FINAL REPORT OF TATA MOTORS
AYUSHKUMAR197
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1 | P a g e
A REPORT
ON
Market Drivers for Jharkhand Cargo Market
&
Positioning of 3718 Model in 37 Tonner Segment
By
AYUSH KUMAR
14BSPHH010941
IBS HYDERABAD
A REPORT
ON
Market Drivers for Jharkhand Cargo Market
&
Positioning of 3718 Model in 37 Tonner Segment
By
AYUSH KUMAR
14BSPHH010941
IBS HYDERABAD
2 | P a g e
A REPORT
ON
Market Drivers for Jharkhand Cargo Market,
&
Positioning of 3718 Model in 37 Tonner Segment
By
AYUSH KUMAR
14BSPHH010941
A report submitted in partial fulfillment of the requirements of
MBA Program of
Distribution List:
Company Guide: Faculty Guide:
Mr. Ashok Kumar Dr. Rajdeep Chakraborti
Territory Sales Manager (Cargo Division) IBS Hyderabad
Date of Submission – May 10, 2016
A REPORT
ON
Market Drivers for Jharkhand Cargo Market,
&
Positioning of 3718 Model in 37 Tonner Segment
By
AYUSH KUMAR
14BSPHH010941
A report submitted in partial fulfillment of the requirements of
MBA Program of
Distribution List:
Company Guide: Faculty Guide:
Mr. Ashok Kumar Dr. Rajdeep Chakraborti
Territory Sales Manager (Cargo Division) IBS Hyderabad
Date of Submission – May 10, 2016
3 | P a g e
Authorisation
This is to certify that this is a project report submitted in partial fulfilment of the requirements of
MBA program of ICFAI Business School, Hyderabad. This report document titled “MARKET
DRIVERS FOR JHARKHAND CARGO MARKET & POSITIONING OF TATA 3718” is a
submission of work done by AYUSH KUMAR.
It is certified that all corrections/suggestions indicated for assessment have been incorporated in the
report. The project report has been approved as it satisfies the academic requirement of Summer
Internship Program.
This report has been formally submitted to Dr. Rajdeep Chakraborti, Faculty, IBS Hyderabad.
This report has been verified and authenticated by:
Company Guide College Guide
Mr. Ashok Kumar Dr. Rajdeep Chakraborti
Territory Sales Manager- Cargo Professor
Heavy Commercial Vehicle Dept. of Marketing
Tata Motors, Jamshedpur IBS Hyderabad
Authorisation
This is to certify that this is a project report submitted in partial fulfilment of the requirements of
MBA program of ICFAI Business School, Hyderabad. This report document titled “MARKET
DRIVERS FOR JHARKHAND CARGO MARKET & POSITIONING OF TATA 3718” is a
submission of work done by AYUSH KUMAR.
It is certified that all corrections/suggestions indicated for assessment have been incorporated in the
report. The project report has been approved as it satisfies the academic requirement of Summer
Internship Program.
This report has been formally submitted to Dr. Rajdeep Chakraborti, Faculty, IBS Hyderabad.
This report has been verified and authenticated by:
Company Guide College Guide
Mr. Ashok Kumar Dr. Rajdeep Chakraborti
Territory Sales Manager- Cargo Professor
Heavy Commercial Vehicle Dept. of Marketing
Tata Motors, Jamshedpur IBS Hyderabad
4 | P a g e
ACKNOWLEDGMENTS
“What we learn with pleasure will never forget” – it is said. I realized it even better during my
Summer Internship Program.
It’s my pleasure to thank my Area Sales Officer Mr. Sailesh Mishra for his efforts in taking time
out of his busy
schedule to encourage me in executing my project work.
I would like to thank Mr Ashok Kumar Territory Sales Manager-HCV, Cargo for giving me
opportunity to undergo internship training under his guidance. His Teachings will be helpful
throughout my career.
I would also like to thank my faculty guide Dr. Rajdeep Chakraboti for his continuous feedbacks
and suggestions on my work. I express my deep gratitude towards him.
Finally, I would like to thank the entire office staff of Tata Motors - Area office and Dealerships
of Tata motors, for their support and patience in providing me a wonderful opportunity to learn
and explore various activities in the branch.
ACKNOWLEDGMENTS
“What we learn with pleasure will never forget” – it is said. I realized it even better during my
Summer Internship Program.
It’s my pleasure to thank my Area Sales Officer Mr. Sailesh Mishra for his efforts in taking time
out of his busy
schedule to encourage me in executing my project work.
I would like to thank Mr Ashok Kumar Territory Sales Manager-HCV, Cargo for giving me
opportunity to undergo internship training under his guidance. His Teachings will be helpful
throughout my career.
I would also like to thank my faculty guide Dr. Rajdeep Chakraboti for his continuous feedbacks
and suggestions on my work. I express my deep gratitude towards him.
Finally, I would like to thank the entire office staff of Tata Motors - Area office and Dealerships
of Tata motors, for their support and patience in providing me a wonderful opportunity to learn
and explore various activities in the branch.
