57

PASSENGER CARS:

1. INDICA V2

In 2001, the Indica V2 became the fastest-selling automobile in Indian history

when it chalked sales of 100,000 in less than 18 months. February 2001 saw the

next stage in the evolution of the Indica V2. A car that embodied everything the

Indica V2 had with several added features like a SuperDrive Engine, BlockShockAbsorbers, a SmoothRide Suspension, EasyShift Gears and WideTread Tyres. It

married the power and comfort of a large car with the easy maneouverability of a

small one. Taking off on the success of the Indica V2 diesel, the Indica V2 Petrol

was launched in September 2001. The state-of-the-art technology combined the

features of the Indica V2 Diesel with the smoothness of petrol. Year 2002 saw

the Indica V2 complying with the first offset crash test. Major improvements were

also made to the air conditioning system and braking mechanisms, as well as the

body reinforcements.

2. INDICA V2 DICOR

As a car that has always lived up to the promise of delivering more, the Indica

now comes equipped with the 1.4 litre, 70 PS, Direct Injection Common Rail

(DICOR) engine - the latest in diesel-engine technology that's empowering cars

12


13/57

worldwide. Offered till recently on our premium vehicles, the engine delivers

great performance, high mileage and an exhilarating driving experience in the

hatchback Indica. In keeping with its leadership position as the best selling diesel

car in the country, the Indica now offers the widest range of diesel engines -

naturally aspirated, turbo charged intercooled and now common rail. Making

technology accessible across varying needs.

3.INDICA V2 XETA

The new Indica Xeta. Its extra efficiency Torque Advantage petrol engine

delivers 12.4 kgm torque, for a smoother and more responsive drive. With instant

pick up and fewer gear changes in stop-start city traffic. The technologically

superior MPFI engine comes with a 32-bit microprocessor, and sports 12

sensors, including a knock control sensor to reduce damage from adulterated

fuel. The result? Even more enjoyable long drives, with a frugal fuel consumption

at 14 kmpl.Its spacious cabin - the biggest in its class, seats three people

comfortably in the rear, with ample elbow room and generous leg room. The

luxurious beige interiors come as a standard feature.

13


14/57

4. INDIGO

The Indigo became a success story right from the day of its launch. Within

months, it became the category leader. Competition soon resorted to price-offs

and offers to arrest falling market shares. Discounts on brands ranged from

between Rs.70,000 to Rs. 1,00,000. The objective was to build on the existing

equity and strengthen the proposition. Indigo very clearly stands for Comfort and

Luxury. The Indigo became the top seller in its segment continuously for the first

two years and the fastest to cross the 50,000 sales milestone.

5. INDIGO MARINA

The Indigo Marina story started two years back with the launch of the luxury

sedan from Tata Motors, the Tata Indigo. Owners of the Indigo were very

impressed with its performance and build quality. In fact in a matter of two years,

50,000 Tata Indigos were on the road. There were however, a select group of

people who wanted everything that came with the Indigo plus a

little more space. So, we developed the Indigo Marina.

14


15/57

6. INDIGO CS

The world's first sub four-metre sedan, the Tata Indigo CS is positioned as the

first car for young professionals. It carries forward the cabin seating comfort and

space package, that is now closely associated with the Indigo range and a

capacious 380 litre boot. Clever and efficient design has made it possible to

encapsulate this entire package within the four metre length, making this car a

complete package to address the combined demands of space and

maneuverability in our congested cities. The Indigo CS sports a stylish new tail

light cluster in the rear embedded in a smart new rear profile completed with a

new, trimmer rear bumper. The front of the car has also been visually

differentiated with a new front grille and new headlamps.

15


16/57

UTILITY VEHICLES

1. TATA SAFARI DICOR

Slick city maneuvers or fast lane driving, Tata Safari handles both with aplomb.

Propelled by a powerful engine, that takes care of the adrenaline surge. And

impeccable styling that takes of the wow factor.

2. TATA SUMO

Think big. Think Tata Sumo. It is spacious enough to accommodate your family

and friends. Not to mention extra luggage. Muscular yet stylish, it glides over

rugged roads and potholes with effortless ease.

16


17/57

The companys main product lines in the commercial vehicle segment are:

TRUCKS:

In this segment, Tata Motors manufactures variety of models which satisfies

different needs and conditions. The different variety available is as follows:

Medium and Heavy Commercial Vehicles: This section includes

Rigid Trucks, Tractor Trailers, Tippers and Applications.

COMMERCIAL

VEHICLE

SEGMENT

TRUCKS BUSES

17


18/57

Intermediate Commercial Vehicles:This section includes just

two models. LPT 1109 Turbo Truck and LP 1109 Turbo Truck.

Light Commercial Vehicles:This section includes 10 different

types of trucks.

18


19/57

Small Commercial Vehicles: A new revolution in transport,

which is set to change the competitive landscape of the small

commercial vehicle segment. Tata Ace - the small, big machine.

BUSES:

The Tata Globus range of luxury coachesThe Tata Globus Coach has been designed to transport long-distance traveller in

the very lap of luxury. From the ergonomically designed seats, spacious leg

room, special baggage space, and personalized climate control vents to quieter

engines, air-suspension and superior braking systems; each and every facet of

the Tata Globus Coach ensures revolutionary passenger comfort and safety.

19


20/57

The Tata Starbus Range

The Tata Starbus is available in a comprehensive range of variants, with seating

capacities from 16 to 67 seats. Designed on the concept of optimum functionality

and comfort, these fully-built buses also offer unparalleled economy to the

operators. The Starbus range includes Standard, Deluxe, Low Floor and School

bus options - each with a customized set of features.

OTHER BUSES:

20


21/57

PRODUCTION COMPONENTS

Raw Materials------------------- IN RS. CR. -------------------MAR 2008

Product Name Unit Quantity Value

OtherComponents

Not Reported NA 14,294.76

Tyres, Tubes &Flaps

Numbers 4,610,652 1,359.70

Engines Numbers 84,472 1,179.01Steel Metric Tonnes 216,083 661.05

Paints, Oils &Lubricants

Kilolitres 14,769 218.33

Scrap (SteelMelting)

Metric Tonnes 97,608 147.11

Metals & Alloys

(Non Ferrous) Metric Tonnes 2,658 42.95Ferro Alloys Metric Tonnes 1,862 11.96

Paints, Oils &Lubricants

Metric Tonnes 8,8270.00

Steel Tubes Metric Tonnes 112 0.86

Finished Products ----------------- in Rs. Cr. -----------------Mar 2008ProductName

UnitInstalledCapacity

ProductionQuantity

SalesQuantity

SalesValue

Automobile-Light, Medium

& HeavyCommercial,

Jeep,Passenger Car

Numbers 96,000 98,227.00 580,280.0029,211.0

4

Spare Parts NA NA NA 1,220.10

21


22/57

For Vehicles

Castings &Forgings

NA NA NA 284.14

Scrap NA NA NA 111.29

Hire Purchase NA NA NA 90.26

EnginesDiesel For

Industrial &Marine

Applications

NA 8,498.00 8,587.00 69.89

ExportIncentives

NA NA NA 58.97

Income fromGeneralServices

NA NA NA 44.00

ProximitySwitches

NA NA NA 0.00

PowerGeneration

KWH192,282,00

034,407,625.0

0NA 0.00

Printed CircuitMotors

NA NA NA 0.00

Arc & SpotWeldingRobots

NA NA NA 0.00

SG Castings(Semies) ByContinous

CastingProcess

MetricTonnes

3,600 NA NA 0.00

Solid State NA NA NA 0.00

22


23/57

Controller ForMachine Tools

Spot WeldingGuns

NA NA NA 0.00

NumericalControl Of

Machine ToolsNA NA NA 0.00

MotorVehicles ForTransport Of

Goods

Numbers 586,000 486,559.00 NA 0.00

Automobile-

CarsNA NA NA 0.00

Castings (S GIron)

