Hyundai and Tata

7/31/2019 Hyundai and Tata

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LITERATURE REVIEW

Indian Economy has undergone a radical transformation in the last three

decades. The discoveries and invention in various fields of life is perhapsbeing the reasons for this transformation. The marketing strategy in India

which was practiced in the olden days has either been changed or been

refined so as to adjust with this dynamic world. If we consider the early

years of development of our economy, It is observed that the producers

consumers as well as production and consumption is becoming more and

more complex and specialized.

The present emphasis is one matters of providing a complete comfort or

status to the customers every walk of life. In the light of the present

marketing scenario, through this project, How HYUNDAI MOTOR &

TATA MOTOR can increase its market share in automobile industry

emphasis on marketing.


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Authentic marketing is not the art of selling what you make but knowing

what to make. It is the art of identifying and understanding customer

needs and creating solutions that deliver satisfaction to the customers,

profits to the producers and benefits for the stakeholders. - Philip Kotler

This Project report tries to take a look on various aspects on Marketing

and study of Marketing strategies adopted by Hyundai Motors India

Limited (HMIL) & Tata Motors with a special focus on Hyundai Santro

& Tata Nano.

INTRODUCTION

INDIAN AUTOMOBILE INDUSTRY

A market is never saturated with a good product, but it is very quickly

saturated with a bad one. - Henry Ford


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The automotive industry is one of the largest industries worldwide and in

India as well. The automotive sector is a vital sector for any developed

economy. It drives upstream industries like steel, iron, aluminium, rubber,

plastics, glass and electronics, and downstream industries like advertising

and marketing, transport and insurance.

The automotive industry can be divided into five sectors:-

1) Passenger Cars

2) Multi- Utility Vehicles (MUVs)

3) Two- and Three- Vehicles

4) Commercial Vehicles - Light Commercial Vehicles (LCVs) /

Medium and Heavy Commercial Vehicles (MHCVs)

5) Tractors

We will be looking at the Passenger car industry in India.

Despite a head start, the passenger car industry in India has not quite

matched up to the performance of its counterparts in other parts of the

world. The primary reason has been the all-pervasive regulatory

atmosphere prevailing till the opening up of the industry in the mid-

1990s. The various layers of legislative Acts sheltered the industry from

external competition for a long time. Moreover, the industry wasconsidered low-priority as cars were thought of as unaffordable luxury.


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The following table presents a comparative view of the extent of

motorization in India vis--vis certain other countries in the world.

Country Passenger Cars in Use

per Thousand Persons

Two-Wheelers in Use

per Thousand Persons

Developed Countries

U.S.A 478 14

United Kingdom 373 12

Japan 395 115

Germany 508 36

Emerging Economies

China 3 8

Indonesia 14 62

Philippines 10 14

South Korea 167 59

India 5 27


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OBJECTIVES

Some of the Objectives which are focused upon in this report are:

A comprehensive analysis of Indian Automobile Industry.

To study the Marketing Strategies of Hyundai & Tata.

To focus on Marketing Mix of Hyundai & Tata

To study the consumer satisfaction level with focus to Hyundai &

Tata

Milestones achieved by Hyundai & Tata

Recommendations and observations regarding Hyundai & Tata


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HYUNDAI MOTORS INDIA LIMITED

Hyundai Motor India Ltd. (HMIL) is a wholly owned subsidiary of the

Hyundai Motor Company (HMC), Korea, a part of the Hyundai Motor

Group comprising Hyundai Motor Company, Kia Motors, Hyundai

Mobis and other affiliated companies, with a combined turnover of over

US$ 50 Billion. The Hyundai Motor Group with a presence in over 185

countries and combined annual sales of over 3 million units is one of the

fastest growing auto manufacturers in the world.

HMIL has emerged as the second largest and the fastest growing car

manufacturer in India. HMIL presently markets over 26 variants of

passenger cars in six segments. The Santro in the B segment, Getz in the

B+ segment, the Accent in the C segment, the Elantra in the D segment,the Sonata in the E segment and the Tucson and Terracan in the SUV

segment.

The company recorded combined sales of 215,630 during calendar year

2006 with a growth of 43% over year 2007. HMIL is India's fastest

growing car company having rolled-out over 700,000 cars in just over 70months since its inception and is the largest exporter of passenger cars

with exports of over Rs. 1,700 crores. HMIL has recorded a staggering

growth of 149% in exports over the year 2007.


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HMILs fully integrated state-of-the-art manufacturing plant near

Chennai boasts some of the most advanced production, quality and

testing capabilities in the country. In continuation of its investment in

providing the Indian customer global technology, HMIL has announced

plans for its second plant, which will produce 150,000 units per annum,

raising HMILs total production capacity to 400,000 per annum by 2007.

The plant will be built on a 2.1 million square meter site adjacent to the

existing facility with an investment of $450-$500 million on its new

integrated facility. HMIL is investing to expand capacity in line with its

positioning as HMCs global export hub for compact cars. Apart from

expansion of production capacity, HMIL plans to expand its dealer

network, which will be increased from 146 to 180 this year. And with the

companys greater focus on the quality of its after-sales service, HMILs

service network will be expanded to over 1,000 in 2007.

HMIL has many awards in its bouquet. It was declared The StarCompany amongst unlisted companies by Business Standard this year.

Getz got the coveted Car of the Year 2007 award twice over. It was

declared a winner by both Business Standard Motoring and CNBC-TV18

Autocar Auto awards. Hyundai Elantra won the CNBC-TV18 Autocar

Best Value for Money Car Award.

HMIL was also the Manufacturer of the Year two years in a row in

2006 and 2007. ICICI Overdrive Awards declared Hyundai as the Car

Maker of the Year in 2007. Hyundai products with state of the art

technology have also been winning many accolades over the years.

Santro bagged top honours in JD Power Asia Pacific for three years.


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Accent was ranked No. 1 in J D Power Asia Pacific APEAL for two years

and also got Business Standard Motoring Jury award for its CRDi model.

HMIL has also been awarded the benchmark ISO 14001 certification for

its sustainable environment management practices.

The following table shows the HMILs cars and the various segments

they belong to as in the Indian market.

Segment Classification HMILs Car Price

(Ex Showroom in Delhi)

B Sub - Compact Santo Xing Rs. 278999

B+ Compact Getz Rs. 421000

C Mid Size Accent Rs. 529000

D Premium Elantra Rs. 853793

E Luxury Sonata Rs. 1399000

SUV Sports Utility

Vehicle

Tucson

Terracan

Rs. 1462999

Rs. 2059151


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NEW MILESTONES

The Indian passenger car market is a highly competitive market.