5 | P a g e
TABLE OF CONTENT
Serial Number Topic Page Number
1 ABSTRACT 07-08
2 INTRODUCTION 09
2.1 INDUSTRY PROFILE 09
2.1.1 TWO WHEELER SEGMENT 10
2.1.2 PASSENGER VEHICLE
SEGMENT
11
2.2 MARKET SIZE 11
2.3 INVESTMENTS 12
2.4 GOVT. INITIATIVES 13
2.5 ROAD AHEAD 14
3 ABOUT TATA MOTORS LTD. 15-17
3.1 PLANT LOCATIONS 17-18
3.2 TATA MOTTO 18-20
3.3 LINE OF BUISNESS 21
3.4 COMMERCIAL VEHICLE
BUISNESS UNIT
22
3.5 HIERARCHY OF TATA
MOTORS LTD
23-27
3.6 SALES PROCESSOF TATA
MOTORS
27-29
3.7 PORTERS FIVE MODEL
ANALYSIS
30-31
3.8 SWOT ANALYSIS 32
4 INTRODUCTION TO PROJECT 33
4.1. PURPOSE OF PROJECT 33
4.2. SCOPE OF PROJECT 33
4.3 LIMITATIONS OF PROJECT 33
4.4 METHODOLOGY USED 33
5 MARKET DRIVERS FOR
JHARKHAND CARGO MARKET
34-41
5.1 FINDINGS 41-46
5.2 DEALER MAPPING OF
JHARKHAND
46
5.3 QUESTIONAIRE FOR
DEALERSHIPS
47
5.4 CHANNEL PARTNERS DATA 48
5.5 DAILY CARGO TRAFFIC 49
5.6 KEY CUSTOMER
INTERACTION
49
5.6.1 KEY CUSTOMER DATA 50
5.7 MACRO FACTORS 50
5.8 COAL BLOCK ALLOCATION &
UPCOMING PROJECTS
51
5.9 CONCLUSION FOR GROWTH
DRIVERS
52
6 MARKET POSITIONING OF LPT
TATA 3718
53
TABLE OF CONTENT
Serial Number Topic Page Number
1 ABSTRACT 07-08
2 INTRODUCTION 09
2.1 INDUSTRY PROFILE 09
2.1.1 TWO WHEELER SEGMENT 10
2.1.2 PASSENGER VEHICLE
SEGMENT
11
2.2 MARKET SIZE 11
2.3 INVESTMENTS 12
2.4 GOVT. INITIATIVES 13
2.5 ROAD AHEAD 14
3 ABOUT TATA MOTORS LTD. 15-17
3.1 PLANT LOCATIONS 17-18
3.2 TATA MOTTO 18-20
3.3 LINE OF BUISNESS 21
3.4 COMMERCIAL VEHICLE
BUISNESS UNIT
22
3.5 HIERARCHY OF TATA
MOTORS LTD
23-27
3.6 SALES PROCESSOF TATA
MOTORS
27-29
3.7 PORTERS FIVE MODEL
ANALYSIS
30-31
3.8 SWOT ANALYSIS 32
4 INTRODUCTION TO PROJECT 33
4.1. PURPOSE OF PROJECT 33
4.2. SCOPE OF PROJECT 33
4.3 LIMITATIONS OF PROJECT 33
4.4 METHODOLOGY USED 33
5 MARKET DRIVERS FOR
JHARKHAND CARGO MARKET
34-41
5.1 FINDINGS 41-46
5.2 DEALER MAPPING OF
JHARKHAND
46
5.3 QUESTIONAIRE FOR
DEALERSHIPS
47
5.4 CHANNEL PARTNERS DATA 48
5.5 DAILY CARGO TRAFFIC 49
5.6 KEY CUSTOMER
INTERACTION
49
5.6.1 KEY CUSTOMER DATA 50
5.7 MACRO FACTORS 50
5.8 COAL BLOCK ALLOCATION &
UPCOMING PROJECTS
51
5.9 CONCLUSION FOR GROWTH
DRIVERS
52
6 MARKET POSITIONING OF LPT
TATA 3718
53
6 | P a g e
6.1 ABOUT THE PROJECT 53
6.2 PRODUCT DESCRIPTION 54-56
6.3 COMPARISON B/W TATA, AL &
3118
56
6.3.1 TATA 3718 VS. MAHINDRA
TRUXO 37
56-59
6.3.2 TATA LPT 3718 VS AL 3718 60-61
6.3.3 TATA 3718 VS TATA 3118 62-64
6.4 PLAN OF ACTION 64
6.5 QUESTIONAIRE FOR TATA
3718 OWNERS
65-66
6.6 BRT FOR 3718 66-67
6.7 QUESTIONAIRE
CALCULATIONS
67-68
6.7.1 IMPORTANT VARIABLES &
AVERAGE RATINGS
68
6.7.2 AVG. SCORE OF SATISFIED &
UNSATISFIED CUSTOMERS
69
6.8 TYRE ISSUE 70
6.9 CO-RELATION FACTOR 70
6.9.1 SATISFIED CUSTOMERS 71-72
6.9.2 UN-SATISFIED CUSTOMERS 72
7.1 DISCRIMINANT ANALYSYS
B/M SATISFIED &
UNSATISFIED CUSTOMER
USING SAS
73
8. MARKET LOAD OPERATOR
PREFRENCE
77
9. POSITIONING OF 3718 77
9.1 IDENTIFYING COMPETITION 77
9.2 POP/POD B/W COMPETITION 78
9.3 PRODUCT AWARENESS 78
10 RECOMMENDATIONS 79
11 AVTIVITY PLAN 80
12 CONCLUSION 81
13 OTHER PROJECTS HANDLED 82
14 GLOSSARY & REFRENCES 83
6.1 ABOUT THE PROJECT 53
6.2 PRODUCT DESCRIPTION 54-56
6.3 COMPARISON B/W TATA, AL &
3118
56
6.3.1 TATA 3718 VS. MAHINDRA
TRUXO 37
56-59
6.3.2 TATA LPT 3718 VS AL 3718 60-61
6.3.3 TATA 3718 VS TATA 3118 62-64
6.4 PLAN OF ACTION 64
6.5 QUESTIONAIRE FOR TATA
3718 OWNERS
65-66
6.6 BRT FOR 3718 66-67
6.7 QUESTIONAIRE
CALCULATIONS
67-68
6.7.1 IMPORTANT VARIABLES &
AVERAGE RATINGS
68