MetricTonnes

12,000 14,505.00 NA 0.00

ElectricalCopy

MachiningNA NA NA 0.00

ElectronicComparator,

ElectrWeighing

Inst., CraneWeighing Inst

NA NA NA 0.00

Hoists (250kgs)

NA NA NA 0.00

LinearPosition

Encoder &

Readout

NA NA NA 0.00

ManufacturedComponents

For SaleNA 444.91 NA 0.00

23


24/57

Metal Cutting& Grinding

MachineNA NA NA 0.00

Truck & Bus

Chassis

NA NA NA0.00

Total31,089.69

FINANCIAL ANALYSIS

BALANCE SHEET FOR THE LAST 5 YEARS

24


25/57

PROFIT AND LOSS ACCOUNT FOR THE LAST 5 YEARS

Mar ' 08 Mar ' 07 Mar ' 06 Mar ' 05 Mar ' 04Income:Operating income 26,664.25 20,088.63 17,199.17 13,028.17 8,956.87ExpensesMaterial consumed 19,529.88 14,376.11 12,101.28 8,720.10 5,779.95Manufacturing expenses 1,200.36 929.82 830.45 628.73 664.26

Mar ' 08 Mar ' 07 Mar ' 06 Mar ' 05 Mar ' 04Sources of fundsOwner's fund

Equity share capital 385.41 382.87 361.79 353.00 319.83Share application money - - - 3.83 -Preference share capital - - - - -Reserves & surplus 6,458.39 5,127.81 3,749.60 3,236.77 2,277.33Loan fundsSecured loans 2,022.04 822.76 489.81 942.65 1,037.32Unsecured loans 1,987.10 2,114.08 2,005.61 317.12 420.99Total 10,852.94 8,447.52 6,606.81 4,853.37 4,055.47Uses of fundsFixed assetsGross block 8,775.80 7,971.55 6,611.95 5,985.40 5,860.10

Less : revaluation reserve 25.95 26.39 - - -Less : accumulateddepreciation

4,894.54 4,401.51 3,454.28 3,023.69 2,710.45

Net block 3,855.31 3,543.65 3,157.67 2,961.71 3,149.65Capital work-in-progress 2,513.32 951.19 538.84 286.09 156.93Investments 2,477.00 2,015.15 2,912.06 3,056.77 1,195.98Net current assetsCurrent assets, loans &advances

10,318.42 9,812.06 7,248.88 3,835.78 3,024.54

Less : current liabilities &provisions

8,321.20 7,888.65 7,268.80 5,309.17 3,563.18

Total net current assets 1,997.22 1,923.41 -19.92 -1,473.39 -538.64Miscellaneous expenses notwritten

10.09 14.12 18.16 22.19 91.55

Total 10,852.94 8,447.52 6,606.81 4,853.37 4,055.47Notes:Book value of unquotedinvestments

2,117.86 1,648.57 2,480.15 2,778.87 920.28

Market value of quotedinvestments

1,323.08 1,550.00 1,260.05 732.76 270.89

Contingent liabilities 5,196.07 2,185.63 1,450.32 896.07 1,135.42Number of equitysharesoutstanding (Lacs)

3853.74 3828.34 3617.52 3529.58 3197.84

25


26/57

Personnel expenses 1,367.83 1,143.13 1,039.34 882.49 720.37Selling expenses 1,068.56 759.54 598.75 455.56 409.62Adminstrative expenses 1,488.16 1,042.52 911.73 758.90 489.73Expenses capitalised -577.05 -308.85 -282.43 -144.89 -156.46Cost of sales 24,077.74 17,942.27 15,199.12 11,300.89 7,907.47

Operating profit 2,586.51 2,146.36 2,000.05 1,727.28 1,049.40Other recurring income 887.23 685.18 399.94 235.65 144.69Adjusted PBDIT 3,473.74 2,831.54 2,399.99 1,962.93 1,194.09Financial expenses 455.75 350.24 234.30 225.96 312.55Depreciation 586.29 520.94 450.16 382.60 359.51Other write offs 85.02 73.78 67.12 51.64 2.62Adjusted PBT 2,346.68 1,886.58 1,648.41 1,302.73 519.41Tax charges 660.37 524.93 415.50 482.55 210.58Adjusted PAT 1,686.31 1,361.65 1,232.91 820.18 308.83Non recurring items 227.15 167.23 4.04 -6.82 0.38Other non cash adjustments -0.07 - -1.54 -3.02 -9.10

Reported net profit 1,913.39 1,528.88 1,235.41 810.34 300.11Earnigs before appropriation 2,690.15 2,094.54 1,601.21 934.05 300.11Equity dividend 578.07 497.94 452.19 282.11 127.91Preference dividend - - - - -Dividend tax 98.25 69.84 63.42 36.14 16.39Retained earnings 2,013.83 1,526.76 1,085.60 615.80 155.81

CASH FLOW FOR THE LAST 5 YEARS

Mar ' 08 Mar ' 07 Mar ' 06 Mar ' 05 Mar ' 04

Profit before tax 1,913.46 1,528.88 1,236.95 810.34 300.11

26


27/57

Net cash flow-operating activity 2,210.13 -221.03 1,249.82 2,717.53 1,311.40

Net cash used in investingactivity

-2,805.10 -1.06 -956.57 -2,043.19 -183.92

Net cash used in fin. activity 303.58 -855.27 940.67 -149.20 -1,208.75

Net inc/dec in cash andequivalent

-291.39 -1,077.36 1,233.92 525.14 -81.27

Cash and equivalent begin ofyear

1,118.15 2,196.79 771.12 245.35 326.62

Cash and equivalent end ofyear

826.76 1,119.43 2,005.04 770.49 245.35

TATA MOTORS FLASH FIGURES FOR DECEMBER 2007

PRODUCTION

Category DEC'08 DEC'07 DEC'062007-

082006-

07 2005-06

M& HCV 14942 16,209 11,161 12035 131,391 93,362

27


28/57

8

LCV* 14570 11,643 9,23712276

8 109,321 74,658UTILITY 3282 3,622 2,511 32372 32,551 26,054

CARS 9900 11,035 7,006

12886

4 137,201 116,122

TOTAL 42694 42509 2991540436

2 410464 310196

SALES

A. For the month

Domestic Exports TotalCategory DEC'08 DEC'07 DEC'06 DEC'08 DEC'07 DEC'06 DEC'08 DEC'07 DEC'06

M& HCV 15689 17,274 11,110 1093 1,281 751 16782 18555 11861LCV* 12972 10,905 7,620 2463 2,226 1,678 15435 13131 9298UTILITY 3440 3,850 3,307 299 124 205 3739 3974 3512

CARS 10876 12,665 9,730 846 432 1,197 11722 13097 10927

TOTAL 42977 44694 31767 4701 4063 3831 47678 48757 35598

B. For the year

Domestic Exports Total

Category

2007-

08

2006-

07

2005-

06

2007-

08

2006-

07

2005-

06

2007-

08

2006-

07

2005-

06

M& HCV11287

1 122,305 85,654 9924 7,953 5,55812279

513025

8 91212

LCV*10265

9 89,393 57,821 18622 17,563 15,23512128

110695

6 73056UTILITY 30967 31,350 24,920 2240 1,195 1,110 33207 32545 26030

CARS12016

9 125,660 102,590 9477 11,517 13,30212964

613717

7 115892

TOTAL36666

6 368708 270985 40263 38228 3520540692

940693

6 306190

28


29/57

TATA MOTORS COMPETITORS

Tata Motors faces competition in both passenger vehicle segment as well as

commercial vehicle segment from two major players in the market. In the

passenger vehicle segment, Maruti Suzuki is the major competitor whereas in

commercial vehicle segment, Ashok Leyland is the major competitor.