Although its growth has been hi in past several years, profitability has

been impacted because of rising costs, change in excise policies and

intense price competition. With the developed countries like USA and

UK having 350 as an average no of cars per thousand persons it is very

low in India (5). So in future, the arena of competition is most likely to be

shifted to developing countries like India and that too in a highly

competitive segment like B-Segment.

With the opening of economy and relaxing norms by government, the

market has started witnessing the entry of new global players like Toyota,

Honda and GM in the Indian market, pointing to further intensification of

competition in future. With the consumer attaching higher value to the

features and economy in case of car buying, the players are likely to focus

more o product development (to incorporate dvanced features in their

designs) and advertisements (to set up their own positions in a consumer

mind).

HMIL is emerging as a major player in Indian passenger car market. Its

products are Santro and Accent are success stories in themselves. But the

buck does not stop here only. Its parent company HMC is focusing upon

HMIL as a base to integrate its production and R & D facilities across

Asia Pacific. For that HMIL is planning to increase its present production

capacity of 2.5 lakh cars per year to 4 lakh cars per year by 2007.

Exports are also another front which is giving HMIL an intense

opportunity to expand. For the first six months of this fiscal HMIL has


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exported cars worth Rs. 1,325 crores and targeting an overall export of

over Rs. 2,700 crores in this fiscal up from Rs. 1,700 crores in 2006-07.

HMIL has sold a total of 236,878 vehicles in the Calendar Year 2007 so

far, achieving a growth of 21% over the January-November sales in 2007.

While domestic sales in January-November, 2007, were 148,515 - a

growth of 16.6% over the previous year, overseas sales during the period

stood at 88,363 units - a growth of 29%.

In November, 2007, HMI sold a total of 21,725 units - 14,010 vehicles in

the domestic market and 7,715 cars in the overseas market.

Over the years, HMIL has been focusing on effective brand building and

consumer strategy. This has contributed towards enhancing their bottom

line. A significant contribution in this success is of the advertisement

strategy adopted by HMIL. It has changed its advertisements time and

again. Now HMIL has started a new initiative under which they have

started their own in house advertising agency known by the name of

Innocean which will handle its all promotions.

With the new initiatives, HMIL is all set to achieve its ambitious growth

of 30% in sales over last year. Thus, Hyundai motors India limited is all

set to conquer the Indian passenger car industry.


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AWARDS & RECOGNITIONS

As one of the fastest growing automobile compaies in India, Hyundai has

many accomplishments to its credit.

Business Standard - Star Company Award to Hyundai Motor India

JD Power Asia Pacific

Hyundai Santro has topped the JD Power Asia Pacific Initial

Quality Study (IQS) that measures product quality for three years

in a row (Years 2007, 2006 and 2007)

Hyundai Santro has topped the JD Power Asia Pacific APEAL

study that measures customer satisfaction for three years in a row

(Years 2006, 2007 and 2008)

Hyundai Accent has topped the JD Power Asia Pacific IQS for

2007 and the APEAL study for 2006 and 2007.

Business Standard Motoring

Hyundai Getz is BS Motoring's 'Car of the Year' 2007

BS MotoringBS 1000Company of the year 2007Hyundai

Motor India Limited

Hyundai Santro is BS Motoring's 'Car of the Year' for 1999

CNBC

Hyundai Getz is the CNBC Autocar Car of the Year 2007

Hyundai ElantraBest Value for Money Car of the Year 2007

CompanyAwardsCNBC Autocar IndiaHyundai has been

the manufacturer of the year for two years in row.


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PRODUCT - HYUNDAI SANTRO

The Santro was launched on September 23 rd 1998 in the Indian market

and the company sold around 17000 units in first five months. The Tall

Boy concept was well taken by the Indian Customer. Since its inception

Santros sales has been achieving an annual growth rate of about 20% on

an average. An advertising campaign starring Shah Rukh Khan and Preity

Zinta was unleashed to further boost the sales and this has certainly

proven to be effective. As a result of which Santro has now become a

market leader in its own Segment (B-Segment) leaving earlier market

leader Maruti Zen and Tata Indica. Repositioned from being a family car

to an individuals first car, within a short span of time the Santro has been

able to capture the hearts and minds of the consumers.

The following table gives the ex-showroom prices of all the variants of

Santro: Models

Santro XK Non AC (Solid)

Santro XK Non AC (Metallic)

Santro XK AC (Solid)

Santro XK AC (Metallic)

Santro XL (Solid)

Santro XL (Metallic)

Santro XO (Solid)

Santro XO (Metallic)

Santro Xing AT (Solid)

Santro Xing AT (Metallic)


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Ps of Hyundai Motor India Ltd. With focus to Hyundai Santro

Ever since its launch in 1998 the Santro has proved to be the best

compact car in India, thanks to its excellent design and extensive testing

for over 100,000 kilometers in real Indian road and climate conditions. It

is clever design that gives cars this touch of practical beauty. Hyundai has

come up with a vehicle that surprises with its ability to utilize space

extraordinarily well. The Hyundai Santro is probably the first of the `big-

small' cars that hit Indian roads. Set between the B and C segments in

terms of size and price, the Santro attempts to offer trim quality, interior

space and build quality on a par with the pricey sedans. First it was

Santro. Then it got renamed as Santro Zip Drive. After a while, Santro

Zip Drive got replaced by Santro Zip Plus. And then came its new

global' car, Santro Xing. Yes, Santro Xing is the new avatar of the Santro

Zip Plus. However, this time it is not just a change in the name; the new

avatar also looks different from its predecessor. The Santro Xing comes

in five versions, including automatic transmission, and has a new sportyexterior with safety features which meet European standards. The Santro

Xing is available in nine colours viz., Ebony Black, Noble White, Satin

Grey, Fairy Leaf, Forest Dew, Husky Blue, Mystic Lavender, Passion

Red and Bright Silver. The colours present a varied choice to consumers

in picking a car that most closely defines their personality. Consumers

can have a feel of the color right from their homes by logging on to thewebsite of Santro Xing. Santro Xing comes with all new looking feel

exterior and interior styling. That, coupled with new advanced features,

offers the best comfort & luxury in the favourite compact car. New bigger

& brighter clear headlamps, smiling radiator grille, power operated rear

windows with child lock and lots of other smart features like the seat

under tray are the hallmarks of your Sunshine Car. Santro is being


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produced exclusively in India and the Indian Xing will now drives the

World. The idea was to create a constant hype around Santro to give it

that competitive edge and make it the truly sunshine car.