6.7.2 AVG. SCORE OF SATISFIED &
UNSATISFIED CUSTOMERS
69
6.8 TYRE ISSUE 70
6.9 CO-RELATION FACTOR 70
6.9.1 SATISFIED CUSTOMERS 71-72
6.9.2 UN-SATISFIED CUSTOMERS 72
7.1 DISCRIMINANT ANALYSYS
B/M SATISFIED &
UNSATISFIED CUSTOMER
USING SAS
73
8. MARKET LOAD OPERATOR
PREFRENCE
77
9. POSITIONING OF 3718 77
9.1 IDENTIFYING COMPETITION 77
9.2 POP/POD B/W COMPETITION 78
9.3 PRODUCT AWARENESS 78
10 RECOMMENDATIONS 79
11 AVTIVITY PLAN 80
12 CONCLUSION 81
13 OTHER PROJECTS HANDLED 82
14 GLOSSARY & REFRENCES 83
7 | P a g e
1. Abstract:
The Initial focus of my project was to study the market opportunities as well as strategy analysis for
Tata Motors Limited in the state of Jharkhand. The Market Opportunities for any product can be
assessed by learning about the applications of the product. Jharkhand state is primarily a mining
industry based state due its rich deposits of Coal & Iron Ore mines as well as the Steel industry, which
are also its primary source of revenue as well as a major part of its economy is directly or indirectly
based on it. Further research of the Jharkhand market led me to the discovery of the key applications
of cargo vehicles for this state. The entire focus of my project lies in the state of Jharkhand and
specifically for certain districts and Cities. Thus it requires a very clear understanding of the Cargo
Vehicle market in Jharkhand. This part of my project is initially aimed to help me find answers to a
few questions that often the influencers of the sale of Cargo vehicles in this state we hope to find the
answers by the time this project is complete.
What drives the sales of Heavy Cargo Vehicles in Jharkhand?
What are the key applications of Heavy Cargo Vehicles (HCV)?
What can be expected in terms of sales for the current financial year of 2016-17?
This project will also help me with projecting a near accurate demand as well as forecasting as
preparing for what lies ahead is considered a vital part for an organization. These forecasts are also
considered the key to analysing the threats and sensing opportunities the market and rivals may
present in the near future. Taking the needs of my project into consideration, it’s evident that I have
to study the Macroeconomic as well as the Macro-environmental factors which affects the business
of heavy commercial vehicles (HCV) segment in the territory. With the help of my research I will be
able to give my team an insight into the future of HCV sales with respect to the last financial year.
My data collection would be based on primary and secondary research and the study would revolve
around the mining application as it’s the single largest demand driver for the HCV segment in
Jharkhand Market.
Based on these finding I have mapped the various regions & mining belts in the state of Jharkhand.
The next step, involved mapping of TML Dealers according to the mining geography of the state.
Through data provided by the company database in my office, I was able to attain the contact
information of all the dealers for Tata Motors throughout Jharkhand and thus begin mapping them.
The next Step was contacting
the dealers via telephone or visiting them personally, but before that I needed to prepare a
questionnaire for the dealers which would provide me with all the details I needed for my project.
These questions were structured such that it would be efficient and self-sufficing. Such as- What
information do I need from them?