TATA MOTORS

PASSENGER VEHICLE

SEGMENT

COMMERCIAL VEHICLE

SEGMENT

MARUTI SUZUKI ASHOK LEYLAND

29


30/57

MARUTI SUZUKI

Maruti Suzuki India Ltd formerly known as Maruti Udyog Limited. The Group's

principal activity is to manufacture, purchase and sale of Motor Vehicles and

Spare parts. The Group is a subsidiary of Suzuki Motor Corporation. The other

activities of the Group comprises of facilitation of Pre-Owned Car Sales, Fleet

Management and Car Financing. The Group also provides services like framing

of customized car policies, economical leasing of cars, maintenance

management, registration and insurance management, emergency assistance

and accident management. The product range includes ten basic models with

more than 50 variants. The Group has operations in over 312 cities with more

than 500 outlets and also exports cars to other countries.

PRODUCTS

Some of their popular products are as follows:

Maruti 800: Launched 1983. Largest selling car in India, until 2004.

Maruti Omni: Launched 1984. Maruti Gypsy: Launched 1985.

Esteem: Launched 1994.Production ended in 2007.Will be shortly

replaced by new Suzuki Swift Sedan

Maruti Wagon-R: Launched 1999 Modified 2006

Suzuki SX4: Launched 2007

Maruti Alto: Launched 2000. Currently the largest selling car in India

Maruti Grand Vitara:Launched 2003

Maruti Versa: Launched 2003

Maruti Swift: Launched 2005

Maruti Zen Estilo: Launched in 2006

30
http://en.wikipedia.org/wiki/Maruti_800http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Maruti_Omnihttp://en.wikipedia.org/wiki/Maruti_Omnihttp://en.wikipedia.org/wiki/Maruti_Gypsyhttp://en.wikipedia.org/wiki/Maruti_Wagon-Rhttp://en.wikipedia.org/wiki/Maruti_Wagon-Rhttp://en.wikipedia.org/wiki/Maruti_Altohttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Maruti_Grand_Vitarahttp://en.wikipedia.org/wiki/Maruti_Versahttp://en.wikipedia.org/wiki/Suzuki_Swifthttp://en.wikipedia.org/wiki/Suzuki_Swifthttp://en.wikipedia.org/wiki/Maruti_Zen_Estilohttp://en.wikipedia.org/wiki/Maruti_800http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Maruti_Omnihttp://en.wikipedia.org/wiki/Maruti_Gypsyhttp://en.wikipedia.org/wiki/Maruti_Wagon-Rhttp://en.wikipedia.org/wiki/Maruti_Altohttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Maruti_Grand_Vitarahttp://en.wikipedia.org/wiki/Maruti_Versahttp://en.wikipedia.org/wiki/Suzuki_Swifthttp://en.wikipedia.org/wiki/Maruti_Zen_Estilo


31/57

ASHOK LEYLAND

Ashok Leyland is a commercial vehicle manufacturing company based in

Chennai, India. The company was established in 1948 as Ashok Motors, with

an aim to assemble Austin cars. Manufacturing of commercial vehicles was

started in 1955 with equity contribution from Leyland Motors. Today the

Company is the flagship of the Hinduja Group, an England-based transnational

conglomerate. The Company's principal activity is to manufacture commercial

vehicles and spare parts. The Company also manufactures special vehicles and

engines for industrial, genset, marine requirements and automobile spare parts.

The Company operates only in India.

PRODUCTS

Viking BS-I - city bus

Viking BS-II - city bus

Viking BS-III -city bus

Cheetah BS-I

Cheetah BS-II

Panther

12 M

Stag Mini

Stag CNG

222 CNG Lynx

Double Decker

Vestibule

Airport Tarmac Coach

31
http://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/1948http://en.wikipedia.org/wiki/Austin_Motor_Companyhttp://en.wikipedia.org/wiki/1955http://en.wikipedia.org/wiki/Leyland_Motorshttp://en.wikipedia.org/wiki/Hinduja_Grouphttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/1948http://en.wikipedia.org/wiki/Austin_Motor_Companyhttp://en.wikipedia.org/wiki/1955http://en.wikipedia.org/wiki/Leyland_Motorshttp://en.wikipedia.org/wiki/Hinduja_Group


32/57

COMPARISON OF TATA MOTORS V/S MARUTI SUZUKI&ASHOK LEYLAND

PARTICULARSTATA

MOTORS

MARUTI

SUZUKI

ASHOK

LEYLANDProfit and loss (Rs . in CR.)

Sales 26,664.25 14,806.40 7,358.88

0.00

5,000.00

10,000.00

15,000.00

20,000.00

25,000.00

30,000.00

TATA MOTORS MARUTI SUZUKI ASHOK LEYLND

Expenditure 24,427.42 12,349.60 6,721.70

0.00

5,000.00

10,000.00

15,000.00

20,000.00

25,000.00

TATA MOTORS MARUTI SUZUKI ASHOK LEYLND

Profit 1,913.46 1,562.00 441.29

32


33/57

0.00

500.00

1,000.00

1,500.00

2,000.00

TATA MOTORS MARUTI SUZUKI ASHOK LEYLAND

Balance sheet (Rs . in CR.)

Share capital 385.41 144.50 132.39

0

50

100

150

200

250

300

350

400


Debts 4,009.14 630.80 640.40

0

1000

2000

3000

4000

5000


Reserves 6,458.39 6,709.40 1,739.23

33


34/57

0

1000

2000

3000

4000

5000

6000

7000


Fixed Assets 3,881.26 2659.70 1307.04

0

500

1000

1500

2000

2500

3000

3500

4000


Investment 2,477.00 3409.20 221.09

0

500

1000

1500

2000

2500

3000

3500


Working Capital 1997.22 1176.90 574.72

34


35/57

0

500

1000

1500

2000


RatioDebt-Equity Ratio 5.83:1 1.15:1 0.33:1

Current Ratio 0.46:1 0.57:1 0.85:1

Return On Capital

Employed34.02% 33.05% 31.05%

Per share data (annualized)

Shares in issue

(lakhs)3,853.74 2,889.10 13,238.70

Earning Per Share 49.65 65.13 3.46

0 10 20 30 40 50 60 70

ASHOK LEYLAND

MARUTI SUZUKI

TATA MOTOR

Divident Per Share 150.00 90.00 150.00

35


36/57

0 20 40 60 80 100 120 140 160

ASHOK LEYLAND

MARUTI SUZUKI

TATA MOTOR

Price Earning Ratio 12.57 14.39 10.20

0 2 4 6 8 10 12 14 16

ASHOK LEYLAND

MARUTI SUZUKI

TATA MOTOR

Current Market Prcie 675.00 937.00 35.30

TATA MOTORS CHART OF SHARE PRICE

36


37/57

CUSTOMER RELATIONSHIP MANAGEMENT

The company implemented Oracle's Siebel Automotive-a comprehensive CRM

solution. To address competitive challenges, Tata Motors began standardizing its

37


38/57

customer-facing business processes companywide, laying the foundation for

stronger dealer relationships, improved operational efficiency and effectiveness,

and a better customer experience. This posed numerous challenges, as it

involved working with 500 dealer organizations and more than 1,600 locations

staffed with more than 10,000 salespeople across India.