CHIC AND CLEAN

Hyundai calls the Santro a Euro-styled, premium hatchback. If simple

straight lines and a practical, consistent design theme are indicative of

pronounced European-styling, then the Santro belongs to that class.

European or not, the Santro is a good-looking car that is also upfront

about its focus on practicality, with marginal excesses in design, a trait

that could not be associated with Hyundai's first car for the Indian market

the Santro.

Its exterior styling gives it a sort of dual personality. The large format,

clear lens-type headlamp cluster dominate the car's frontal view. The

short, sloping bonnet and the single-slat grille seem to visually add some

more measure to the Santros already class-leading width. These features

as well as the broad front bumper and the sharply raked windscreen make

it look very sedan-like, when viewed from the front. The muscular

shoulder flanks and the prominent, flaring wheel arches give ita well-

planted, aggressive profile.

SIMPLE INTERIORS

The interiors of the Santro wear a fresh and simple look. The finish

quality is good and dimensional accuracy of dashboard and door panels

rival those of a few C-segment cars. The soft feel plastic used for the

dashboard panels adds a touch of class, but the dimpled finish may be a

bit difficult to clean and maintain in Indian conditions.


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There are ample storage options, including the deep glove box, the

removable ashtray cup, bottle and cup holders at the front and rear, seat

side pockets, coin storage on the door handles, bag hook at the rear of the

front passenger seat and the 60:40 split, folding rear seats that go on to

more than treble the boot storage space. The instrument cluster is housed

in a simple semicircular dashboard panel and features two rounds,

chrome-lipped gauges for the rpm meter and speedometer. The cluster

also features a digital clock and trip meter. Power and tilt-adjustable

steering is standard. The centre console features a brushed aluminum

slap-on panel and houses rotary type controls of the HVAC (air-

conditioning) system and positive type controls for the rear defogger,

hazard lights and fog lamps. The dual adjusting air-conditioner louvers

look sophisticated and add to the Santros up market image. The

dashboard extends more than a foot into the cabin. While this gives the

driver even more open storage space on the flat faced top, at the bottom,

after the dashboard tapers off, the driver and co-passenger get loads ofrecessed leg space.

ENGINE & TRANSMISSION

The Santro had been brought in with Hyundai's new 1,341cc, in-line,

four-cylinder, SOHC engine that develops a maximum power of 82.9PS

at 5,500 rpm and a peak torque of 11.8 kgm at 3,200 rpm. With the peaktorque kicking at a low 3,200 rpm, you will not have to rev the engine up

to a grunt to get the best out of it. However, as the Santro's engine is

mapped for economy, there is a mild lag before the torque kicks in the

first three gears. The other side of this slightly slow, but steady rise in

torque is that this powerful 1.3-litre engine is surprisingly tolerant of

lower speeds in every gear slot. As a result, knocking is minimal


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obviating frequent shifts to a lower gear. So, while the Santro delivers a

lively performance in city traffic, the lull before peak torque kicks in may

be only a tad bothersome on the highway. But once you are past 3,000

rpm, it zips.

KEY TECHNICAL SPECIFICATIONS AND FEATURES

Santro Xing

Dimension and Weight Overall Length (mm) 3565

Overall Width (mm) 1525

Overall Height (mm) 1590

Wheelbase (mm) 2380

Min. Turning Radius 4.4 m

Engine Number of cylinders 4

Number of valves 12

Engine

Displacement(cc)

1086

Performance Maximum Output

(ps@rpm)

63@5500

Maximum Torque

(kgm@rpm)

9.1 / 4000

Tyres Size 155/70 R 13 Radial

THE SECOND P THE PRICE

Using money as a magnet to attract customers kills loyalty, mangles

margins and encourages defections. But Unique Selling Price is


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undoubtedly one of the roads to success in the intensely competitive

automobile business. Ceteris Paribus, the purchase decision of the first-

time buyer is influenced by four factors---Price, Price, Price and Price.

The first is the price of acquisition. The second is the price of finance or

the rate of interest on the loan. The third is the price of maintenance,

which includes the cost of fuel, service and spare parts. And the fourth is

the price of disposal or the resale value of the car.

High indigenization stood Hyundai in good stead when it came to its

entry pricing. Hyundai surprised its competitors with a under Rs.3 lakh

(ex-factory) price, slightly below the Maruti Zen (Rs.3.2 lakh).

Competitors and analysts criticized Hyundai for predatory pricing, but

Hyundai maintained that the low price is a result of high indigenization

level and effective ancillarisation. This gave Hyundai a strong foot-hold

as its production costs were lower. Hyundai ensured cost competitiveness

through tie-up between Lumax (well known supplier of lighting systems)with Hyundais Korean vendor Samlip, to form Lumax-Samlip Industries.

This was because they were operating on much better overhead

absorption, being suppliers to other manufacturers in India. Also, they

already had a grasp of technology because they had partnerships with

Japanese, European or American companies.

Hyundai offers a comprehensive range of finance packages to suit all

budgets, including Hyundai Finance which as an affiliated finance

company offers complete financing packages tailored to individual

requirements. Hyundai also has tie ups with banks like ICICI, Bank of

America, KPML etc to offer loans to buyers.


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The following table gives the ex-showroom prices of all the variants of

Santro:

Models Ex-Showroom Price (in Rs.)

Santro XK Non AC (Solid) 2,78,999

Santro XK Non AC (Metallic) 2,82,973

Santro XK AC (Solid) 3,32,999

Santro XK AC (Metallic) 3,36,972

Santro XL (Solid) 3,55,999

Santro XL (Metallic) 3,59,972

Santro XO (Solid) 3,81,999

Santro XO (Metallic) 3,85,975

Santro Xing AT (Solid) 4,24,324

Santro Xing AT (Metallic) 4,24,298

70% of the cost of a car over its lifetime goes in maintenance.

Accordingly, in Hyundai, pre-delivery inspection takes place at three

stages---one, after the car rolls off the assembly line, the next when it is

loaded into the auto compound and finally, at the dealers premises before

it is handed over to the customers. This increases the time between

services for Santro. For instance, Maruti recommends services after every

5,000 kilometers; whereas Hyundai recommends it after every 10,000

kilometers. Similarly, the engine oil, filter assembly for the Santro is

priced lower than that for the Maruti Zen. This low-cost proposition for

spares offers an added advantage when a buyer compares running costs.

Hyundai realized the difficulty to compete in the car markets and decided

to go for a sharp differentiation strategy. In order to avoid the price game,


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it decided to reinforce the individualistic positioning of the brand and

tried to match the customers perception that the car is a commodity using

other differentiators. Hyundai opted against the drop in prices, one reason

being the fact that, buyers are shopping for brand associations and

customers are unlikely to let their decisions be swayed by savings of a

few thousands.

