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CHAPTER-1
INTRODUCTION
1.1 INTRODUCTION OF TATA MOTORS
Tata Motors Limited is India's largest automobile company, with consolidated revenues of
INR 1,88,818 crores (USD 34.7 billion) in 2012-13. It is the leader in commercial vehicles in
each segment, and among the top in passenger vehicles with winning products in the
compact, midsize car and utility vehicle segments. It is also the world's fifth largest truck
manufacturer and fourth largest bus manufacturer.
The Tata Motors Group's over 60,000 employees are guided by the mission "to be passionate
in anticipating and providing the best vehicles and experiences that excite our customers
globally."
Established in 1945, Tata Motors' presence cuts across the length and breadth of India. Over
8 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's
manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra),
Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat) and Dharwad
(Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint
venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and
Tata cars and Fiat powertrains. The company's dealership, sales, services and spare parts
network comprises over 6,600 touch points.
Tata Motors, also listed in the New York Stock Exchange (September 2004), has emerged as
an international automobile company. Through subsidiaries and associate companies, Tata
Motors has operations in the UK, South Korea, Thailand, Spain, South Africa and Indonesia.
Among them is Jaguar Land Rover, acquired in 2008. In 2004, it acquired the Daewoo
Commercial Vehicles Company, South Korea's second largest truck maker. The rechristened
Tata Daewoo Commercial Vehicles Company has launched several new products in the
Korean market, while also exporting these products to several international markets. Today
two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo.
In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and
coach manufacturer, and subsequently the remaining stake in 2009. Hispano's presence is
being expanded in other markets. In 2006, Tata Motors formed a 51:49 joint venture with the
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Brazil-based, Marcopolo, a global leader in body-building for buses and coaches to
manufacture fully-built buses and coaches for India - the plant is located in Dharwad. In
2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant
Company of Thailand to manufacture and market the company's pickup vehicles in Thailand,
and entered the market in 2008. Tata Motors (SA) (Proprietary) Ltd., Tata Motors' joint
venture with Tata Africa Holding (Pty) Ltd. set up in 2011, has an assembly plant in Rosslyn,
north of Pretoria. The plant can assemble, semi knocked down (SKD) kits, light, medium and
heavy commercial vehicles ranging from 4 tonnes to 50 tonnes.
Tata Motors is also expanding its international footprint, established through exports since
1961. The company's commercial and passenger vehicles are already being marketed in
several countries in Europe, Africa, the Middle East, South East Asia, South Asia, South
America, CIS and Russia. It has franchisee/joint venture assembly operations in Bangladesh,
Ukraine, and Senegal.
The foundation of the company's growth over the last 68 years is a deep understanding of
economic stimuli and customer needs, and the ability to translate them into customer-desired
offerings through leading edge R&D. With over 4,500 engineers, scientists and technicians
the company's Engineering Research Centre, established in 1966, has enabled pioneering
technologies and products. The company today has R&D centres in Pune, Jamshedpur,
Lucknow, Dharwad in India, and in South Korea, Italy, Spain, and the UK.
It was Tata Motors, which launched the first indigenously developed Light Commercial
Vehicle in 1986. In 2005, Tata Motors created a new segment by launching the Tata Ace,
India's first indigenously developed mini-truck. In 2009, the company launched its globally
benchmarked Prima range of trucks and in 2012 the Ultra range of international standard light
commercial vehicles. In their power, speed, carrying capacity, operating economy and trims,
they will introduce new benchmarks in India and match the best in the world in performance
at a lower life-cycle cost.
Tata Motors also introduced India's first Sports Utility Vehicle in 1991 and, in 1998, the Tata
Indica, India's first fully indigenous passenger car.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano. The Tata Nano has
been subsequently launched, as planned, in India in March 2009, and subsequently in 2011 in
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Nepal and Sri Lanka. A development, which signifies a first for the global automobile
industry, the Nano brings the joy of a car within the reach of thousands of families.
Tata Motors is equally focussed on environment-friendly technologies in emissions and
alternative fuels. It has developed electric and hybrid vehicles both for personal and public
transportation. It has also been implementing several environment-friendly technologies in
manufacturing processes, significantly enhancing resource conservation.
Through its subsidiaries, the company is engaged in engineering and automotive solutions,
automotive vehicle components manufacturing and supply chain activities, vehicle financing,
and machine tools and factory automation solutions.
Tata Motors is committed to improving the quality of life of communities by working on four
thrust areas - employability, education, health and environment. The activities touch the lives
of more than a million citizens. The company's support on education and employability is
focused on youth and women. They range from schools to technical education institutes to
actual facilitation of income generation. In health, the company's intervention is in both
preventive and curative health care. The goal of environment protection is achieved through
tree plantation, conserving water and creating new water bodies and, last but not the least, by
introducing appropriate technologies in vehicles and operations for constantly enhancing
environment care.
1.2 BACKGROUND & HISTORY OF THE SWOT ANALYSIS
The origins of the SWOT analysis technique is credited by Albert Humphrey, who led a
research project at Stanford University in the 1960s and 1970s using data from many top
companies.
The goal was to identify why corporate planning failed. The resulting research identified a
number of key areas and the tool used to explore each of the critical areas was called SOFT
analysis. Humphrey and the original research team used the categories “What is good in the
present is Satisfactory, good in the future is an Opportunity; bad in the present is a Fault and
bad in the future is a Threat.”