In tune with its reengineering effort, Tata deployed a technology platform to

improve the flow of information across the enterprise. The platform consisted of

an innovative DMS, which helped individual dealerships with everything from

inventory management and credit reporting to calculating commissions, and

Siebel Automotive. By tightly integrating Siebel Automotive and its DMS, the

company was able to streamline transactions and ensure that dealers capturecustomer data as a part of their normal operations.

Phased approach

The company took a phased approach to the implementation, with the goal of

achieving success in each phase before moving forward. Phase I, currently

under way, focuses on capturing customer and vehicle data and automating

routine tasks. Phase II will focus on leveraging data to improve customerinteractions and streamlining product development and planning. Phase III will

focus on tuning the system and delivering additional value-added services to

customers.

Siebel Automotive has been closely integrated with a wide array of SAP back-

office applications, including applications inventory management, fulfillment, and

parts location. Pricing and tax calculations are adjusted for each dealer's

requirements. In addition, comprehensive sales and reporting functionality built

into Siebel Automotive enabled Tata to distribute sales targets to its dealers and

roll up sales numbers across the country.

The company also favored Siebel Automotive because the user-friendly

interface simplified the process of training of Tata Motors' 10,000-plus dealer

38


39/57

sales force. Covering a country with an area of 3.3 mn sq km also required an

innovative communications solution.

Overall, Siebel Automotive has transformed our organization and made it truly

customer-centric. We've overcome the challenges of relying on disparate

sources of information, as well as having inconsistent business processes.

Today, our employees and dealers are much more responsive and can serve

customers more efficiently and effectively-drawing upon real-time, centralized

customer and vehicle data. The solution helped dealers respond to customer

queries regarding vehicles that aren't in a dealer's stock, but which can be

ordered directly from Tata Motors.

EMPLOYEE RELATIONS

The Tata Group's relationship with its employees has changed from the

patriarchal to the practical, but this is a bond that continues to be nourished with

compassion and care

39


40/57

"What exercise is to the body, employment is to the mind and morals," said

American writer and thinker Henry David Thoreau. With some 289,500 members

in its diverse and widespread family, the Tata Group touches and moulds the

everyday lives of more people than any private-sector employer in the country.

The richness of this relationship, fashioned by a tradition of benevolence and

empathy, represents a workplace culture that goes way beyond work.

As any 'Tata person' will tell you, there's something positively distinctive,

something less than completely explainable, about working for the group the

experience is cast in a hue quite different from the ordinary. This view continues

to hold despite the changes that have altered the way the Tatas interact with

their people, moving from the paternalistic philosophy of yore to bring the groupin line with ever-evolving human-resource methodologies.

The transition from then to now has not eroded what remains a central theme

with the group: providing its employees more than mere jobs. Workers and their

welfare were of utmost importance to group founderJamsetji Tata, who, writing

to his son Dorab Tata in 1902, five years before a site for his proposed steel

enterprise had been decided, stated: "Be sure to lay wide streets planted with

shady trees, every other of a quick-growing variety. Be sure that there is plenty

of space for lawns and gardens. Reserve large areas for football, hockey and

parks. Earmark areas for Hindu temples, Mohammedan mosques and Christian

churches." It was but natural that the city built on this munificence came to be

called Jamshedpur.

To understand the dynamics of the present, it is necessary to peep into the past.

The Tatas pioneered a slew of employee benefits that would later be mandated

through legislation in India and elsewhere in the world. The eight-hour working

day, free medical aid, welfare departments, grievance cells, leave with pay,

provident fund, accident compensation, training institutes, maternity benefits,

bonus and gratuity all of these and more were introduced by the group before

any legal rules were framed on them. To give but one example of how far ahead

40
http://www.tata.com/0_about_us/history/pioneers/jamsetji_tata.htmhttp://www.tata.com/0_about_us/history/pioneers/dorab_tata.htmhttp://www.tata.com/0_about_us/history/pioneers/jamsetji_tata.htmhttp://www.tata.com/0_about_us/history/pioneers/dorab_tata.htm


41/57

of the times the Tatas were, while its first provident fund scheme was started in

1920, the government regulation on this issue came into force in 1952.

These workplace measures were complemented by what Tata companies

created to enable their employees to live fuller lives away from their offices and

factories, and to realise their vocational potential. The Tata townships in

Jamshedpur, Mithapur, Babarala, Hosur and elsewhere are epitomes of

communal existence. The management training programmes conducted by

dedicated group institutions are devised to help employees give expression to

their talent. The volunteering and community work that have now become a ritual

in Tata companies fulfils another employee objective, while delivering succour to

the poor and needy.

Driving every one of the group's initiatives in the wide sphere of employee

relations is a value system that, slowly but surely, percolates to each person

looking to craft a career in the Tatas. The induction and training programmes

give new employees an opportunity to understand the history and background of

the Group. The second forum comprises the physical structures such as the Tata

archives in Jamshedpur and Pune. The third is the books, magazines and other

publications that detail the Tata heritage.

Satish Pradhan, executive vice-president (group human resources), stresses the

here-and-now of how the group has built on its legacy in employee relations.

Independent yardsticks bear out the truth that Tata companies are, by and large,

engaging employees and creating a wholesome environment for them. This is

permeating value right across the group in a variety of ways in terms of

accountability and responsibility, not only to ourselves but also to our

businesses, our communities and our stakeholders."

The specifics of the Tata engagement with its employees differ from factory floor

to management enclave. But there are some commonalities, nowhere more so

then on the vexed subject of voluntary retirement schemes (VRS). The realities

41


42/57

of modern business have forced the group, like many others, to float and

implement what would have been unthinkable for it in days gone by. The prime

consideration for the Tatas on this issue has been to minimise the inevitable

suffering it brings to people who have served a group company for long.

The thought and care that accompanies all Tata VRS initiatives finds an echo in

the many volunteering programmes that group employees undertake. These

range from helping underprivileged folks in big cities to uplifting rural

communities in the Indian outback. Tata Chemicals, Tata Steel, Voltas, Tata

Consultancy Services, Rallis, Indian Hotels all of them are deeply involved in

volunteering work. The numbers are staggering, in terms of time invested, the

range of activities, and the spread of geographies. We see volunteerism asshaping the minds of our employees as well as giving back to the communities in

which we operate."

Change management is another area where the Tata Group has invested plenty

of effort. The smooth transition that companies such as VSNL and CMC have

made, from being public-sector entities to becoming members of the Tata family,

bears testimony to the patience and skills the group has brought to the

challenging task of reforming the mindsets and attitudes of employees coming

into its fold from a different work environment.