THE THIRD P THE PLACE

Hyundai has spent time studying dealer networks. It found that dealers

were inconveniently located, their behavior towards customers left much

to be desired, and there was a lack of transparency in dealer operations.

So the Hyundai outlook towards dealership is compact dealership instead

of a mammoth network. The emphasis is on a dealer-customer

relationship where each customer is given time. The company insists on a

one-to-one relationship to build a long lasting association. To this end,the company insists on ownership and operation of dealerships resting on

one person, thus reducing absenteeism and promoting immediate

decisions.

HMIL has established a start-up network of 70 dealer workshops (now

close to 150), equipped with the latest technology machines andinternational quality press, body and paint shops, across the country.

These dealer workshops include company owned outlets called Hyundai

Motor Plaza, that provide a Hyundai customer a one-stop shop for

meeting all needs.


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In place of large showrooms and workshops, Hyundai decided that the

workshop should be ideally 10,000 sq.feet, which could be worked in

three shifts and the showrooms it preferred were 1,600-1,800 sq.feet.

Dealers who already had land would have to invest Rs.1.5 crores for the

rest. With this infrastructure dealers can handle 200-250 cars a month,

which gives them adequate time to establish rapport with customers.

The company has also cut expenses of its dealers by keeping inventories

low. Hyundais dealers are given limited stock. This does not mean that

Santros spares come late. On the contrary, the cars parts are available

within 24 hours.

The dealer network is established with the objectives of providing the

customer the very best through a 24 hour hotline system, round the clock

workshop services, roadside services with tow away facilities, round the

clock helpline services, etc.

THE FOURTH P THE PROMOTION

If you're trying to persuade people to do something, or buy something, it

seems to me you should use their language, the language in which they

think. - David Ogilvy

Strapped with the tagline Smarter people drive Santro Hyundai Santrohit the Indian roads nearly a decade back. Hyundai Santro being a much

admired lifestyle brand was launched in nine colors with a colorful and

jazzy advertising campaign developed by its advertising agency Saatchi

and Saatchi. Hyundai set aside as high as Rs 5 crore for advertising and

promotions each month. Effective advertising can add immense value to


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brands, even in the small car segment, where the typical customer is far

more informed and aware of the product behind the brand.

Hyundai Motor India Ltd (HMIL) realized Indian consumers' penchantfor unique designs soon after their entry into India. With the run away

success of the Santro, HMIL was right with its promotion strategy and

came up with a winning campaign. Hyundai Santro has come a long way

from its original Santro version to Santro zip drive moving on to

Santro zip plus and now to the newer and refreshed Santro Xing,

employing a different tag-line and promotional approach each time.


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INTRODUCTION OF TATA GROUP

The story of Tata group of business unfolds with the birth of its founder

Jamshed ji Tata in the small town of Navasari in Gujarat in 1839. He

breathed his last in 1904 in Germany. His parents were Nuseerwan ji and

Jeevanbai Tata. Nuseerwan ji was the first businessman in a family of

parsi Zorastrian priests. Destiny called him to Bmbay where he started

trading. Jamshed ji joined him at the tender age of fourteen. He took

admission in Elphinstone college and while still a student he married

Hirabai Daboo. Jamshed ji graduated in 1858 and joined his father trading

firm. Those were turbulent times. The British had just managed to

ruthlessly crush the 1857 Revolt. Since the age of twenty-nine Jamshed ji

continued to work in his fathers firm. In 1868 he started a trading

company on his own with a capital of Rs.21,000/- his first step was to

acquire a bankrupt oil mill and convert it into a cotton mill which he

renamed Alexander Mill. Two years later he sold it with a good margin ofprofit. With this he set up a cotton mill in Nagpur in 1874. queen Victoria

had just been declared the Empress and in keeping with the times

Jamshed ji named it Empress mill. Jamshed ji was a unique personality. It

was not just his own personal success but also of those who worked for

him and his group. Jamshed ji was in close contact with revolutionary

thinkers and nationalists like Dadabhai Naoroji and Pherozeshah Mehtaand strongly influenced by them. He came to the conclusion that

economic self-sufficiency should go hand with political independence.

The former should be the base of the latter. Jamshed ji had three key

ideas in mind. He wanted to set up an iron and steel company, world class

learning institution and a hydroelectric plant. Unfortunately during his

time none bore fruit but he had planted the seed, which later took roots


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and spread its branches under the care of his successors. The only

achievement that he lived to see was the taj mahal hotel .it was completed

in December 1903 for a princely amount of Rs.4, 21,00,000/- in this too

he was inspired by nationalist thinking. In those days the locals, that is

Indians, were not allowed into the best European hotel . taj mahal hotel

was a befitting reply to this discrimination. Tata group is a private

conglomerate with headquarters at Mumbai. The present chairman is

Ratan Tata who took over from J.R.D. Tata in 1991. A member of the

Tata family is always the chairman of the group. Its operations covers

many fields related to industry and allied activities concerned with know-

how and its application engineering, information technology,

communications, materials, automotive, chemicals energy,

telecommunications, software, hotels, steel and consumer goods. The

statistics and figures of Tata group speak for themselves.

Its revenue touches $967,229 million or $ 21.9 billion in 2005/06. This is

equal to 2.8% of Indias GDP. There are about 246.000 employees in thetat group as per records of 2004. Market capitalization figure is $57.6

billion. There are ninety-six companies operating in seven business

sectors. A only twenty-eight of the ninety-six in Tata group are publicly

listed. Tata operates in more than forty countries across six continents. It

exports products and services to one hundred and forty nations. The

charitable trust of Tata of holds 65.8% of the ownership of Tata groupTISCO now called Tata steel set up in 1907 Indias first iron and steel

plant in Jamshedpur, whish is often called Tatanagar. Production actually

started in 1912. It produce steel at the lowest cost in the word. This is

mainly because it is assisted by group member concern that deals with the

supply of raw material like coal and iron. In 1910 was set up Tata Hydro-

Electric power Supply Company. In 1917 the Tata group made its debut


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in the field of consumer goods industry with the setting up of Tata oil mill

dealing in soaps, detergents and cooking oil. 1932 saw the establishment

of Tata airlines. Tata chemicals made its appearance I 1939. Telco now

known as Tata Motors started to manufacture locomotive and engineering

products from 1945. January 2007 is a watershed in the history of Tata

group. Tata steel made a successfyl bid for UK based corus group, which

was one of the worlds leading steel and aluminum producers. After an

unprecedented nine rounds of bidding Tata finally clinched the deal.