In 1964 Urick and Orr at a conference changed the F to a W, and it has stuck as that, SOFT to
SWOT
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Some researchers reference the 1965 publication “business Policy, text and cases” by
Learned, Christensen, Andrews and Guth (from Harvard University) in which a framework is
used which closely resembles a SWOT analysis, however these words are not used and
certainly the framework is not described as succinctly as we know it today. In this book the
terms used are:
Opportunities,
Risks,
Environment &
Problems of Other Industries.
In fact these authors reference a course note from K R Andrews “a concept of corporate
strategy “for much of the strategy framework.
1.3 INTRODUCTION OF SWOT ANALYSIS
SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. A SWOT
analysis is a strategic balance sheet of an organization; that is the strengths of the
organization, the weaknesses of the organization, the opportunities facing the organization,
and the threats facing the organization. It is one of the cornerstone analytical tools to help an
organization develop a preferred future. It is one of the time tested tools that has the capacity
to enable an organization to understand itself. To respond effectively to changes in the
environment, we must understand our external and internal contexts so we can develop a
vision and a strategy that link the two. We need to weave together our understanding of our
organization and our actions to develop a future. The purpose of the SWOT analysis is to
provide information on our strengths and weaknesses in relation to the opportunities and
threats we face.
The analysis and subsequent lists (the outcome of a SWOT analysis is a point form list) is not
valuable unless a rigorous discussion takes place with background insight, and unless the list
reflects the final views of the organization. A major purpose of any strategic discussion is to
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arrive at a deeper level of insight. Any response to threats and opportunities must be based on
an intimate knowledge and understanding of the organization's strengths and weaknesses.
One outcome that should follow a SWOT analysis is an identification of distinctive
competencies (for further insight on the latter see: Prahalad/Hamel. "The Core Competencies
of the Corporation." HBR. 1990). The benefits of a SWOT analysis are that it provides
learning and knowledge vital to the organization's survival and prosperity. Nutt and Backoff
talk about SWOT as a clarifier of the "tension fields" in organizations. It is a juxtaposition of
the ying and the yang of organizations. Another outcome of the SWOT analysis which is
becoming extremely important is an understanding of our boundaries and the development of
boundary-spanning skills and insight to help navigate the changing environment we face. The
technique is credited to Albert Humphrey, who led a research project at Stanford University
in the 1960s and 1970s using data from Fortune 500 companies.
POSITIVE FACTOR NEGATIVE FACTOR
INTERNAL FACTOR STRENGHTS WEAKNESSES
EXTERNAL FACTOR OPPORTUNITIES THREATS
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An overview of the four factors (Strengths, Weaknesses, Opportunities and Threats) is given
below-
STRENGTHS AND WEAKNESSES ARE EXAMINED IN A SWOT ANALYSIS
The strengths and weaknesses analysis is an internal examination that focuses on your past
performance, present strategy, resources and capabilities. It is based on an analysis of facts
and assumptions about the company, including:
People (Human Resources)
People and skills (in particular marketing, export experience)
Staff development
Properties (Buildings, Equipments and other facilities)
Processes (Such as quality, finance, M.I.S. etc.)
Financial resources (debt to asset ratio and personal equity)
Governance
Management/ leadership
Staff development
Communication
Products (Publications etc.)
Sales
Products
Markets
Capabilities/ scaleability
Capital structure suppliers
Customers (market research)
Intellectual property
Some organizations us the framework PRIMO-F as the structure for capturing SW factors of
a SWOT analysis:
People
Resources
Ideas/ Innovation
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Marketing
Operations (products services etc)
Finance
In other words -
Strengths
What do you do well? Is there anything you do better than most? Better than anyone
else?
Weaknesses
What should be improved? What do you do poorly? What should you avoid, based on
mistakes in the past?
OPPORTUNITIES AND THREATS ARE EXAMINED
The opportunity and threat analysis is carried out by examining external factors in your
domestic and export markets. This is usually broken down into environmental factors and
competitors, including:
Environmental Factors Competitor Factors
Demographics
Economic
Political/legal
Sociological
Environmental
Technology
Cultural
Capability
Resources
Ownership
New entrants
Market segments
Products
Prices
Promotion
Distribution
Substitute products
Suppliers customers
Product life cycle
Risk and cost of intellectual property
violation of your product
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Opportunities and threats factors of a SWOT analysis are often taken from a PESTLE
analysis –
In Other words -
Opportunities
Where can you find, or create, a competitive advantage? What are some major trends
in your business?
– Consolidation / Diversification?
– Specialization / Generalization?
– Changes in technology. Such as computer software that lets you perform services
that others cannot.
– Changes in the types of businesses in your potential market, such as the demand for
healthcare or telecommunications expertise.
– Changes in social patterns, population profiles, lifestyle.
– Changes in creative trends.
– Changes in demand for certain types of services, perhaps related to interactive /
Internet.
Threats
What obstacles do you face?
What are your competitors doing that may result in a loss of clients, customers,
market share? Are the required specifications for your job, products or services
changing?
Is changing technology threatening your position? Do you have cash-flow problems?
1.4 APPLICATIONS OF SWOT ANALYSIS
A SWOT analysis can be used for:
Workshop sessions
Brainstorm meetings
Problem solving
Planning
Product evaluation
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Competitor evaluation
Personal Development Planning
Decision Making (with force field analysis)
1.5 AIM OF A SWOT ANALYSIS
Reveal your competitive advantages
Analyze your prospects for sales, profitability and product development
Prepare your company for problems
Allow for the development of contingency plans
A SWOT analysis is a process to identify where you are strong and vulnerable — where you
should defend and attack. The result of the process is a ‘plan of action’, or ‘action plan’.
The SWOT analysis can be performed on a product, on a service, a company or even on an
individual.