The Tatas have progressed with the times and have endeavoured to offer more

to their employees today, including the opportunity to progress within and across

group companies. Programmes such as the Tata Administrative Service and

institutions like the Tata Management Training Centre have been revamped and

reengineered to reflect the requirements of the present. These and other

measures enable achievers in the group to progress further and faster than was

the case in years gone by. It has group mobility processes that facilitate

movement across functions and domains of knowledge. It has over the last three

years consistently moved an average of 50 people a year, at the managerial

level and above, across companies.

42
http://www.tata.com/0_our_commitment/employee_relations/learning/tas.htmhttp://www.tata.com/0_our_commitment/employee_relations/learning/tmtc.htmhttp://www.tata.com/0_our_commitment/employee_relations/learning/tas.htmhttp://www.tata.com/0_our_commitment/employee_relations/learning/tmtc.htm


43/57

If all of this suggests the Tatas are some kind of model employer. James R.

Uffelman, an American businessman, once said: "The only way I can compete

is to treat my employees better, move them up faster, give them more money

and put mirrors in the bathrooms."

TATA NANO - THE PEOPLES CAR

The Nano will be launched in India later in 2008. The car will be available in both

standard and deluxe versions. Both versions will offer a wide range of body

colours and other accessories so that the car can be customized to an

individual's preferences.

Stylish, comfortable

43


44/57

Designed with a family in mind, the Nano has a roomy passenger

compartment with generous leg space and head room.

Can comfortably seat four persons. Four doors with high seating position

make ingress and egress easy.

With a length of 3.1 metres, width of 1.5 metres and height of 1.6 metres,

with adequate ground clearance, it can effortlessly maneuver on busy

roads in cities as well as in rural areas.

Its mono-volume design, with wheels at the corners and the powertrain at

the rear, enables it to uniquely combine both space and maneuverability,

which will set a new benchmark among small cars.

Fuel-efficient engine

The Nano has a rear-wheel drive, all-aluminum, two-cylinder, 623 cc, 33

PS, multi point fuel injection petrol engine. This is the first time that a two-

cylinder gasoline engine is being used in a car with single balancer shaft.

The lean design strategy has helped minimize weight, which helps

maximize performance per unit of energy consumed and delivers high fuel

efficiency.

Performance is controlled by a specially designed electronic engine

management system.

Meets all safety requirements

The Nano's safety performance exceeds current regulatory requirements.

With an all sheet-metal body, it has a strong passenger compartment, with

safety features such as crumple zones, intrusion-resistant doors, seat

belts, strong seats and anchorages, and the rear tailgate glass bonded to

the body.

Tubeless tyres further enhance safety.

44


45/57

Environment-friendly

The Nano's tailpipe emission performance exceeds regulatory

requirements. In terms of overall pollutants, it has a lower pollution level

than two-wheelers being manufactured in India today.

WHY NANO?

The name 'Nano' was chosen as it denotes high technology and small size.

Tata Nano

45


46/57

Manufacturer Tata Motors

Parent company Tata Sons

Also called The People's Car

Production 2008 present

Assembly Singur, Pantnagar& Pune

Predecessor None

ClassCity car

Body style(s) 4-doorkei car

Layout RR layout

Engine(s) 2 cylinderpetrolBoschmulti-point fuel `injection (single

injector) all aluminium 623 cc(38 cu in)

Transmission(s) 4 speed synchromesh with overdrivein 4th

Wheelbase 2,230 mm (87.8 in)

Length 3100 mm (122 in)[1]

46
http://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Parent_companyhttp://en.wikipedia.org/wiki/Tata_Sonshttp://en.wikipedia.org/wiki/Singurhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Car_classificationhttp://en.wikipedia.org/wiki/City_carhttp://en.wikipedia.org/wiki/Car_body_stylehttp://en.wikipedia.org/wiki/Kei_carhttp://en.wikipedia.org/wiki/Automobile_layouthttp://en.wikipedia.org/wiki/RR_layouthttp://en.wikipedia.org/wiki/Internal_combustion_enginehttp://en.wikipedia.org/wiki/Cylinder_(engine)http://en.wikipedia.org/wiki/Petrolhttp://en.wikipedia.org/wiki/Robert_Bosch_GmbHhttp://en.wikipedia.org/wiki/Fuel_injection#Multi-point_fuel_injectionhttp://en.wikipedia.org/wiki/Fuel_injectionhttp://en.wikipedia.org/wiki/Aluminiumhttp://en.wikipedia.org/wiki/Cubic_centimetrehttp://en.wikipedia.org/wiki/Cubic_centimetrehttp://en.wikipedia.org/wiki/Cubic_inchhttp://en.wikipedia.org/wiki/Transmission_(mechanics)http://en.wikipedia.org/wiki/Synchromeshhttp://en.wikipedia.org/wiki/Overdrive_(mechanics)http://en.wikipedia.org/wiki/Overdrive_(mechanics)http://en.wikipedia.org/wiki/Wheelbasehttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-TimesOfIndia_Specs-0%23cite_note-TimesOfIndia_Specs-0http://en.wikipedia.org/wiki/Image:Tatata_Nano.jpghttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Parent_companyhttp://en.wikipedia.org/wiki/Tata_Sonshttp://en.wikipedia.org/wiki/Singurhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Car_classificationhttp://en.wikipedia.org/wiki/City_carhttp://en.wikipedia.org/wiki/Car_body_stylehttp://en.wikipedia.org/wiki/Kei_carhttp://en.wikipedia.org/wiki/Automobile_layouthttp://en.wikipedia.org/wiki/RR_layouthttp://en.wikipedia.org/wiki/Internal_combustion_enginehttp://en.wikipedia.org/wiki/Cylinder_(engine)http://en.wikipedia.org/wiki/Petrolhttp://en.wikipedia.org/wiki/Robert_Bosch_GmbHhttp://en.wikipedia.org/wiki/Fuel_injection#Multi-point_fuel_injectionhttp://en.wikipedia.org/wiki/Fuel_injectionhttp://en.wikipedia.org/wiki/Aluminiumhttp://en.wikipedia.org/wiki/Cubic_centimetrehttp://en.wikipedia.org/wiki/Cubic_inchhttp://en.wikipedia.org/wiki/Transmission_(mechanics)http://en.wikipedia.org/wiki/Synchromeshhttp://en.wikipedia.org/wiki/Overdrive_(mechanics)http://en.wikipedia.org/wiki/Wheelbasehttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-TimesOfIndia_Specs-0%23cite_note-TimesOfIndia_Specs-0


47/57

Width 1500 mm (59.1 in)[1]

Height 1600 mm (63 in)[1]

Kerb weight 580 kg (1,300 lb)-600 kg (1,300 lb)[2]

Fuel capacity 15 L (4 US gal/3 imp gal) [2]

Designer Girish Wagh, Justin Norek of Trilix, Pierre Castinel[3]

47
http://en.wikipedia.org/wiki/Tata_Nano#cite_note-TimesOfIndia_Specs-0%23cite_note-TimesOfIndia_Specs-0http://en.wikipedia.org/wiki/Tata_Nano#cite_note-TimesOfIndia_Specs-0%23cite_note-TimesOfIndia_Specs-0http://en.wikipedia.org/wiki/Kerb_weighthttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-autocar-1%23cite_note-autocar-1http://en.wikipedia.org/wiki/Tata_Nano#cite_note-autocar-1%23cite_note-autocar-1http://en.wikipedia.org/wiki/Automotive_designhttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-cardesignnew-2%23cite_note-cardesignnew-2http://en.wikipedia.org/wiki/Tata_Nano#cite_note-TimesOfIndia_Specs-0%23cite_note-TimesOfIndia_Specs-0http://en.wikipedia.org/wiki/Tata_Nano#cite_note-TimesOfIndia_Specs-0%23cite_note-TimesOfIndia_Specs-0http://en.wikipedia.org/wiki/Kerb_weighthttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-autocar-1%23cite_note-autocar-1http://en.wikipedia.org/wiki/Tata_Nano#cite_note-autocar-1%23cite_note-autocar-1http://en.wikipedia.org/wiki/Automotive_designhttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-cardesignnew-2%23cite_note-cardesignnew-2