What are the relevant questions to be asked? The questionnaire was also designed in a way so as to
help me get the data of total number of units sold in the last financial year 2015-16, units sold in a
particular region or district, units sold according to the volume of mining activities in that particular
region. One key information that I hoped to get from this exercise was customer data their fleet size
and purchase structure. Getting information about the fleet customers was pivotal in understanding
the customer behaviour. In coal regions there are many unions, union leaders and key influencers who
hold the sway over a large number of vehicle owners as well as future buyers. These key influencers
can affect the sales in hundreds of vehicles if not more. Another important data was number of
vehicles by volume coming in and out of the mines as it would help me calculate the increase or
decrease in flux of vehicles if mines were to open or close. The number of Tata Vehicles pitted against
the total number of vehicles would give us a picture of our market share in the TIV of this region. My
1. Abstract:
The Initial focus of my project was to study the market opportunities as well as strategy analysis for
Tata Motors Limited in the state of Jharkhand. The Market Opportunities for any product can be
assessed by learning about the applications of the product. Jharkhand state is primarily a mining
industry based state due its rich deposits of Coal & Iron Ore mines as well as the Steel industry, which
are also its primary source of revenue as well as a major part of its economy is directly or indirectly
based on it. Further research of the Jharkhand market led me to the discovery of the key applications
of cargo vehicles for this state. The entire focus of my project lies in the state of Jharkhand and
specifically for certain districts and Cities. Thus it requires a very clear understanding of the Cargo
Vehicle market in Jharkhand. This part of my project is initially aimed to help me find answers to a
few questions that often the influencers of the sale of Cargo vehicles in this state we hope to find the
answers by the time this project is complete.
What drives the sales of Heavy Cargo Vehicles in Jharkhand?
What are the key applications of Heavy Cargo Vehicles (HCV)?
What can be expected in terms of sales for the current financial year of 2016-17?
This project will also help me with projecting a near accurate demand as well as forecasting as
preparing for what lies ahead is considered a vital part for an organization. These forecasts are also
considered the key to analysing the threats and sensing opportunities the market and rivals may
present in the near future. Taking the needs of my project into consideration, it’s evident that I have
to study the Macroeconomic as well as the Macro-environmental factors which affects the business
of heavy commercial vehicles (HCV) segment in the territory. With the help of my research I will be
able to give my team an insight into the future of HCV sales with respect to the last financial year.
My data collection would be based on primary and secondary research and the study would revolve
around the mining application as it’s the single largest demand driver for the HCV segment in
Jharkhand Market.
Based on these finding I have mapped the various regions & mining belts in the state of Jharkhand.
The next step, involved mapping of TML Dealers according to the mining geography of the state.
Through data provided by the company database in my office, I was able to attain the contact
information of all the dealers for Tata Motors throughout Jharkhand and thus begin mapping them.
The next Step was contacting
the dealers via telephone or visiting them personally, but before that I needed to prepare a
questionnaire for the dealers which would provide me with all the details I needed for my project.
These questions were structured such that it would be efficient and self-sufficing. Such as- What
information do I need from them?
What are the relevant questions to be asked? The questionnaire was also designed in a way so as to
help me get the data of total number of units sold in the last financial year 2015-16, units sold in a
particular region or district, units sold according to the volume of mining activities in that particular
region. One key information that I hoped to get from this exercise was customer data their fleet size
and purchase structure. Getting information about the fleet customers was pivotal in understanding
the customer behaviour. In coal regions there are many unions, union leaders and key influencers who
hold the sway over a large number of vehicle owners as well as future buyers. These key influencers
can affect the sales in hundreds of vehicles if not more. Another important data was number of
vehicles by volume coming in and out of the mines as it would help me calculate the increase or
decrease in flux of vehicles if mines were to open or close. The number of Tata Vehicles pitted against
the total number of vehicles would give us a picture of our market share in the TIV of this region. My
8 | P a g e
interactions directly with the fleet customers would also throw some light on their purchase plans for
this year 2016-17. This can again be useful in estimating future demands.
A SECOND PROJECT which has been handed to me is the market positioning of Tata Motor’s
3718 Model in the 14 wheeler segment. 3718 is an improved version of TATA 3118 and a
replacement to its predecessor TATA 3723.
“Market Positioning is an act of designing the company’s offering and image to occupy a distinct
place in the mind of the target market”.
Ashok Leyland, Bharat Benz and Mahindra are the competitors to TATA’s 3718 in the 37-ton
segment. The best way to position any product is to know about its strength, weaknesses,
specifications, application, target market, so that we can place our product in a much more efficient
way in target customer minds, hence we use SWOT as well as the competitor’s offerings.
To position TATA 3718, I had to do an in depth analysis on all the parameters of all vehicles in the
37-ton truck segment so I could conclude what are the strengths, where my product lacks in
performance, from its rivals, what affects the consumers the most and what do they look for in any
product. Positioning calls for creating awareness. The plan of action was to interact with the
customers one on one and ask their opinion on various fronts related to the technical specifications
as well as their usage and plans for the vehicles. This was achieved by designing a questionnaire and
asking necessary and relevant questions. While preparing the questionnaire I had to carefully choose
the features which are order winners for any vehicle in 37-ton segment. For example, Vehicle Price,
Mileage, Grade ability, Comfort, Turnaround time, Load and Lead distance etc. I also recorded
Voice of Customers (VOC) and testimonials as it is a good way to strike faith in prospective
customer’s minds. Awareness plays an important role and to create awareness various marketing
activities are needed to be carried out. My plan of action includes going to DRCD meetings and
visiting the various cargo markets in Jharkhand which have high scope for 3718. A big concern for
3718 vehicles though, is the lack of weighing facilities and mechanism in the state. The weighing
machine technology can accommodate 12 wheels but an extra 2 wheels in 3718 is an issue.