Done properly, a SWOT analysis will give you the BIG PICTURE of the MOST
IMPORTANT FACTORS that influence SURVIVAL and PROSPERITY. As well as a
PLAN to ACTION.
DEVELOPMEMNT MEMBER OF SWOT
The most common users of a SWOT analysis are team members and project managers who
are responsible for decision-making and strategic planning.
But don't overlook anyone in the creation stage!
An individual or small group can develop a SWOT analysis, but it will be more effective if
you take advantage of many stakeholders. Each person or group offers a different perspective
on the strengths and weaknesses of your program and has different experiences of both.
Likewise, one staff member, or volunteer or stakeholder may have information about an
opportunity or threat that is essential to understanding your position and determining your
future.
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1.6 DEVELOPMENT PROCESS OF A SWOT ANALYSIS
1. Designate a leader or group facilitator who has good listening and group process skills, and
who can keep things moving and on track.
2. Designate a recorder to back up the leader if your group is large. Use newsprint on a flip
chart or a large board to record the analysis and discussion points. You can record later in a
more polished fashion to share with stakeholders and to update.
3. Introduce the SWOT method and its purpose in your organization. This can be as simple as
asking, "Where are we, where can we go?" If you have time, you could run through a quick
example based on a shared experience or well-known public issue (even the new TV season).
4. Depending on the nature of your group and the time available, let all participants introduce
themselves. Then divide your stakeholders into smaller groups. If your retreat or meeting
draws several groups of stakeholders together, make sure you mix the small groups to get a
range of perspectives, and give them a chance to introduce themselves.
The size of these depends on the size of your entire group – breakout groups can range from
three to ten. If the size gets much larger, some members may not participate.
5. Have each group designate a recorder, and provide each with newsprint or dry -erase
board. Direct them to create a SWOT analysis in the format you choose-a chart, columns, a
matrix, or even a page for each quality.
a. Give the groups 20-30 minutes to brainstorm and fill out their own strengths, weakness,
opportunities and threats chart for your program, initiative or effort. Encourage them not to
rule out any ideas at this stage, or the next.
b. You can provide these tips for listing:
As you list, keep in mind that the way to have a good idea is to have lots of
ideas. Refinement can come later. In this way, the SWOT analysis also
supports valuable discussion within your group or organization as you
honestly assess.
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In the beginning, though, it helps to generate lots of comments about your
organization and your program, and even to put them in multiple categories if
that provokes thought.
In the end, it is best to limit your lists to 10 or fewer points and to be specific
so the analysis can be truly helpful.
6. Reconvene the group at the agreed-upon time to share results. Gather information from the
groups, recording on the flip-chart or board. Collect and organize the differing groups' ideas
and perceptions.
Decide before hand how you will gather the input. There are at least two ways to do so:
a. Proceed in S-W-O-T order, recording strengths first, weaknesses second, etc.
b. Or you can begin by calling for the top priorities in each category -the strongest strength,
most dangerous weakness, biggest opportunity, worst threat--and continue to work across
each category.
There are also at least two ways to take information from the groups.
a. Ask one group at a time to report ("Group A, what do you see as strengths?") You can vary
which group begins the report so a certain group isn't always left "bringing up the end" and
repeating points made by others. ("Group B, let's start with you for weaknesses.")
b. Or, you can open the floor to all groups ("What strengths have you noted?") for each
category until all have contributed what they think is needed.
Whichever way you proceed, the facilitator or recorder should keep writing until the input
from all groups is recorded. Note repeated items across groups for "weighting" of important
possibilities.
You might want to discuss some of the items as they come up. In fact, cross connections
between categories-"This strength plays into that opportunity"-is what you're pursuing, so a
good facilitator will tease out those insights as they arise.
At the same time, you want to keep the process moving until all the chart is complete, so
facilitator and recorder should work together to begin a fifth column or new page-one for
working ideas.
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Encourage the participants to also make notes of ideas and insights as you build so the
drawing together process will continue to be creative and collaborative.
7. Discuss and record the results. Depending on your time frame and purpose:
Come to some consensus about the most important items in each category
Relate the analysis to your vision, mission, and goals
Translate the analysis to action plans and strategies.
8. If appropriate, prepare a written summary of the SWOT analysis to give or e-mail to
participants for continued use in planning and implementing your effort.
1.7 RULES FOR A SUCCESSFUL SWOT ANALYSIS
Be realistic about the strengths and weaknesses of your organization
The Analysis should distinguish between where your organization is today, and where
it could be in the future.
Be specific. Avoid gray areas
Always analyze in relation to your competition i.e. better than or worse than your
competition
Keep your SWOT analysis short and simple – but only as short and simple as the
application or situation demands – it is about ‘fitness for purpose’
Avoid unnecessary complexity and over (swot) analysis
There is no point listing an opportunity (O) if the same opportunity is available to
competitors
It is pointless to say you have strengths (S) if your competitors have the same
1.8 EFFECTIVE WORKING OF SWOT ANALYSIS
Due to the collaborative nature of a SWOT analysis, your working group will need certain
qualities to succeed:
Trust – The questions that a SWOT analysis will bring up, particularly in the
Weaknesses and Threats categories may be uncomfortable. Your group must be at a
point in its working relationship where weaknesses and potential threats can be faced
openly and objectively.
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Ability and willingness to implement change.
Diversity – The team conducting the SWOT analysis should be representative of
your entire planning team.
Time – Taking time to do a thorough SWOT analysis and assessment will help your
group move forward in developing a workable plan.
1.9 ADVANTAGES OF SWOT ANALYSIS
SWOT Analysis is instrumental in strategy formulation and selection. It is a strong tool, but it
involves a great subjective element. It is best when used as a guide, and not as a prescription.