Tata offered to buy 100% stake in Corus at 608p per share (all cash)

totaling to a value of $12.04 billlion. It has turned out to be the biggest

acquisition by any Indian Company. Tata Power is one of the largest

private sector companies in India and supplies power to Mumbai and

parts of New Delhi. Then there are Tata Chemicals and Tata Pigments. In

the service sector there are Tata Companies dealing with hotels, general

insurance and life insurance. Tata offers management, economic and

financial consultancy services. Tata offers management, economic andfinanacial consultancy services. Tata is one of the best names in the world

of investments and shares. In the area of education Tatas publishing

house of Tata McGraw Hill is a renowned name. Many renowned public

sector companies and research organizations like Indian Institute of

Science, Tata Institute of Fundamental Research, Tata Institute of Social

Sciences, Tata Energy Research Institute and Air India (Tata Airlines)owe their origins to the name of Tata. Other educational institutes are

Tata Institute of Science now Indian Institute of Science, Bangalore. Tata

Institute of Fundamental Research Deemed University, Tata

Management Training center, Pune, Tata Institute of Social Science

deemed University and National Centre for the Performing Arts. The

name of Tata is linked to consumer durables like tea, watches (Titan)


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Tata Trent (Westside) to Tata skyand even gold and diamonds like

Tanishq brand of jewellery. In Information systems and communications

the Tata name comes with Computational & Research Laboratories,

INCAT, Nelco, Nelito Systems, TCS and Tata Elxsi.

There are software companies Tata Interactive Systems, Tata Infotech,

Tata Technologies Ltd, Tata Teleservices, Tatanet etc. Tata acquired

VSNL, the Indian telecom giant from Bermuda bassed Canadian

company named Teleglobe in 2005. The aim of Tata Group to improve

the quality of life in the society by virtue of integrity, understanding,

excellence, unity and responsibility. The entire family known as the Tata

Group shares these values. Tatas contribution to Indias education,

science and technology has been widely documented and respected. The

blue colored log of Tata speaks for fluidity as well as fountain of

knowledge. In can also be seen as a tree under which all are welcome to

take refuge.


27/58

INDUSTRY PROFILE

An embryonic automotive Industry emerged in India in the 1940

following the independence in 1953 the government of India and the

private sector launched efforts to create an automotive component

manufacturing industry to supply to the automobile industry. However

the growth was relatively slow in the 1950s to 1960s due to

nationalization and the license raj which hampered the Indian private

sector. After 1970 the automotive industry started to grow but the growth

was mainly driven by tractors, commercial vehicles and scooters, cars

were still a major lixury Japanese manufacturers enterd the Indian

market ultimately leading to the stablishment of maruti udyog. A number

of foreign firms initiated joint venture with Indian companies.

In 1980s a number of Japanese manufacturers launched joint venture for

building motorcycles and light commercial vehicles automobile companylike TATA MOTORS, Mahindra and Mahindra, Ashok Leyland, Swaraj

Mazda and Eicher are manufacturing high performance delivering LCVs.

The LCVs produced by these companies are not only sold in India but are

also exported to various foreign markets as well.

The last few years huga amount of investment have been made inautomobile industry. With more global players getting interested in

Indian automobile Industry, these investments are supposed to increase

even more in the near future. Most of LCV manufacturers in the country

are emphasizing on better research and development activities and efforts

are being given to provide efficient after sales services to customers.


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Some of the popular offerings in the field of light commercial vehicle

from the TATA MOTORS stable are 407 and 709 of which the former

has made a distinct mark in the category of Indian LCVs. However the

recently Tata Ace has brought about dramatic change in the Indian LCV

market. Low priced and attractively designed. The Tata Ace has been

hugely popular and recorded significant sales in the first year of

production itself.

Ashok Leyland is another major player with product like cargo 759 tipper

to boast of with a wheel base of 3200 mm and 5 speed synchromesh

gearbox; it has got 4 cylinder diesel power engines.


29/58

COMPANY PROFILE

The TATA Group comprises 98 operating companies in seven business

sector: Information systems and communication, Engineering, Materials,

Services. Energy Consumer Products and Chemicals. The Group was

founded by Jamsed Ji Tata in the mid 19th century, a period when India

had just set out on the road to gaining independence from British rule.

Consequently Jamsed Ji Tata and those who followed him aligned

business opportunities with the objective of nation building. This

approach remains enshrined in the Groups ethos to this day. The TATA

Group is one of the Indias largest and most respected business

conglomerate, with revenues in 2006-07 of $ 28.8 billion (Rs. 129,994

crore) the equivalent of $ 60.56 billion as on April 3, 2008. TATA

Companies together employ some 289,500 People. The groups 27

publicly listed enterprises among them stand out names such as TATA

steel, TATA Consultancy Services, TATA Motors and TATA Tea have a combined market capitalization that is the highest among Indian

business houses in the private sector, and a shareholder base of over 2.9

million.

The TATA Group has operations in more than 80 Countries, six

continents and its companies export products and services to 85 countries.

The TATA Family of companies shares a set of Five Core Values:Integrity, Understanding, Excellence, Unity and Responsibility.

These values which have been part of the Groups belief and conviction

from its earliest days, continue to guide and drive the business decisions

of TATA Companies.

The Group and its enterprises have been steadfast and distinctive in their

adherence to business ethics and their commitment to corporate social


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responsibility. This is a legacy that has earned the Group the trust of

many millions of shareholders in a measure few business houses

anywhere in the world can match.

ORGANISATION STRUCTURE

When companies announce their annual reports or bask in the glow of

successful deals, it is often the CEOs who take centre stage. However, a

lot of the groundwork for a successful venture is

done by another important functionary in the corporate machinery, the

chief financial officer who goes by the humbler acronym of CFO. With

rapid economic growth and increased globalization over the last decade

the importance of the finance professional has grown manifold and for

the top finance professional in an organization, the CFO, the changing

dynamics of international business have caused him to adopt and adapt at

a frenetic pace. All these and many other details were discussed at theclosed-door two day CFO Strategies India 2009 Summit, organized by

Dubai-based Naseba at the Hotel Le Meridien in Mumbai on 15 and 16

September 2009.

Although an ideal township where nature is in perfect harmony with steel

manufacturing, it was admittedly, a small operation with only 4 million

tonnes annual capacity. Also, even though Tata Steel had a lea`ershipposition in finished goods like automobiles and white goods, in many

other details were adopt and adapt at a frenetic pace. All these and many

other details were discussed at the closed-door- two-day CFO Strategies

India 2009 summit, organized by Dubai-based Naseba at the Hotel Le

Meridien in Mumbai on 15 and 16 September 2009.