48/57

Technical specifications

According toTata Group's Chairman Ratan Tata, the Nano is a 33 PS(33 hp/24 kW) car with a 623 cc rear engine and rear wheel drive, and has a fueleconomy of 4.55L/100 km (21.97 km/L, 51.7 mpg (US), 62 mpg (UK)) under city

road conditions, and 3.85 L/100 km on highways (25.97 km/L, 61.1 mpg (US),73.3 mpg (UK)). It is the first time a two-cylinder non-opposed petrol engine willbe used in a car with a single balancer shaft.[21] Tata Motors has reportedly filed34 patents related to the innovations in the design of Nano, with powertrainaccounting for over half of them.[22] The head of Tata Motors' EngineeringResearch Centre, Girish Wagh has been credited with being one of the brainsbehind Nano's design.[22][23]

According to Tata, the Nano complies with Bharat Stage-III and Euro-IVemissionstandards. Ratan Tata also said, 'The car has passed the full-frontal crash andthe side impact crash'. Tata Nano passed the required 'homologation tests with

Pune-based Automotive Research Association of India (ARAI).This means thatthe car has met all the specified criteria for roadworthiness laid out by thegovernment including emissions or noise & vibration and can now ply on Indianroads. Tata Nano managed to score around 24 km per litre during itshomologation tests with ARAI. This makes Tata Nano the most fuel efficient carin India. Nano will be the first car in India to display the actual fuel mileagefigures it recorded at ARAIs tests on its windshield. According to ARAI itconforms to Euro IV emission standards which will come into effect in India in2010.

Side view of the Nano

Rear mounted engine

The use of a rear mounted engine to help maximize interior space makes theNano similar to the original Fiat 500, another technically innovative "people'scar". A concept vehicle similar in styling to the Nano, also with rear enginedlayout was proposed by the UK Rover Group in the 1990s to succeed the originalMini but was not put into production.[27] The eventual new Mini was much largerand technically conservative. The independent, and now-defunct, MG RoverGroup later based theirRover CityRoveron the Tata Indica.

48
http://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Rear_enginehttp://en.wikipedia.org/wiki/Rear_wheel_drivehttp://en.wikipedia.org/wiki/L/100_kmhttp://en.wikipedia.org/wiki/L/100_kmhttp://en.wikipedia.org/wiki/Petrolhttp://en.wikipedia.org/wiki/Balance_shafthttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-20%23cite_note-20http://en.wikipedia.org/wiki/Patentshttp://en.wikipedia.org/wiki/Powertrainhttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-EngDesign-21%23cite_note-EngDesign-21http://en.wikipedia.org/wiki/Girish_Waghhttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-EngDesign-21%23cite_note-EngDesign-21http://en.wikipedia.org/wiki/Tata_Nano#cite_note-22%23cite_note-22http://en.wikipedia.org/wiki/Emission_standard#Indiahttp://en.wikipedia.org/wiki/European_emission_standardshttp://en.wikipedia.org/wiki/European_emission_standardshttp://en.wikipedia.org/wiki/Fiat_500http://en.wikipedia.org/wiki/Rover_Grouphttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-26%23cite_note-26http://en.wikipedia.org/wiki/Mini_(BMW)http://en.wikipedia.org/wiki/MG_Rover_Grouphttp://en.wikipedia.org/wiki/MG_Rover_Grouphttp://en.wikipedia.org/wiki/Rover_CityRoverhttp://en.wikipedia.org/wiki/Tata_Indicahttp://en.wikipedia.org/wiki/Tata_Indicahttp://en.wikipedia.org/wiki/Image:Tata_Nano_.jpghttp://en.wikipedia.org/wiki/Tata_Grouphttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Rear_enginehttp://en.wikipedia.org/wiki/Rear_wheel_drivehttp://en.wikipedia.org/wiki/L/100_kmhttp://en.wikipedia.org/wiki/Petrolhttp://en.wikipedia.org/wiki/Balance_shafthttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-20%23cite_note-20http://en.wikipedia.org/wiki/Patentshttp://en.wikipedia.org/wiki/Powertrainhttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-EngDesign-21%23cite_note-EngDesign-21http://en.wikipedia.org/wiki/Girish_Waghhttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-EngDesign-21%23cite_note-EngDesign-21http://en.wikipedia.org/wiki/Tata_Nano#cite_note-22%23cite_note-22http://en.wikipedia.org/wiki/Emission_standard#Indiahttp://en.wikipedia.org/wiki/European_emission_standardshttp://en.wikipedia.org/wiki/Fiat_500http://en.wikipedia.org/wiki/Rover_Grouphttp://en.wikipedia.org/wiki/Tata_Nano#cite_note-26%23cite_note-26http://en.wikipedia.org/wiki/Mini_(BMW)http://en.wikipedia.org/wiki/MG_Rover_Grouphttp://en.wikipedia.org/wiki/MG_Rover_Grouphttp://en.wikipedia.org/wiki/Rover_CityRoverhttp://en.wikipedia.org/wiki/Tata_Indica


49/57

Tata is also reported to be contemplating offering a compressed air engine as an

option

Suppliers to the Tata Nano

Supplier Product

BoschGasoline injection system (diesel will follow), starter,

alternator, brake system

Caparo Inner structural panels

Continental Gasoline fuel supply system, fuel level sensor

Delphi Instrument cluster

Denso Windshield wiper system (single motor and arm)

FAG Rear-wheel bearing

FicosaRear-view mirrors, interior mirrors, manual and CVT shifters,

washer system

Freudenberg Engine sealing

GKN Driveshafts

INA Shifting elements

ITW Deltar Outside and inside door handles

49
http://en.wikipedia.org/wiki/Robert_Bosch_GmbHhttp://en.wikipedia.org/wiki/Caparo_Vehicle_Technologieshttp://en.wikipedia.org/wiki/Continentalhttp://en.wikipedia.org/wiki/Delphi_(auto_parts)http://en.wikipedia.org/wiki/Densohttp://en.wikipedia.org/wiki/FAGhttp://en.wikipedia.org/w/index.php?title=Ficosa&action=edit&redlink=1http://en.wikipedia.org/wiki/Freudenberghttp://en.wikipedia.org/wiki/GKNhttp://en.wikipedia.org/wiki/INAhttp://en.wikipedia.org/wiki/ITWhttp://en.wikipedia.org/wiki/Robert_Bosch_GmbHhttp://en.wikipedia.org/wiki/Caparo_Vehicle_Technologieshttp://en.wikipedia.org/wiki/Continentalhttp://en.wikipedia.org/wiki/Delphi_(auto_parts)http://en.wikipedia.org/wiki/Densohttp://en.wikipedia.org/wiki/FAGhttp://en.wikipedia.org/w/index.php?title=Ficosa&action=edit&redlink=1http://en.wikipedia.org/wiki/Freudenberghttp://en.wikipedia.org/wiki/GKNhttp://en.wikipedia.org/wiki/INAhttp://en.wikipedia.org/wiki/ITW


50/57

Johnson Controls Seating

Mahle Camshafts, spin-on oil filters, fuel filters and air cleaners

Saint-Gobain Glazing

TRW Brake system

CeekayDaikin/Valeo

Clutch sets

Vibracoustic Engine mounts

Visteon Air induction system

ZF FriedrichshafenAG

Chassis components, including tie rods

Behr HVAC for the luxury version

MOST EAGERLY WAITED CAR

People world over were keen to see what Tata Motors' People's Car looked like,

and know more about it. The Tata Motors website saw nearly 7.9 million hits onJanuary 10 (the day the Nano was unveiled), while the Tata Nano website saw 4

million hits in 30 hours, making these sites among the busiest in the world.