Successful businesses build on their strengths, correct their weakness and protect against
internal weaknesses and external threats. They also keep a watch on their overall business
environment and recognize and exploit new opportunities faster than its competitors.
SWOT Analysis helps in strategic planning in following manner-
a. It is a source of information for strategic planning.
b. Builds organization’s strengths.
c. Reverse its weaknesses.
d. Maximize its response to opportunities.
e. Overcome organization’s threats.
f. It helps in identifying core competencies of the firm.
g. It helps in setting of objectives for strategic planning.
h. It helps in knowing past, present and future so that by using past and current data,
future plans can be chalked out.
SWOT Analysis provide information that helps in synchronizing the firm’s resources and
capabilities with the competitive environment in which the firm operates.
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CHAPTER- 2
SWOT ANALYSIS OF TATA MOTORS
2.1 STRATEGIC USE: ORIENTING SWOTS TO AN OBJECTIVE
If SWOTS analysis does not with defining a desired end state or objective, it runs the risk of
being useless. A SWOT analysis may be incorporated into the strategic planning model.
An example of strategic planning technique that incorporates an objective- driven SWOT
analysis is SCAN analysis. Strategic Planning, including SWOT and SCAN analysis, has
been the subject of much research.
If a clear objective has been identified, SWOT analysis can be used to help in the pursuit of
that objective. In this case, SWOTs are:
STRENGTH: attributes of the organization that are helpful to achieving the objective.
WEAKNESSES: attributes of the organization that are harmful to achieving the
objective.
OPPORTUNITIES: external conditions that are helpful to achieving the objective.
THREATS: external conditions that are harmful to achieving the objective.
Identification of SWOTs is essential because subsequent steps in the process of planning for
achievement of the selected objective are to be derived from the SWOTs.
First, the decision makers have to determine whether the objective is attainable, given the
SWOTs. If the objective is not attainable a different must be selected and the process
repeated.
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2.2 STRENGTHS OF TATA MOTORS
1. Strong domestic player(Indian market)
Tata has a strong presence in India and is a key manufacturer of commercial
vehicles. It is a market share of ~64% which has almost remained constant. Also,
Tata Motors is India’s largest automobile manufacturer by revenue. Tata Motors
Limited is India’s largest automobile company, with revenues of 1,88,818 crore in
2012–13. It is the leader in commercial vehicles in each segment, and among the
top three in passenger vehicles in India with products in the compact, midsize car
and utility vehicle segments. Tata vehicles are sold primarily in India, and over 4
million Tata vehicles have been produced domestically since the first Tata vehicle
was assembled in 1954.
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2. It is a demand driven, and customer-oriented, taking care of customers‟ preferences
and taste.
3. Long list of portfolios:
Its products include passenger cars, trucks, vans and coaches. It is world’s 4th
biggest truck producer, it is also world’s second biggest bus producer.
4. Global Presence
Tata Motors has been in the process of acquiring foreign brands to increase
its global presence. Through acquisition, Tata has operations in the UK, South
Korea, Thailand and Spain. Among these acquisitions is Jaguar Land Rover, a
business comprising two struggling iconic British brands that was acquired from
the Ford Motor Company in 2008. In 2004, Tata acquired the Daewoo
Commercial Vehicles Company, South Korea’s second largest truck maker.
Today two-thirds of heavy commercial vehicle exports out of South Korea
are from Tata Daewoo. Tata Motors has expanded its production and assembly
operations to several other countries including South Korea, Thailand, South
Africa and Argentina and is planning to set up plants in Turkey, Indonesia and
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Eastern Europe.
Tata also has franchisee/joint venture assembly operations in Kenya, Bangladesh,
Ukraine, Russia and Senegal. Tata has dealerships in 26 countries across 4
continents.
5. Dealership, Sales and Service Access: The Company’s dealership, sales, services
and spare parts network comprises over 3500 touch points.
6. Research and Development Activities.
Tata Motors is known as an innovative global leader. The company has a very strong
R&D having over 3000 engineers and scientists. The Engineering Research Centre
(ERC) in Pune was setup in 1966 and is among the finest in the country. It has been
honoured with two prestigious awards - 'The DSIR National Award for R&D
Effort in Industry - 1999' and 'National Award for Successful Commercialization of
Indigenous Technology by an Industrial Concern - 2000.' Tata Nano was a recent
outcome from the ERC .
2.2.1 TATA MOTORS HAS PILLARS OF STRENGTH TO DRIVE
GROWTH
Karl Slym took over as the Managing Director of Tata Motors in September, at a time when
the company’s profits and sales were not doing well. The company’s global vehicle sales fell
4 per cent in September from a year ago, while sales at its key Jaguar Land Rover subsidiary
also fell 4 per cent. Slym talks to Business Line on his priorities at Tata Motors, the
company’s plans for the Nano, and plans to increase market share. Excerpts from an edited
interview:
What are your immediate priorities at Tata Motors?
I don’t know whether you can call them priorities, I would say that the company has a lot of
pillars of strength. We have pillars of strength in engineering, manufacturing capabilities, and
we have a commercial vehicle business which is dominant in the market place. We have new
friends in Jaguar Land Rover (JLR). Our disappointment is not delivering the Tata Motors
passenger cars to the market place and not getting the volume and success they deserve. So,
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really my priority is to make sure that we pull all these pillars together and the vehicle that
comes to market represents that strength.
Nano, the world’s cheapest car, which the industry expected to replace two-wheelers, is not
doing well. What are your plans for the Nano?