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On the first day Kaushik Chatterjee group CFO, Tata Steel, treated the

delegates to an enlightening session. In his 30-minute presentation

M&A-growth strategy for value creation, Chatterjee spoke in detail on

the growth of the Tata Group in general and Tata Steel in particular, all

on the strength of mergers and acquisitions. Of particular interest were his

views on the Corus acquisition of 2007 that had occupied the pages of

pink sheets worldwide. Chatterjee candidly admitted that the earlier

growth of the Tata Group had been largely organic as previous political

regimes had not been very conducive to growth by acquisition, either

domestic or international. He called the 10 years from 1992 onwards as

the decade of transformation. Elaborating on the Arthur D Little

recommendations for the group in the early 90s, Chatterjee said that the

consultancy had been quite vocal on the groups needs to be

internationally competitive, something quite alien to the house of Tata

then. However the sleep growth curve that had started in 2000 with Tata

Teas acquisition of Tetley grew even steeper and faster with oneacquisition after another by different group companies, topping off with

the $12.11-billion takeover of Corus last year. The meteoric growth

strategy for Tata Steel in particular and how it grew to become the sixth-

largest steel producer in the world. Of course, he didnt forget to mention

that his company continues to be the Lowest-cost steel producer in the

world as well. As of 2003 Tata Steel was essentially a one -site companycentred in the pristine locales of Jamshedpur-aptly named after the great

man who envisioned the place, Shri Jamshed Ji Nusserwan ji Tata.

Although an ideal township where nature is in perfect harmony with steel

manufacturing it was admittedly, a small operation with only 4 million

tones annual capacity. Also even though Tata Steel had a leadership

position in finished goods like automobiles and white goods in many


32/58

other aspects it lagged behind its competitors. More importantly as

regards a foreign presence there was none Chatterjee spoke of how the

senior management got together at this point of time to envision an

aspirational target for the company as well as brainstorm on how to

achieve it. From these high-level discussions emerged a target-15 million

tones annual capacity by 2015 subsequently revised to 50 million tones

a ten-foldplus increase in just ten-plus years. Of course the companys

jewel in the crown Jamshedpur was to be very much a part of the action.

Target capacity was set at 10 million tones by 2010 with gradual

increments over the years: 4 to 5 million tones in 2005 (already achieved)

5 to 6.8 million tones in 2008 (on schedule) and 6.8 to 10 million tones in

2010 (expected).

Reason behind these ambitious numbers

Chatterjee explained that such an ambitious target wa born out of the

managements confidence in a vibrant world economy with special

emphasis on engines of growth like India, China, Russia, South-East Asiaand Brazil. Indeed many of the companys recent investments bear ample

Worlds cheapest car, Tata Nano has been unveiled in the 9th annual New

Delhi Auto Expo today. With lots of hypes and expectations, this four-

door car was made public in a festive mode. Lots of public interests

created for this much-awaited Rs one lakh car, which many think, to be

instrumental in peoples dream to shift from a two wheeler to a four

wheeler. Tata Motors has dubbed it as Peoples Car, indicating its

involvement to the people of root level.

Nano is a supermini car which has some advantages over its competitor

Maruti 800, which brought out a revolution in the Indian car industry

about two decades ago. Nano has 21% more interior space with 8 % less


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in its exterior from Maruti 800. Moreover, the price is deemed to give the

biggest market advantage to Nano compared to other automakers in

Indias price sensitive market. Tata Motors has already selected a place

for the manufacturing plant of Nano in Singur, a backward area of

Hoogly district in West Bengal.

Actually, Tata Nano is going to create new market segment in Indian

market. It is expected to lessen the difference in price level between two

wheelers and four wheelers. So, industry analysts are thinking that the

market of two wheelers will be affected with the advent of Nano. Industry

analyst Deepak Jain has said in an interview that about 10% of two-

wheeler market will be taken away by Nano.

ABOUT TATA NANO

THE NANO CHASE :

MARCH 2003: RATAN TATA REVEALED PLANS TO MAKEWORLDS CHEAPEST CARAT GENEVA MOTOR SHOW.

MAY 2006 : PREVIOUS SITE FOR NANO PLANT:-SINGUR.

OCT 2006 : POLITICAL OPPOSITION BY TRINAMOOL

CONGRESS.

MAY 2007:PEACE TALKS BETWEEN STATE & TC FAILS;

ONE MORE FARMER COMMITS SUICIDE. JAN 2008: RATAN TATA UNVEILS NANO AT DELHI AUTO

EXPO ; CALCUTTA HC TERMS SINGUR LAND

ACQUISITION LEGAL.

MAY 2008: SUPREME COURT REFUSES TO STAY NANO

ROLL-OUT FROM SINGUR.


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AUG 2008 : RATAN TATA THREATENS TO EXIT SINGUR;

AFTER ASSAULT FACTORY WORKER STAY AWAY FROM

WORK.

OCT 2008: TATA READY TO PULL OUT OF THE NANO

PLANT FROM SINGUR AND DECLARES SANAND(GUJRAT)

AS THE NEW MANUFACTURING LOCATION.

MAR 2009: UNVEILS THE EUROPEAN VERSION OF NANO

AT GENEVA MOTOR SHOW.

23RD MAR 2009: NANO LAUNCHED.

CONCEPT AND DESIGN:

THE PROJECT TO CREATE THE WORLD'S CHEAPEST

PRODUCTION CAR BEGAN IN 2003, UNDER THE

CHAIRMAN OF TATA MOTORS, RATAN TATA, INSPIRED

BY THE NUMBER OF INDIAN FAMILIES WITH TWO-

WHEELED RATHER THAN FOUR-WHEELED TRANSPORT.

THE NANO'S DEVELOPMENT HAS BEEN TEMPERED BY

THE COMPANY'S SUCCESS IN PRODUCING THE LOW

COST 4 WHEELED ACE TRUCK IN MAY 2005.

CONTRARY TO SPECULATION THAT THE CAR MIGHT BE

A SIMPE FOUR-WHEELED AUTO RICKSHAW, THE TIMES

OF INDIA REPORTED THE VEHICLE IS "A PROPERLYDESIGNED AND BUILT CAR".THE CHAIRMAN IS

REPORTED TO HAVE SAID, "IT IS NOT A CAR WITH

PLASTIC CURTAINS OR NO ROOFIT'S A REAL CAR."