Under the guidance of my company mentor I was also a part of a live project for my company, The
Smart Tab Project which comes under the Athena division of TML. Smart Tab is a fairly new
concept in Tata Motors Ltd (TML) under which TML is trying to implement this method with
all the DSEs. I was given training on every aspect of Smart Tab. My job in this project entails me to
couple of DSEs, to coach them and help them into their smooth transition. The primary purpose of
Smart Tab is to make sure that there is no mismatch in data that is being fed in the company system
and data on the ground. It will require me to meet with DSEs of MM, JMA, ENAR who are working
in the M&HCV Segment and make them aware about Smart Tab, its necessity and implication.
interactions directly with the fleet customers would also throw some light on their purchase plans for
this year 2016-17. This can again be useful in estimating future demands.
A SECOND PROJECT which has been handed to me is the market positioning of Tata Motor’s
3718 Model in the 14 wheeler segment. 3718 is an improved version of TATA 3118 and a
replacement to its predecessor TATA 3723.
“Market Positioning is an act of designing the company’s offering and image to occupy a distinct
place in the mind of the target market”.
Ashok Leyland, Bharat Benz and Mahindra are the competitors to TATA’s 3718 in the 37-ton
segment. The best way to position any product is to know about its strength, weaknesses,
specifications, application, target market, so that we can place our product in a much more efficient
way in target customer minds, hence we use SWOT as well as the competitor’s offerings.
To position TATA 3718, I had to do an in depth analysis on all the parameters of all vehicles in the
37-ton truck segment so I could conclude what are the strengths, where my product lacks in
performance, from its rivals, what affects the consumers the most and what do they look for in any
product. Positioning calls for creating awareness. The plan of action was to interact with the
customers one on one and ask their opinion on various fronts related to the technical specifications
as well as their usage and plans for the vehicles. This was achieved by designing a questionnaire and
asking necessary and relevant questions. While preparing the questionnaire I had to carefully choose
the features which are order winners for any vehicle in 37-ton segment. For example, Vehicle Price,
Mileage, Grade ability, Comfort, Turnaround time, Load and Lead distance etc. I also recorded
Voice of Customers (VOC) and testimonials as it is a good way to strike faith in prospective
customer’s minds. Awareness plays an important role and to create awareness various marketing
activities are needed to be carried out. My plan of action includes going to DRCD meetings and
visiting the various cargo markets in Jharkhand which have high scope for 3718. A big concern for
3718 vehicles though, is the lack of weighing facilities and mechanism in the state. The weighing
machine technology can accommodate 12 wheels but an extra 2 wheels in 3718 is an issue.
Under the guidance of my company mentor I was also a part of a live project for my company, The
Smart Tab Project which comes under the Athena division of TML. Smart Tab is a fairly new
concept in Tata Motors Ltd (TML) under which TML is trying to implement this method with
all the DSEs. I was given training on every aspect of Smart Tab. My job in this project entails me to
couple of DSEs, to coach them and help them into their smooth transition. The primary purpose of
Smart Tab is to make sure that there is no mismatch in data that is being fed in the company system
and data on the ground. It will require me to meet with DSEs of MM, JMA, ENAR who are working
in the M&HCV Segment and make them aware about Smart Tab, its necessity and implication.
9 | P a g e
2. Introduction:
The Indian Automobile Industry is one of the largest in the world, it produced a total of 23 million vehicles
last year which includes passenger vehicles, commercial vehicles, three wheelers and two wheelers in
April-March 2014 -15 as against 21 million vehicles in April-March 2013-14, thereby registering a growth
of 8.68 percent over the last financial last year. The automobile industry currently accounts for 7.1 per cent
of the country's gross domestic product (GDP). The automobile industry accounts for more than 18% of our
national income. As per the confederation of Indian industry for automobile sector the ratings given to us
by the world are
Largest Three wheeler segment
Second largest two wheeler segment
Fourth largest Tractor market
Fifth largest commercial vehicle segment
Fifth largest bus and truck segment
Tenth largest passenger segment
But with the global economic slowdown slowly fading away the automobile market has begun its growth
again with the FY 14-15 sales increasing by almost 2 million automobiles. There by companies have
slowed down working on their Push strategy which involved heavy discounts. The Two Wheeler segment is
the market leader in India with 81 per cent market share, thanks to a growing middle class as well as a
young population. Moreover, growing interest from companies in exploring the rural markets of India has
further aided the growth of this sector. While Passenger Vehicles have 13 per cent market share. Although
the market was seen having ups and downs one segment has been registering growth in double digits and
that is the luxury car segment. Audi sold upwards of 10000 units while Mercedes was above 9000 units in
sales. The successful domination of two wheelers in Indian market also led to launch and success of a new