I don’t think Nano is the new two-wheeler. It’s a little bit of an exaggeration (Nano will
replace two-wheelers), a mistake that people thought that it would be. We do want to provide
value for money mobility solution, but we also wanted this to be a niche product. We will do
what we have to do with any other product. Now we are seeing the sales coming to 9,000 a
month, it’s only better. It’s certainly not where we would expect it to be and it’s certainly not
where the capabilities are…It is going to take additional changes to make sure it meets all the
demands. We are going to bring in the CNG (compressed natural gas) version, and eventually
the diesel version down the line. It is not just stripping down the car to give you a low price
point, but actually, still giving you a sizeable experience of driving the Nano, but it’s
growing.
At present, about 70 per cent of your revenues are from the commercial vehicle segment. Are
you looking at changing the ratio, and passenger cars bringing in more revenues?
We would obviously do a lot more of passenger cars than what we are doing today, but that
doesn’t obviously mean that we are switching the emphasis. We are an expert in the truck
business and will continue to be so, and we intend to keep current volumes in trucks.
You have being launching vehicles — Prima range of trucks earlier, Manza today, and Safari
Storme . Is the economy in the country right for an array of launches?
There is never ever a wrong time to launch a new car in India. We got the festival season
from now to Diwali, Christmas and then New year, so introductions are things that drive
sales. People are looking for new things, and we need to make sure we keep offering them
new things, and continue to refresh our vehicle portfolio.
The company’s profits were down in the last quarter, while sales also fell. How are you
tackling it?
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This is a cyclical business we are in. If we are looking at last quarter from a commercial
vehicle point of view, then it was a growth quarter. However, our market share is the key. We
want to look at market share, and in some segments where we were not able to grow, the
market share in the right way, that’s where we need additional activity.
2.3 WEAKNESSES OF TATA MOTORS
1. Return on Investment on TATA motors shares in low.
2. Tata motors products are not considered as luxurious. The products are generally targeted
for economy class rather than for luxury. Hence, the company lacks a strong footprint in the
sector of luxury products.
3. Safety standards are not maintained/ often ignored. This has led to diminish of public
image of the TATA automobiles (eg Tata Nano). FRIDAY, APRIL 9, 2010: TATA NANO
caught fire
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SOURCE TIMES OF INDIA 9 TH APRIL 2010
4. Limited consumer base
5. Though Tata is present in many countries it has only managed to create a large consumer
base in the Indian Subcontinent, namely India, Bangladesh, Bhutan, Sri Lanka and Nepal.
Tata has a growing consumer base in Italy, Spain and South Africa.
6. Relatively smaller proportion of market share in Passenger vehicles in India.
7. One weakness which is often not recognized is that in English the word tat means rubbish.
Would the brand sensitive British consumer ever buy into such a brand?
8. The company passenger car products are based upon 3rd and 4th generation platforms,
which put Tata Motors Limited at a disadvantage with competing car manufacturers.
2.4 OPPORTUNITIES OF TATA MOTORS
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1. In the summer of 2008 Tata Motors announced that it had successfully purchased the Land
Rover and Jaguar brands from Ford Motors for UK £2.3 million. Two of the Worlds luxury
car brand have been added to its portfolio of brands, and will undoubtedly off the company
the chance to market vehicles in the luxury segments.
2. Tata Motors Limited acquired Daewoo Motors Commercial vehicle business in 2004 for
around USD $16 million.
3. Nano is the cheapest car in the World - retailing at little more than a motorbike. Whilst the
World is getting ready for greener alternatives to gas-guzzlers, is the Nano the answer in
terms of concept or brand? Incidentally, the new Land Rover and Jaguar models will cost up
to 85 times more than a standard Nano!
4. The new global track platform is about to be launched from its Korean (previously
Daewoo) plant. Again, at a time when the World is looking for environmentally friendly
transport alternatives, is now the right time to move into this segment? The answer to this
question (and the one above) is that new and emerging industrial nations such as India, South
Korea and China will have a thirst for low-cost passenger and commercial vehicles. These are
the opportunities. However the company has put in place a very proactive Corporate Social
Responsibility (CSR) committee to address potential strategies that will make is operations
more sustainable.
5. The range of Super Milo fuel efficient buses are powered by super-efficient, eco-friendly
engines. The bus has optional organic clutch with booster assist and better air intakes that will
reduce fuel consumption by up to 10%.
2.5 THREATS OF TATA MOTORS
1. Other competing car manufacturers have been in the passenger car business for 40, 50 or
more years. Therefore Tata Motors Limited has to catch up in terms of quality and lean
production.
2. Environmental Regulation: Sustainability and environmentalism could mean extra costs for
this low-cost producer. This could impact its underpinning competitive advantage.
Obviously, as Tata globalizes and buys into other brands this problem could be alleviated.
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3. Intense competition: Since the company has focused upon the commercial and small
vehicle segments, it has left itself open to competition from overseas companies for the
emerging Indian luxury segments.
For example ICICI bank and DaimlerChrysler have invested in a new Pune-based plant
which will build 5000 new Mercedes-Benz per annum. Other players developing luxury cars
targeted at the Indian market include Ford, Honda and Toyota. In fact the entire Indian
market has become a target for other global competitors including Maruti Udyog, General
Motors, Ford and others. Presently, Tata Motors face intense competition from its domestic
as well as foreign competitors including General Motors, Honda Motor, Maruti Udyog,
Mitsubishi Motors, Fiat, Ford and so on. Competition is expected to intensify further as
Indian automobile manufacturers obtain greater access to debt and equity financing in the
international capital markets or gain access to more advanced technology through alliances.