TO ACHIEVE ITS DESIGN GOALS, TATA HAS REFINED

THE MANUFACTURING PROCESS, EMPHASIZED

INNOVATION AND SOUGHT NEW DESIGN APPROACHES
http://en.wikipedia.org/wiki/2003http://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Tata_Acehttp://en.wikipedia.org/wiki/Auto_rickshawhttp://en.wikipedia.org/wiki/The_Times_of_Indiahttp://en.wikipedia.org/wiki/The_Times_of_Indiahttp://en.wikipedia.org/wiki/The_Times_of_Indiahttp://en.wikipedia.org/wiki/The_Times_of_Indiahttp://en.wikipedia.org/wiki/The_Times_of_Indiahttp://en.wikipedia.org/wiki/Auto_rickshawhttp://en.wikipedia.org/wiki/Tata_Acehttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/Ratan_Tatahttp://en.wikipedia.org/wiki/2003


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FROM SUPPLIERS. THE CAR WAS DESIGNED AT ITALY'S

INSTITUTE OF DEVELOPMENT IN AUTOMOTIVE

ENGINEERING WITH RATAN TATA REQUESTING

CERTAIN CHANGES, SUCH AS THE ELIMINATION OF ONE

OF TWO WINDSCREEN WIPERS.

THE NANO HAS 21% MORE INTERIOR SPACE AND AN 8%

SMALLER EXTERIOR COMPARED TO ITS CLOSEST

RIVAL, THE MARUTI 800. THE CAR WILL COME IN

DIFFERENT VERSIONS, INCLUDING ONE STANDARD AND

TWO DELUXE MODELS. THE DELUXE VERSION WILL

HAVE AIR CONDITIONING, BUT NO POWER STEERING.

THE INITIAL PRODUCTION TARGET SET BY TATA

MOTORS IS 250,000 UNITS PER YEAR.

COST SAVING METHODS:

THE NANO'S BOOT DOES NOT OPEN, INSTEAD THE REAR

SEATS CAN BE FOLDED DOWN TO ACCESS THE BOOT

SPACE.

IT HAS A SINGLE WINDSCREEN WIPER INSTEAD OF 2

SOME EXTERIOR PARTS OF IT ARE GLUED TOGETHER,

RATHER THAN WELDED

IT HAS NO POWER STEERING IT'S DOOR OPENING LEVER IS MUCH SIMPLER

PRICE:

TATA INITIALLY TARGETED THE VEHICLE AS "THE

LEAST EXPENSIVE PRODUCTION CAR IN THE WORLD"

AIMING FOR A STARTING PRICE OF 100,000 RUPEES OR
http://en.wikipedia.org/wiki/I.DE.A_Institutehttp://en.wikipedia.org/wiki/I.DE.A_Institutehttp://en.wikipedia.org/wiki/Maruti_800http://en.wikipedia.org/wiki/Production_carhttp://en.wikipedia.org/wiki/Production_carhttp://en.wikipedia.org/wiki/Maruti_800http://en.wikipedia.org/wiki/Maruti_800http://en.wikipedia.org/wiki/Maruti_800http://en.wikipedia.org/wiki/I.DE.A_Institutehttp://en.wikipedia.org/wiki/I.DE.A_Institute


36/58


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TURNING CIRCLE RADIUS 4 M SEATING CAPACITY 4

PERSONS

FUEL TANK CAPACITY 15 LITERS

NANO:600 KG

NANO CX:615 KG

NANO LX:635 KG

COMPARSION BETWEEN TATA NANO AND MARUTI 800

Specification Tata nano Hyundai Santro

Engine 623cc petrol parallel

twin.

1196cc inline three

,petrol.

Max power 34.5bhp@52520rpm 42bhp@5800rpm

Performance 0-60kph in 8.66 secs 0-60kph:7.1secs

Top speed 105kph 150kphWeight 600kg 965kg

Fuel capacity 15 litre 35 litre

Price(lakh) 1.34-1.85 3.56-4.56

Mileage 23.4 kpl 16.5 kpl


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RESEARCH METHODOLOGY

Research methodology is considered as the nerve of the project. Without

a proper well-organized research plan, it is impossible to complete the

project and reach to any conclusion. The project was based on the survey

plan. The main objective of survey was to collect appropriate data, which

work as a base for drawing conclusion and getting result.

Therefore, research methodology is the way to systematically solve the

research problem. Research methodology not only talks of the methods

but also logic behind the methods used in the context of a research study

and it explains why a particular method has been used in the preference

of the other methods

Research design:

Research design is important primarily because of the increased

complexity in the market as well as marketing approaches available to theresearchers. In fact, it is the key to the evolution of successful marketing

strategies and programmers. It is an important tool to study buyers

behavior, consumption pattern, brand loyalty, and focus market changes.

A research design specifies the methods and procedures for conducting a

particular study. According to Kerlinger, Research Design is a plan,

conceptual structure, and strategy of investigation conceived as to obtainanswers to research questions and to control variance.

Sampling Techniques

The next step in research study after collecting data is the sampling

process. When a decision is made to use the sample, a number of factors


39/58

must be taken into consideration. The various steps involved in the

sampling process are:

Identifying target population.

Determining sample frame.

Selecting sampling procedure.

Determine sample size.

Execute sampling

Obtaining information from respondents.

Generating information for decision making.

The target population in this study was the STUDENTS &

EMPLOYEES.

The sampling technique had to be selected. There are two types

of sampling techniques:

Probability sampling

Non-probability sampling

Stratified Sampling

If the population from which a sample is to be drawn does not

constitute a homogenous group, then stratified sampling technique isapplied so as to obtain a representative sample. In this technique, the

population is stratified into number of non-overlapping sub populations

or strata and sample items are selected from each stratum. If the items

selected from each stratum is based on simple random sampling, the

entire procedure, first stratification and then simple random sampling is

known as stratified sampling. The stratified sampling results in a more


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reliable and detailed information. The researcher uses simple random

sampling for selection of items from each stratum.

Data collection methods:

After the research problem, we have to identify and select which type of

data is to research. At this stage; we have to organize a field survey to

collect the data. One of the important tools for conducting market

research is the availability of necessary and useful data.

Primary data:

For primary data collection, we have to plan the following four important

aspects.

Sampling

Research Instrument

Secondary Data - The Companys profile, journals and various

literature studies are important sources of secondary data.

Data analysis and interpretation1. Questionnaires

2. Pie chart and Bar chart

Questionnaires:

This is the most popular tool for the data collection. A questionnairecontains question that the researcher wishes to ask his respondents which

is always guided by the objective of the survey.

Pie chart:

This is very useful diagram to represent data, which are divided into a

number of categories. This diagram consists of a circle of divided into a

number of sectors, which are proportional to the values they represent.