class of 250cc sports bikes in India which was led by companies such as Bajaj, Ktm, Suzuki & Yamaha
2.1 Industry Profile
Thus the Indian automobile sector is divided into four parts
Two wheeler vehicles
Three wheeler vehicles
Passenger Vehicles
Commercial vehicles
2. Introduction:
The Indian Automobile Industry is one of the largest in the world, it produced a total of 23 million vehicles
last year which includes passenger vehicles, commercial vehicles, three wheelers and two wheelers in
April-March 2014 -15 as against 21 million vehicles in April-March 2013-14, thereby registering a growth
of 8.68 percent over the last financial last year. The automobile industry currently accounts for 7.1 per cent
of the country's gross domestic product (GDP). The automobile industry accounts for more than 18% of our
national income. As per the confederation of Indian industry for automobile sector the ratings given to us
by the world are
Largest Three wheeler segment
Second largest two wheeler segment
Fourth largest Tractor market
Fifth largest commercial vehicle segment
Fifth largest bus and truck segment
Tenth largest passenger segment
But with the global economic slowdown slowly fading away the automobile market has begun its growth
again with the FY 14-15 sales increasing by almost 2 million automobiles. There by companies have
slowed down working on their Push strategy which involved heavy discounts. The Two Wheeler segment is
the market leader in India with 81 per cent market share, thanks to a growing middle class as well as a
young population. Moreover, growing interest from companies in exploring the rural markets of India has
further aided the growth of this sector. While Passenger Vehicles have 13 per cent market share. Although
the market was seen having ups and downs one segment has been registering growth in double digits and
that is the luxury car segment. Audi sold upwards of 10000 units while Mercedes was above 9000 units in
sales. The successful domination of two wheelers in Indian market also led to launch and success of a new
class of 250cc sports bikes in India which was led by companies such as Bajaj, Ktm, Suzuki & Yamaha
2.1 Industry Profile
Thus the Indian automobile sector is divided into four parts
Two wheeler vehicles
Three wheeler vehicles
Passenger Vehicles
Commercial vehicles
10 |
P a g e
2.1.1 Two Wheeler Segment:
The two wheeler segment of India has five major players such as Honda, Bajaj, Hero & Tvs. With hero and
Bajaj registering a sales decline of less than 1%, Honda, Tvs & other’s registered sales hike
81%
13%
3%3%
Market Share
Two-WheelersThree-WheelerPassenger VehiclesCommercial Vehicles
40%
27%
11%
13%
9%
Market Share
HERO HONDA BAJAJTVSOTHERS
P a g e
2.1.1 Two Wheeler Segment:
The two wheeler segment of India has five major players such as Honda, Bajaj, Hero & Tvs. With hero and
Bajaj registering a sales decline of less than 1%, Honda, Tvs & other’s registered sales hike
81%
13%
3%3%
Market Share
Two-WheelersThree-WheelerPassenger VehiclesCommercial Vehicles
40%
27%
11%
13%
9%
Market Share
HERO HONDA BAJAJTVSOTHERS
11 |
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2.1.2 Passenger Vehicle Segment
Passenger vehicle include cars, utility vehicles, sports utility vehicles & multipurpose vehicles. The major
players for this segment are Maruti, Hyundai, Tata Motors, General motors & others. Maruti is a market
leader with a market share of 46.5 %, Hyundai at 17.6 %, Honda at 7.3 % Tata Motors at 4.9 %
India is also one of the leading exporters of automobiles and has strong expectations of export growth for
the future. In the financial year 2014-15, the Indian automobile exports grew by 15 per cent over the Year
2013-14. In addition to these, several initiatives which have been taken by the Government of India as well
as the major automobile producers in the Indian market are expected to make India a leader in the Two
Wheeler (2W) and Four Wheeler (4W) market in the world by 2020.
2.2 Market Size:
The automobile industry produced a total 19.84 million vehicles in April-January 2016, including passenger
vehicles, commercial vehicles, three wheelers and two wheelers, as compared to 19.64 million vehicles in
April-January 2015.The domestic sale of Passenger vehicles grew by 8.13 per cent in April-January 2016 as
compared to April-January 2015 last year. In the Passenger Vehicles segment, sale of passenger Cars rose
by 10.18 per cent, during April-January 2016 as compared to April-January 2015.The domestic sale of
Commercial Vehicles rose by 9.43 per cent in April-January 2016 as compared to April-January 2015 last
year. The sale of Medium & Heavy Commercial Vehicles (M&HCVs) increased at 30.19 per cent in April-
January 2016 as compared to April-January 2015.
46%
18%
7%
5%
24%
Passenger Vehicle Market Share
MarutiHyundaiHonda Tata MotorsOthers
P a g e
2.1.2 Passenger Vehicle Segment
Passenger vehicle include cars, utility vehicles, sports utility vehicles & multipurpose vehicles. The major
players for this segment are Maruti, Hyundai, Tata Motors, General motors & others. Maruti is a market
leader with a market share of 46.5 %, Hyundai at 17.6 %, Honda at 7.3 % Tata Motors at 4.9 %
India is also one of the leading exporters of automobiles and has strong expectations of export growth for
the future. In the financial year 2014-15, the Indian automobile exports grew by 15 per cent over the Year
2013-14. In addition to these, several initiatives which have been taken by the Government of India as well
as the major automobile producers in the Indian market are expected to make India a leader in the Two
Wheeler (2W) and Four Wheeler (4W) market in the world by 2020.