Additionally, in recent years, the government of India has permitted automatic approvals for
foreign equity ownership of up to 100% in entities manufacturing vehicles and components in
India.
4. Rising cost of manufacturing: Rising prices in the global economy could pose a threat to
Tata Motors Limited on a couple of fronts. The price of steel and aluminum is increasing
putting pressure on the costs of production. Many of Tatas products run on Diesel fuel which
is becoming expensive globally and within its traditional home market.
5. Low safety standards can hamper the public trusts it has already attained which may prove
fatal to its domestic market.
2.5.1 TATA'S JLR FACTORIES FACE STRIKE THREAT IN UK.
LONDON: Tata Motors' owned Jaguar Land Rover production line in the UK may grind to a
halt within weeks after delivery workers from DHL voted for strike, demanding a large pay
rise and similar terms and conditions on par with the JLR staff.
The staff of logistics giant DHL, which has about 1,800 workers at JLR's three main factories
- 1,000 between Castle Bromwich and Solihull in the Midlands and 800 at Halewood,
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Merseyside, perform a key role in managing warehouse operations and bringing parts to
production lines.
"The fear is that production could stop within a matter of hours without parts reaching the
line," a source told 'The Sunday Times'. DHL staff often work side by side with colleagues on
better paid JLR contracts and are demanding a large pay rise to put them on similar terms and
conditions. Unite, their trade union, balloted DHL workers at JLR's two plants in the
Midlands last week and about 74% voted in favour of taking industrial action. Those at
Halewood are due to vote tomorrow and a similar outcome is expected.
According to the newspaper, DHL has offered a 4.5% pay rise in the first 12 months, starting
from January this year, plus a 3% or inflation increase next year. However, this is well short
of the demand from Unite, which wants a 12.8% rise over two years for workers, who sort car
parts and bring them to the production line, plus a 20.6% rise in the period for drivers.
JLR is not involved in the dispute as executives are concerned any intervention could spark
secondary action from their own staff, many of whom are also members of Unite. Any
shutdown could potentially dent JLR's position as the biggest exporter of manufactured goods
in the UK.
Sales of its luxury cars in China, Russia and America have boomed in the past two years, and
it is one of the most profitable carmakers in the world under the Tata Group. Britain's iconic
luxury car brands saw a major revival under the Tata banner and now generate export
revenues of almost 11 billion pounds a year and employ 24,000.
In May, the company had revealed record annual pre-tax profits of 1.68 billion pounds and is
investing 2.7 billion pounds this year to help launch new models to keep up with soaring
demand from the emerging economies of India and China.
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2.6 LIMITATIONS OF SWOT ANALYSIS
SWOT Analysis is not free from its limitations. It may cause organizations to view
circumstances as very simple because of which the organizations might overlook certain key
strategic contact which may occur. Moreover, categorizing aspects as strengths, weaknesses,
opportunities and threats might be very subjective as there is great degree of uncertainty in
market. SWOT Analysis does stress upon the significance of these four aspects, but it does
not tell how an organization can identify these aspects for itself.
There are certain limitations of SWOT Analysis which are not in control of management.
These include-
a. Price increase;
b. Inputs/raw materials;
c. Government legislation;
d. Economic environment;
e. Searching a new market for the product which is not having overseas market due to
import restrictions; etc.
Internal limitations may include-
a. Insufficient research and development facilities;
b. Faulty products due to poor quality control;
c. Poor industrial relations;
d. Lack of skilled and efficient labour; etc
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CHAPTER-3
CASE STUDY OF TATA NANO TECHNOLOGY
3.1 INTRODUCTION OF TATA NANO TECHNOLOGY
“Dream-dream and dream, because dream gives vision, vision gives thoughts and finally
thoughts lead to the action". Each letter of these motivational words said by India's former
President Dr. A.P.J. Abdul Kalam goes exactly with Mr. Ratan Tata, Chairman of Tata
group, who in the year 2003, dreamt of producing a safe, affordable Car for the common
man. Finally after the wait of five years, crossing all financial and technological barriers,
Ratan Tata kept his promise and unveiled Tata 'Nano' on 10th January 2007, at the 9th Auto
Expo 2008 in New Delhi. Tata Nano, cool & smart, launched by Tata Motors is world's
cheapest Car with a price tag of $ 2500.
The Tata Nano is a proposed city car debuted by India's Tata Motors at the 9th annual
Auto Expo on January 10, 2008 at Pragati Maidan in New Delhi, India. Called the people’s
car in Tata's promotional material, it was projected to be the least expensive production car
in the world. The standard version of the Nano is projected to sell for Rs. 100,000
(approximately US $2500, GBP 1277, or € 1700) , not including fees or delivery.
Newsweek identifies the Nano as a part of a "new breed of 21st-century cars" that embody
"a contrarian philosophy of smaller, lighter, and cheaper" and portend a new era in
inexpensive personal transportation —and potentially, "global gridlock". The Wall Street
Journal confirms a global trend toward small cars, led by the Nano.
The prefix "Nano" derives from the Greek root 'Nanos', meaning dwarf — as with
nanometer. "Nano" also means "small" in Gujarati, the native language of the Tata family,
and founders of the Tata Group.
The project to create a 1 lakh (1 lakh = 100000 rupees) car began in 2003, under the
Chairman of Tata Motors, Ratan Tata. The strategy behind the project was the awareness of
the number of Indian families who had two wheeled transport, but couldn't afford a four
wheel car, and was based on the company's success in producing the low cost 4
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wheeled Ace truck in May 2005. The Nano was unveiled at the 2008 New Delhi Auto Expo.