The Nano website (www.tatanano.com) was developed within a short timeframe

of 1.5 months and with limited resources.

50
http://en.wikipedia.org/wiki/Johnson_Controlshttp://en.wikipedia.org/wiki/Mahle_GmbHhttp://en.wikipedia.org/wiki/Saint-Gobainhttp://en.wikipedia.org/wiki/TRWhttp://en.wikipedia.org/w/index.php?title=Ceekay_Daikin/Valeo&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Ceekay_Daikin/Valeo&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Vibracoustic&action=edit&redlink=1http://en.wikipedia.org/wiki/Visteonhttp://en.wikipedia.org/wiki/ZF_Friedrichshafen_AGhttp://en.wikipedia.org/wiki/ZF_Friedrichshafen_AGhttp://en.wikipedia.org/wiki/Behr_GmbH_%26_Co._KGhttp://en.wikipedia.org/wiki/Johnson_Controlshttp://en.wikipedia.org/wiki/Mahle_GmbHhttp://en.wikipedia.org/wiki/Saint-Gobainhttp://en.wikipedia.org/wiki/TRWhttp://en.wikipedia.org/w/index.php?title=Ceekay_Daikin/Valeo&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Ceekay_Daikin/Valeo&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Vibracoustic&action=edit&redlink=1http://en.wikipedia.org/wiki/Visteonhttp://en.wikipedia.org/wiki/ZF_Friedrichshafen_AGhttp://en.wikipedia.org/wiki/ZF_Friedrichshafen_AGhttp://en.wikipedia.org/wiki/Behr_GmbH_%26_Co._KG


51/57

The entire portal has been built on open source technologies, involving minimum

investment, following the essence of the Nano - low cost, but high technology.

The high fuel efficiency also ensures that the car has low carbon dioxide

emissions, thereby providing the twin benefits of an affordable transportation

solution with a low carbon footprint.

TATA JAGUAR DEAL

American car-maker Ford is expected to finalize the deal with Indian

conglomerate Tata for the sale of luxury brands - Jaguar and Land Rover by mid

of March.

The two sides, which have been in exclusive talks since the beginning of the

year, are expected to sign a deal worth up to two billion dollars (one billionpound) on 12th of March.its online edition on Thursday.

According to the report, Ford is expected to seal the sale of Jaguar and Land

Rover to Tata, next week after the American car-maker recently agreed to pump

hundreds of millions of pounds into the pension fund to smooth the process.

The deal is expected to be welcomed by unions, who believe that there is no

immediate threat to British jobs or manufacturing, it added.

On January 3, Ford had named Tata as the preferred bidder for Jaguar and Land

Rover.

51


52/57


53/57


54/57

Moreover, this subsidy, or more subsidies, are good for the consumers as it willreduce the price of the Nano further, though at the cost of the state-governmentand being a burden on the state-exchequer, which is good. Yet, this is better useof the state-funds as many of the so-called "state-funds" in India are embezzledbefore being spent for the good of the public due to the high-level ofCorruption

in India or spent on feeding excessive, unneeded, and burdensome red-tape andbureaucracy.

It is expected that this self-imposed burden of subsidy, if work is continued at thefactory, will allow the West Bengal government in the near-future to shed someof its unneeded bureaucrat jobs (as it's very difficult to do this without any "citedreason" due to widespread opposition from the red-tape community), though jobswill be created for them in the private sector (which is good as it will forcebureaucrats to do some "real" work) because "the plant will attract moreindustries and create more job opportunities for the local populace".

Failure of talks

"The talks between West BengalChief MinisterBuddhadeb Bhattacharjee andTrinamool Congress chiefMamata Banerjee on Friday evening to settle theSingurimbroglio failed to bring out any positive results," Economic Timesreported and others reported.

Reactions

Whilst Indianbusiness community is upset about the whole episode and hasadvised the Tatas to either relocate to Pantnagaror a nearby facility in Uttar

Pradesh as requested by Amar Singh in 2006[49] , Lakshmi Mittal ofArcelorMittalsaid: "Whilst India has been a big part of my past, it is sure to be a big part of allour futures. It does not give us nightmares. And we will not revisit our plan inIndia because of Singur episode."

Solutions

It is widely believed that due to these increasing disputes, in which one or moreland-loser farmer(s) committed suicide even (including a 65-year-old farmer whocommitted suicide by swallowing pesticide), and Tata's recent stand, Nano mightwell come out of either:

The Tata's plant at Pantnagar, or Out of nearby new-plants constructed in a SEZ in eitherUttar Pradesh

(Ghaziabad orNoida or others) orUttarakhand (PantnagarorRoorkee).

Mr. Ratan Tata might well take such land-marks steps to avoid the harm beingcaused to Tata's reputation and brand-image at Singur.

54
http://en.wikipedia.org/wiki/Subsidyhttp://en.wikipedia.org/wiki/Consumerhttp://en.wikipedia.org/wiki/Embezzlementhttp://en.wikipedia.org/wiki/Corruption_in_Indiahttp://en.wikipedia.org/wiki/Corruption_in_Indiahttp://en.wikipedia.org/wiki/Bureaucracyhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Chief_Ministerhttp://en.wikipedia.org/w/index.php?title=Buddhadeb_Bhattacharjee&action=edit&redlink=1http://en.wikipedia.org/wiki/Trinamool_Congresshttp://en.wikipedia.org/wiki/Mamata_Banerjeehttp://en.wikipedia.org/wiki/Mamata_Banerjeehttp://en.wikipedia.org/wiki/Singurhttp://en.wikipedia.org/wiki/Economic_Timeshttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Amar_Singhhttp://en.wikipedia.org/wiki/2006http://en.wikipedia.org/wiki/2006http://en.wikipedia.org/wiki/Tata_Nano#cite_note-48%23cite_note-48http://en.wikipedia.org/wiki/Tata_Nano#cite_note-48%23cite_note-48http://en.wikipedia.org/wiki/Lakshmi_Mittalhttp://en.wikipedia.org/wiki/ArcelorMittalhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/SEZhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Ghaziabadhttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Roorkeehttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Tatahttp://en.wikipedia.org/wiki/Singurhttp://en.wikipedia.org/wiki/Subsidyhttp://en.wikipedia.org/wiki/Consumerhttp://en.wikipedia.org/wiki/Embezzlementhttp://en.wikipedia.org/wiki/Corruption_in_Indiahttp://en.wikipedia.org/wiki/Corruption_in_Indiahttp://en.wikipedia.org/wiki/Bureaucracyhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/West_Bengalhttp://en.wikipedia.org/wiki/Chief_Ministerhttp://en.wikipedia.org/w/index.php?title=Buddhadeb_Bhattacharjee&action=edit&redlink=1http://en.wikipedia.org/wiki/Trinamool_Congresshttp://en.wikipedia.org/wiki/Mamata_Banerjeehttp://en.wikipedia.org/wiki/Singurhttp://en.wikipedia.org/wiki/Economic_Timeshttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Amar_Singhhttp://en.wikipedia.org/wiki/2006http://en.wikipedia.org/wiki/Tata_Nano#cite_note-48%23cite_note-48http://en.wikipedia.org/wiki/Lakshmi_Mittalhttp://en.wikipedia.org/wiki/ArcelorMittalhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/SEZhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Ghaziabadhttp://en.wikipedia.org/wiki/Noidahttp://en.wikipedia.org/wiki/Uttarakhandhttp://en.wikipedia.org/wiki/Pantnagarhttp://en.wikipedia.org/wiki/Roorkeehttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Tatahttp://en.wikipedia.org/wiki/Singur