2.2 Market Size:
The automobile industry produced a total 19.84 million vehicles in April-January 2016, including passenger
vehicles, commercial vehicles, three wheelers and two wheelers, as compared to 19.64 million vehicles in
April-January 2015.The domestic sale of Passenger vehicles grew by 8.13 per cent in April-January 2016 as
compared to April-January 2015 last year. In the Passenger Vehicles segment, sale of passenger Cars rose
by 10.18 per cent, during April-January 2016 as compared to April-January 2015.The domestic sale of
Commercial Vehicles rose by 9.43 per cent in April-January 2016 as compared to April-January 2015 last
year. The sale of Medium & Heavy Commercial Vehicles (M&HCVs) increased at 30.19 per cent in April-
January 2016 as compared to April-January 2015.
46%
18%
7%
5%
24%
Passenger Vehicle Market Share
MarutiHyundaiHonda Tata MotorsOthers
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2.3 Investments:
In order to keep up with the growing demand, many automakers have started to invest heavily in the
different segments of the automobile industry in the last few months. The Indian automobile industry has
also attracted Foreign Direct Investment (FDI) worth US$ 14.32 billion during the time period of April
2000 to December 2015, according to data released by Department of Industrial Policy and Promotion
(DIPP).
Some of the major investments and developments in the Indian automobile sector are as follows:
The American automobile manufacturer Ford unveiled its iconic Ford Mustang in India and it will make its
debut in second quarter of FY-2016 in the price band of Rs 45 lakh (US$ 66,146) and Rs 50 lakh (US$
73,496) in the Indian market
Ford a global automobile powerhouse is planning to manufacture two families of engines in India by 2017,
First a 2.2 litre diesel engine codenamed Panther.
Second a 1.2 litre petrol engine codenamed Dragon.
These together will power 270,000 Ford vehicles globally.
General Motors is planning to invest US$ 1 billion in India by the year 2020, so that it can increase its
manufacturing the capacity at its Talegaon plant located in Maharashtra from 130,000 units a year to
220,000 by the year 2025.
179
204 206 215
234
155
174 178
184
198
23
29 29
31
36
0
50
100
150
200
250
300
350
400
450
500
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015
LAKH UNITS
FINANACIAL YEAR
ProductionDomestic SalesExports
P a g e
2.3 Investments:
In order to keep up with the growing demand, many automakers have started to invest heavily in the
different segments of the automobile industry in the last few months. The Indian automobile industry has
also attracted Foreign Direct Investment (FDI) worth US$ 14.32 billion during the time period of April
2000 to December 2015, according to data released by Department of Industrial Policy and Promotion
(DIPP).
Some of the major investments and developments in the Indian automobile sector are as follows:
The American automobile manufacturer Ford unveiled its iconic Ford Mustang in India and it will make its
debut in second quarter of FY-2016 in the price band of Rs 45 lakh (US$ 66,146) and Rs 50 lakh (US$
73,496) in the Indian market
Ford a global automobile powerhouse is planning to manufacture two families of engines in India by 2017,
First a 2.2 litre diesel engine codenamed Panther.
Second a 1.2 litre petrol engine codenamed Dragon.
These together will power 270,000 Ford vehicles globally.
General Motors is planning to invest US$ 1 billion in India by the year 2020, so that it can increase its
manufacturing the capacity at its Talegaon plant located in Maharashtra from 130,000 units a year to
220,000 by the year 2025.
179
204 206 215
234
155
174 178
184
198
23
29 29
31
36
0
50
100
150
200
250
300
350
400
450
500
2010-2011 2011-2012 2012-2013 2013-2014 2014-2015
LAKH UNITS
FINANACIAL YEAR
ProductionDomestic SalesExports
13 |
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Another US-based car manufacturer Chrysler is planning to invest US$ 513.5 million (Rs 3,500 crore) in
Maharashtra, to manufacture the Jeep Grand Cherokee model.
Mercedes Benz has decided to manufacture the GLA entry SUV in India. The company has doubled its
India assembly capacity to 20,000 units per annum.
Bayerische Motoren Werke AG’s (BMW), a Germany-based luxury car maker has announced that it will
procure components from seven pan India based auto parts makers.
Nissan Motor Co. is in discussions with the Government of India to bring electric and hybrid technologies
to India as the government is planning to reduce air pollution caused by automobiles.
Honda a Japanese two-wheeler motorcycle and scooter manufacturers India division (HMSI) has opened its
fourth and world’s largest scooter plant in Gujarat, initially set up to produce 600,000 scooters per annum is
to be scaled up to 1.2 million scooters per annum by mid-2016.
The world’s largest air bag suppliers Autoliv Inc, Takata Corp, TRW Automotive Inc and Toyoda Gosei Co
are planning on setting up plants and increasing its production capacity in India.
Mahindra Two Wheelers Limited (MTWL) recently acquired 51 per cent shares in France-based
automobile manufacturer Peugeot Motorcycles (PMTC).
2.4 Government Initiatives:
The Government of India is encouraging foreign direct investments (FDI) in the automobile sector and
allows 100 per cent FDI under the automatic routes. Some of the major initiatives taken by the Government
of India are as follows:
Mr. Nitin Gadkari, the Minister of Road Transport, Highways & Shipping has announced plans to set up a
separate independent Department for Transport, consisting of experts from the automobile sector to resolve
issues related to fuel technology, motor body specifications and fuel emissions, apart from the exports.