NANO which is a brain child of Ratan Tata raised hope for a lot of Middle class families by
giving them the status of owning a car. Expectations were increasing amongst the customers
regarding the product features and its efficiency. Competitors were eagerly waiting for its
arrival to find “what’s inside NANO?”. The only factor the customer knew in advance was its
price tag of 1 lac as conveyed by Ratan Tata. But why was it not a big hit and why is it still
lagging to grab the market in spite of its good and convincing features? We probed into the
health of Tata Nano as a brand and as a product and carried out a SWOT analysis on NANO.
3.2 STRENGTHS OF NANO TECHNOLOGY
SR. No Strength
1Cost-reducing innovations
2Twin benefits: affordable and eco-friendly
341 patents for innovation
421% more space than Maruti 800
5Marketing strategy as people’s car
Price itself was a major strength factor for the mini magical vehicle which created a sensation
all over the world. Even US president Obama was all praises for the Nano during his Indian
visit, an appreciation which soon spread across the world. The five seater car Nano from Tata
finally arrived in the market. The strengths of the product included its small size, ease in
handling and good mileage efficiency. It directly took on the motorcycle market and tried to
attach a status symbol to itself such that customers prefer the Nano above buying a
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motorcycle. Thus they get a four wheeler instead of a two wheeler. However, sales did not
happen as expected and Tata Nano lagged behind.
3.3 WEAKNESS OF NANO TECHNOLOGY
S.R.
No.Weakness
1Does not meet the European or American Safety Standards
2Lacks facilities like airbags, anti-locking breaking system, AC, Boot space, engine
cooling.
3Disconnect in the kind of people they were reaching out to and the kind of people
they wanted to sell to.
4Many cases of car catching fire actually reduced the brand equity.
The launch price came in two variants ranging between 1.2 lacs to 1.5lacs. It was 20 – 50%
higher then the proposed rates which was a major setback to customers. Within a few months
of initial sales, technical problems were found in the product and there were a few reports of
Nano catching fire, which further weakened the trust for the brand ‘Nano’ as a whole. Tata
also faced political problems and had to shift the plant location which led to production
delays. And now due to inflation, Nano’s prices have further increased due to increase in the
prices of raw material such as steel, rubber and others.
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Safety standards are not maintained/ often ignored. This has led to diminish of public image
of the TATA automobiles (eg Tata Nano). FRIDAY, APRIL 9, 2010: TATA NANO caught
fire.
3.4 THREATS OF SUBSTITUTES FOR NANO TECHNOLOGY
The threat of substitute for Nano car is that of electric car, the new entrant in the small car
sector is the Morbi-based world famous clock- maker Ajanta group. The company is planning
to manufacture an electric car at its unit at Kutch district and market it at a price lower than
Rs 1- lakh Nano. The company is already manufacturing electric scooters and bikes under
Oreva' brand. Production of electric car is not difficult for them as the technology is almost
similar and 70 per cent of its parts can be produced in-house, giving them an edge over the
vehicle's pricing. The Ajanta group is serious in its attempt to keep the basic price of the
proposed car as low as Rs 85,000.
At present, in the electric car segment only Reva car is available in India. Another player in
the small car segment, the Rajkot-based Field Marshal group, is in negotiations with
Australian company Farnow Technologies for a joint venture for a low cost electric car. Tata
itself is believed to be making an electric version of the Nano, called theE-Nano which might
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well turn out to be the "world's cheapest electric car" which is more eco- friendly. It's
supposed to be as cheap as the conventional gasoline version.
Economic Times reported that the "electric Nano" would still make good sense for economic,
clean and green personal mobility in countries around the world.
Since two-wheeler owners are used to getting 60-70 km per litre, as compared to the Nano's
20+, the cost of ownership of a Nano is likely to be far higher than that of a two-wheeler. One
time investment of buying car can be done by the lower income group people but it will be
difficult for them to overcome maintenance cost and cost of running i.e. fuel these people
would like to remain in bike segment only.
So there is a high threat of substitutes for Nano as electric cars trying to keep prices lower,
less cost of running as a product differentiation
S.R.
No.Threat
1New competitors like bajaj chery, Honda Siel, General Motors, Reva – Electric
car.
2New government regulations
3Rising cost of raw materials
After the launch of Nano there were many manufacturers who wanted to take advantage of
the hype of the Tata nano, and started working on manufacturing an alternative for Nano.
Upcoming cars like H800 from Hyundai priced around 1.6 lac, Maruti Cervo 600cc priced
around 1.7 lacs to 2lacs were imposing threats to further growth of Nano’s market share.
Vehicles like Alto, Chevy Spark and second hand vehicles were major substitutes for Nano.
People were looking for alternatives for the main reason that it cannot be much used for
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driving in highways or long distances as the engine cc is low. The main threat was from an
indirect competitor – Motorcycles. Nano was in between motorcycles and car and it was
proving to be unreliable due to technical glitches. Thus some people were going for the cost
effective solution of buying motorcycles thereby affecting Nano sales.
3.5 OPPORTUNITIES OF NANO TECHNOLOGY
S.R. No. Opportunities
1First of its kind in the market
2 Diesel and electric variant
3 Sync with the recessionary times-low cost, low budgets and lower spending
4 New 2013 model will have 800cc which might compete with 800cc segment cars.
Though Nano is considered to be a boon for middle class people ,it is most often bought by
the people who already own one or two cars!! Nano is considered to be a vehicle of
convenience to drive in metro traffic. Nano 2012 is a new ray of hope in increasing number
of sales and making many satisfied customers. The increase in buying power of the younger
generation is a major factor for India’s automobile growth. Tata Nano diesel priced at 3.5lacs
has already created a hype among its customers as Tata is known for its diesel products with
high mileage efficiency like Indica and Indigo CS
Even Rata tata has admitted that they were wrong in the positioning of the Nano and that the
initial marketing effort was poor. Instead Nano should have been marketed as a utility car
rather than a “cheap car”.