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The total value is represented by the full create. The diagram bar chart

can make comparison among the various components or between a part

and a whole of data.

Bar chart:

This is another way of representing data graphically. As the name

implies, it consist of a number of whispered bar, which originate from a

common base line and are equal widths. The lengths of the bards are

proportional to the value they represent.

Preparation of report:

The report was based on the analysis and presented with the findings and

suggestions. The sample of the questionnaires is attached with the report

itself.


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SWOT ANALYSIS

Strengths

Brand Name

Large DistributionNetwork

Wide product offering atdifferent price points

Cheapest Cars incorresponding segments

Encouraging exports

Awarded many awardsEconomy with technology

Weakness

Lack of in house R & D

New model introductionlimited to only cosmeticchanges

Dominance mainly atlower level only (Santro)

Opportunity

Rise of Indian middleclass and small cities

A booming economyRising exports

Threats

Many players fighting forthe same cake

Entry of new playersCannibalism


43/58

DATA ANALYSIS & INTERPRETATION


44/58

Q 1. DO YOU HAVE A CAR?

Car Users No. of Respondents

Yes 40

No 60

Analysis

It is clear from the above diagram that most of the people do not have

cars.

40

60

0

20

40

60

80

100

120

140

Yes No

No.ofUsers

Users of the Car


45/58

Q 2. SPECIFY THE ONE?

Car Category No. of Respondents

Hyundai 50

Tata Nano 30

Others 20


46/58

Analysis

It is clear from the above diagram that the Hyundai have grabbed the

major market share among the Car segment automobile market.

Hyundai

Tata Nano

Others


47/58

Q 3. WHO MOTIVATE YOU TO BUY THE CAR?

Factors No. of Respondents

Your Family 10

Society 20

Status 35

Life Style 35


48/58

Analysis

Most of the people as it is clear from the above diagram motivated by the

life style, peer group and status factors to buy the car.

10

20

35

35

car

family

society

status

life style


49/58

Q 4. WHAT ARE THE FEATURES YOU LOOK FOR YOUR

CARS?

Product Features No. of Respondents

Fuel Efficiency 20

Style 20

Comfort 20

Price 40


50/58

Analysis

It is clear from the diagram that mostly customers are looking fuel

efficiency, price and comfort in his selection.

20

20

20

40

car

fuel

style

comfort

price


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Q 5. WHAT ARE THE PRICE FACTORS, WHICH MOTIVATE

YOU TO BUY THE CARS?


Reliable 25

Schemes 20

Discount 45

Any Other 10

Analysis

From the above diagram it is clear that the price factor such as reliable,

discount and schemes motivate the people to buy the Cars.

25

2045

10

car

reliable

schemes

discount

any other


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Q 6. How much you are affected by the promotional efforts of the

company?

Promotional Efforts No. of Respondents

High 40

Moderate 20

Low 30

No Effect 10

Analysis

From the above the diagram it is clear that most of the buyer purchase

decision is highly affected by the promotional effort of the company.

40

20

30

10

car

High

Moderate

Low

No Effect


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FINDINGS

According to my survey, out of 100, responds 31% of the people says

neither agree nor disagree about overall service provided by Hyundai

& Tata Motors

Out of 100 respondents 32% of the people moderate about tools &

techniques

From the source of field survey, out of 100 respondents 36% of the

people agree with sufficient & genuine spares,

According to my survey 60% of the people says labor charge is very

high in the Hyundai & Tata Motors as compared to roadside or any

other Authorized service centre.

45% of the respondents are disagreeing with the delivery of vehicle

timings.

In the samples taken out of 100 respondents 46% of the people says on

road break down service is fair.


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SUGGESTIONS

Management should make availability of sufficient tools and

techniques and genuine spare parts.

Management should try to reduce labor charge and service charges as

much as possible.

Management should maintain delivery timings and on road break

down services as they promised to their customers.

Majority of the customers wants to kept open service station on

Sundays, so management should try to provide services on Sundays

also


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CONCLUSION

This project was conducted on marketing strategies of Hyundai motor India

ltd. & Tata Motors with focus on Hyundai Santro & Tata Nano. In this

project questionnaire was prepared to know the consumer satisfaction level

of respondents and the conclusion is based on the same.

Few years ago, on September 23rd 1998 the company launched Hyundai

santro in the Indian market. The company was new in the market but still the

company sold around 17000 units in first five months. The company has

already created their market share till now and can be distincted from other

brands.

From findings and analysis we can conclude that the consumers are very

much satisfied from their Hyundai santro. For them Hyundai santro is not

just a car but for them its a family car, that is the company has alreadycreated their emotional bindings with their consumers. As Hyundai santro is

a middle segment car so its main focus is to give more fuel efficiency, and

according to respondents, the company has given them what they want, that

is most of the respondents are satisfied from fuel efficiency of the car. But

the company also lies behind in some fields like few respondents were not

happy when after a sales service is taken into account.

Success will largely be determined to the extent a company can

differentiate itself in terms of intangibles that go with a car. Thus,

success could well hinge on the best of bundle of services that a carmaker

can provide.


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BIBLIOGRAPHY

Marketing Management by Phillip Kotler

Brand positioning by Subroto sengupta

Positioning: The Battle for your mind by Al Ries & Jack Trout

Newspapers, Journals & Magazines

Business World

The Economist

Economic Times

Autocar India

Websites

www.hyundai.co.in

www.tata.com

www.google.com

www.autoworld.com
http://www.hyundai.co.in/http://www.tata.com/http://www.google.com/http://www.autoworld.com/http://www.autoworld.com/http://www.google.com/http://www.tata.com/http://www.hyundai.co.in/


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QUESTIONNAIRE

Q 1. DO YOU HAVE A CAR?

Car Users No. of Respondents

Yes 40

No 60

Q 2. SPECIFY THE ONE?

Car Category No. of Respondents

Hyundai 50

Tata Nano 30

Others 20

Q 3. WHO MOTIVATE YOU TO BUY THE CAR?


Your Family 10

Society 20

Status 35

Life Style 35


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Q 4. WHAT ARE THE FEATURES YOU LOOK FOR YOUR

CARS?

Product Features

No. of Respondents

Fuel Efficiency 20

Style 20

Comfort 20

Price 40

Q 5. What are the price factors, which motivate you to buy the

Cars?


Reliable 25

Schemes 20

Discount 45

Any Other 10

Q 6. How much you are affected by the promotional efforts of

the company?

Promotional Efforts No. of Respondents

High 40

Moderate 20

Low 30

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