55/57

Uttar Pradesh

Amar Singh, then Chairman of the Uttar Pradesh states Industrial Development

Council had even invited Tata in 2006 "offering to accommodate the small-car

plant in Uttar Pradesh". "I admit that as chairman of the Uttar Pradeshdevelopment council, I had invited Tata Motors to set up the Nano factory there,

Amar told

Safety-issues

The Times says

India has 8 per cent of the worlds vehicle fatalities and less than 1 percent of its cars, with more than 90,000 people killed on the countrysroads every year. Introducing a million Nanos into the mix may bringmore and unwelcome headlines.

Tata, which has the only crash-test facility in the country, said that theNano exceeds current regulatory requirements. And while it is not a

deathtrap it has crumple zones, seat belts and strong seat anchors itis worth bearing in mind that total vehicle crash testing (rather than justfrontal impact), airbags and antilock braking systems are not mandatory.

Without these, the Nano would not even be considered for approval inBritain. Adding them would double its price in India, which is why theyhave been omitted.

It's believed that Tata will offer a version of the Nano with these safety-features,including an airbag system in its electric version.

Mass motorization and climate change

As the Nano was conceived and designed around introducing the automobile toa sector of the population who are currently using eco-friendly bicycles andmotorcycles, environmentalists are concerned that its extraordinarily low pricemight lead to mass motorization in countries like India and therefore possiblyaggravate pollution and global warming as well as increase the demand for oil.

55
http://en.wikipedia.org/wiki/Amar_Singhhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Tatahttp://en.wikipedia.org/wiki/2006http://en.wikipedia.org/wiki/The_Timeshttp://en.wikipedia.org/wiki/Tatahttp://en.wikipedia.org/wiki/Eco-friendlyhttp://en.wikipedia.org/wiki/Pollutionhttp://en.wikipedia.org/wiki/Global_warminghttp://en.wikipedia.org/wiki/Amar_Singhhttp://en.wikipedia.org/wiki/Uttar_Pradeshhttp://en.wikipedia.org/wiki/Tatahttp://en.wikipedia.org/wiki/2006http://en.wikipedia.org/wiki/The_Timeshttp://en.wikipedia.org/wiki/Tatahttp://en.wikipedia.org/wiki/Eco-friendlyhttp://en.wikipedia.org/wiki/Pollutionhttp://en.wikipedia.org/wiki/Global_warming


56/57

Rajendra Pachauri, an Indian and chairman of the Intergovernmental Panel onClimate Change, said he was "having nightmares" because of this car and addedthat the car represents bankruptcy of India's environmental policy. The ecologyfocused German newspaperdie tageszeitungfeels that such concerns are"inappropriate" as the Tata Nano has lower emissions compared to the average

Volkswagen, and that developing countries shouldn't be denied the right tomotorized mobility when industrialized countries should be looking to reducetheir emissions and usage of cars. Die Weltreports that the car conforms withenvironmental protection, and will have the lowest emissions in India.

In crowded metropolitan cities like Mumbai, Ratan Tata has conceived a schemeto only offer the Nano to those individuals who do not have an automobilealready. The Nano will also replace many overloaded and worn-out two-strokepolluting vehicles, both two and three-wheeled. In the current policy andregulatory framework, Centre for Science and Environment consider that theeconomy cars will be disastrous.

Solutions

This can change if renewable energies are used. Steps which Tata Motors isalready taking:

Compressed-air fuel

Tata Motors is working with a French firm on using compressed airas fuel whichis eco-friendly and revolutionary in itself for a car of such large-scale.

"World's cheapest electric-car"

Tata is also believed to be making an electric version of the Nano (reportedlywith attached or sideby solar panels as well) which might prove to be a boon forthe society and the world, both in terms of cost and technology, as it might wellturn out to be the "world's cheapest electric car" which is more eco-friendly andhas many enthusiasts for its support. It's supposed to be as cheap as theconventional gasoline version. Tata is making the Nano compliant with exportmarket regulations and plans to export such a car world-wide, particularly to theUKand the rest of continental Europe, the US, and Australia.

Used Car Market Effects

The Nano is alleged to have severely affected the used carmarket in India, asmany Indians opt to wait for the Nano's release rather than buying used cars,such as the Maruti 800 (a rebadged Suzuki Alto), which is considered as theNano's nearest competitor. Sales of new Maruti 800s have dropped by 20%, and

56
http://en.wikipedia.org/wiki/Rajendra_Pachaurihttp://en.wikipedia.org/wiki/Intergovernmental_Panel_on_Climate_Changehttp://en.wikipedia.org/wiki/Intergovernmental_Panel_on_Climate_Changehttp://en.wikipedia.org/wiki/Ecologyhttp://en.wikipedia.org/wiki/Die_tageszeitunghttp://en.wikipedia.org/wiki/Die_Welthttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Economy_carhttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Compressed_air_carhttp://en.wikipedia.org/wiki/Electric_carhttp://en.wikipedia.org/wiki/Solar_panelhttp://en.wikipedia.org/wiki/Eco-friendlyhttp://en.wikipedia.org/wiki/UKhttp://en.wikipedia.org/wiki/UKhttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/UShttp://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Used_carhttp://en.wikipedia.org/wiki/Maruti_800http://en.wikipedia.org/wiki/Suzuki_Altohttp://en.wikipedia.org/wiki/Rajendra_Pachaurihttp://en.wikipedia.org/wiki/Intergovernmental_Panel_on_Climate_Changehttp://en.wikipedia.org/wiki/Intergovernmental_Panel_on_Climate_Changehttp://en.wikipedia.org/wiki/Ecologyhttp://en.wikipedia.org/wiki/Die_tageszeitunghttp://en.wikipedia.org/wiki/Die_Welthttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Economy_carhttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Compressed_air_carhttp://en.wikipedia.org/wiki/Electric_carhttp://en.wikipedia.org/wiki/Solar_panelhttp://en.wikipedia.org/wiki/Eco-friendlyhttp://en.wikipedia.org/wiki/UKhttp://en.wikipedia.org/wiki/Europehttp://en.wikipedia.org/wiki/UShttp://en.wikipedia.org/wiki/Australiahttp://en.wikipedia.org/wiki/Used_carhttp://en.wikipedia.org/wiki/Maruti_800http://en.wikipedia.org/wiki/Suzuki_Alto


57/57

Date post:	09-Apr-2018
Category:	Documents
Upload:	tejal-shah
View:	214 times
Download:	0 times

hard copy pro of tata motors done

Documents