Many manufacturers are still striving hard to compete with Nano, even they will have many
drawbacks and failures and it should be a better product than Nano. Certainly revolutions
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aren’t usually neat and tidy to start with; hence Nano too is a revolution in Indian Automobile
history.
CHAPTER- 4
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APPENDICES
4.1CONCLUSION
SWOT Analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses,
Opportunities and Threats involved in a project or in a business venture. It involves
specifying the objective of the business venture or project and identifying the internal and
external factors that are favorable and unfavorable to achieving that objective. The technique
is credited to Albert Humphrey, who led a research project at Stanford University in the
1960s and 1970s using data from Fortune 500 companies. SWOT analysis is SCAN analysis.
Swot analysis determine the positive factor and negative factor of the company, positive
factor includes strength and opportunities and negative factor such as weakness and threats of
the company. Swot analysis also determine the internal and external factor, internal factors
are strength and weakness, while external factor are threats and opportunities.
In n this project I basically analysis the swot analysis of tata motors, Tata Motors Limited is
India's largest automobile company, with consolidated revenues of INR 1,88,818 crores in
2012-13. It is the leader in commercial vehicles in each segment, and among the top in
passenger vehicles with winning products in the compact, midsize car and utility vehicle
segments. It is also the world's fourth largest truck and bus manufacturer. Established in
1945, Tata Motors' presence cuts across the length and breadth of India. Tata motors acquired
Jaguar Land Rover, in 2008. Tata motors has a various strength such as it is a Strong
domestic as well as global market player and Tata has a strong presence and is a key
manufacturer of commercial vehicles. It is a market share of 64% which has almost
remained constant. Also, Tata Motors is India’s largest automobile manufacturer by
revenue. Tata motors is a demand driven, and customer-oriented, taking care of customers‟
preferences and taste. They have various kinds of cars and start from various range in terms
of price. Tata has a Dealership, Sales and Service Access: The Company’s dealership,
sales, services and spare parts network comprises over 3500 touch points and there Research
and Development Activities is known as an innovative global leader. The company has a
very strong R&D having over 3000 engineers and scientists.
I also analysis some weaknesses of tata motor such as Return on Investment on TATA
motors shares in low. Tata motors products are not considered as luxurious. The products are
generally targeted for economy class rather than for luxury. Hence, the company lacks a
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strong footprint in the sector of luxury products. Safety standards are not maintained/ often
ignored and many tata nano were caught fire. And they have proportion of market share in
case of passenger vechicles. The company passenger car products are based upon 3rd and 4th
generation platforms, which put Tata Motors Limited at a disadvantage with competing car
manufacturers.
Tata motors has various opportunities such as in the summer of 2008 Tata Motors announced
that it had successfully purchased the Land Rover and Jaguar brands from Ford Motors for
UK £2.3 million and it attract high class passengers. Nano is the cheapest car in the World -
retailing at little more than a motorbike and it attrack lower middle class customer.
Swot analysis also analysis threats of the company, so the threats of tata motors are Other
competing car manufacturers have been in the passenger car business for 40, 50 or more
years. Therefore Tata Motors Limited has to catch up in terms of quality and lean production.
Environmental Regulation: Sustainability and environmentalism could mean extra costs for
this low-cost producer. This could impact its underpinning competitive advantage.
Obviously, as Tata globalizes and buys into other brands this problem could be alleviated.
Intense competition: Since the company has focused upon the commercial and small vehicle
segments, it has left itself open to competition from overseas companies for the emerging
Indian luxury segments.
And for better understanding I took case study of swot analysis of tata nano technology
which determine strength, weaknesses, opportunities and threats of the tata nano technology.
And tata motors has the huge scope in domestic as well as global market.
4.2 ABBREVIATIONS
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1. CNG= Compressed Natural Gas
2. CSR= Corporate Social Responsibility
3. ERC= Engineering Research Centre
4. JLR= Jaguar Land Rover
5. MIS= Management Information System
6. R & D= Research and Development
7. SKD = Semi Knocked Down
8. SWOT= Strength, Weaknesses, Opportunities and Threats.
9. UK= United Kingdom
4.3 BIBLIOGRAPHY
BOOKS
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1. BARNEY B. JAY, HESTERLY S. WILLIAM - STRATEGIC MANAGEMENT AND
COMPETITIVE ADVANTAGE CONCEPTS- PUBLISHED BY PHI LEARNING
PRIVATE LIMITED, NEW DELHI.
1. DR. KAZMI AZHAR – BUSINESS POLICY AND STRATEGIC MANAGEMENT-
PUBLISHED BY TATA McGRAW HILL PUBLICATIONS
NEWS PAPER AND MAGAZINES
1. THE HINDU NEWS PAPER article was “Tata Motors has pillars of strength to drive growth” published on 17 October 2012
2. INDIAN EXPRESS article was “TATA NANO CAUGHT FIRE” published on FRIDAY, APRIL 9, 2010.
3. TIMES OF INDIA article was “Tata's JLR Factories Face Strike Threat In UK” published on 7th july 2013
4. BUSINESS STANDARD
WEBSITES
1. Tata Motors Official Website [www.tatamotors.com]
2. Tata Nano Official Websites [www.tatanano.com]
3. Term Paper Ware House The Research Factory Paper [www.termpaperwarehouse.com]
4. [www.managementparadise.com]
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