Government of India aims to make automobile manufacturing the main driver of ‘Make in India’ initiative,
as it expects passenger vehicles market to triple to 9.4 million units by 2026, as highlighted in the Auto
Mission Plan (AMP) 2016-26. In the Union budget of 2015-16, the Government has announced to provide
credit of Rs 850,000 crore (US$ 124.71 billion) to farmers, which is expected to boost the tractor segment
sales. Under the Auto Mission Plan (AMP) the
Government has the following goals:
Comprehensive and predictable policies to ensure Stability &Sustainability
Increase automobile exports from 35-40%, also indigenous R&D, Engineering as well as Manufacturing.
Creation of 65 million Jobs
Contribute 12% increase to GDP & 40% growth of manufacturing sector
Balance between Mobility, Environment protection & Affordability
The Government also plans to promote eco-friendly cars in the country e.g. CNG based vehicle, hybrid
vehicle, and electric vehicle and also made mandatory of 5 per cent ethanol blending in petrol. The
government has also formulated a Scheme for Faster Adoption and Manufacturing of Electric and Hybrid
P a g e
Another US-based car manufacturer Chrysler is planning to invest US$ 513.5 million (Rs 3,500 crore) in
Maharashtra, to manufacture the Jeep Grand Cherokee model.
Mercedes Benz has decided to manufacture the GLA entry SUV in India. The company has doubled its
India assembly capacity to 20,000 units per annum.
Bayerische Motoren Werke AG’s (BMW), a Germany-based luxury car maker has announced that it will
procure components from seven pan India based auto parts makers.
Nissan Motor Co. is in discussions with the Government of India to bring electric and hybrid technologies
to India as the government is planning to reduce air pollution caused by automobiles.
Honda a Japanese two-wheeler motorcycle and scooter manufacturers India division (HMSI) has opened its
fourth and world’s largest scooter plant in Gujarat, initially set up to produce 600,000 scooters per annum is
to be scaled up to 1.2 million scooters per annum by mid-2016.
The world’s largest air bag suppliers Autoliv Inc, Takata Corp, TRW Automotive Inc and Toyoda Gosei Co
are planning on setting up plants and increasing its production capacity in India.
Mahindra Two Wheelers Limited (MTWL) recently acquired 51 per cent shares in France-based
automobile manufacturer Peugeot Motorcycles (PMTC).
2.4 Government Initiatives:
The Government of India is encouraging foreign direct investments (FDI) in the automobile sector and
allows 100 per cent FDI under the automatic routes. Some of the major initiatives taken by the Government
of India are as follows:
Mr. Nitin Gadkari, the Minister of Road Transport, Highways & Shipping has announced plans to set up a
separate independent Department for Transport, consisting of experts from the automobile sector to resolve
issues related to fuel technology, motor body specifications and fuel emissions, apart from the exports.
Government of India aims to make automobile manufacturing the main driver of ‘Make in India’ initiative,
as it expects passenger vehicles market to triple to 9.4 million units by 2026, as highlighted in the Auto
Mission Plan (AMP) 2016-26. In the Union budget of 2015-16, the Government has announced to provide
credit of Rs 850,000 crore (US$ 124.71 billion) to farmers, which is expected to boost the tractor segment
sales. Under the Auto Mission Plan (AMP) the
Government has the following goals:
Comprehensive and predictable policies to ensure Stability &Sustainability
Increase automobile exports from 35-40%, also indigenous R&D, Engineering as well as Manufacturing.
Creation of 65 million Jobs
Contribute 12% increase to GDP & 40% growth of manufacturing sector
Balance between Mobility, Environment protection & Affordability
The Government also plans to promote eco-friendly cars in the country e.g. CNG based vehicle, hybrid
vehicle, and electric vehicle and also made mandatory of 5 per cent ethanol blending in petrol. The
government has also formulated a Scheme for Faster Adoption and Manufacturing of Electric and Hybrid
14 |
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Vehicles in India, under the National Electric Mobility Mission 2020 to encourage the introduction of
reliable, affordable and efficient electric and hybrid vehicles in the country. The Automobile Mission Plan
(AMP) for the period 2006–2016, designed by the government is aimed at accelerating and sustaining
growth in eco-friendly automobile sector.
2.5 Road Ahead:
India’s automotive industry is on road to become one of the most competitive in the world. It may not cover
100 per cent of technologies or components required to make a car, but it is giving a good 97 per cent, as
highlighted by Mr Vicent Cobee, the Corporate Vice-President of Nissan Motor’s Datsun. Leading
automobile manufacturer Maruti Suzuki expects the, Indian passenger car market to reach four million units
by 2020, up from 1.97 million units in the year 2014-15.
The Indian automobile sector has the potential to generate up to US$ 300 billion in annual revenue by 2026,
thereby creating 65 million additional jobs and contributing over 12 per cent to India’s Gross Domestic
Product (GDP), as per the Automotive Mission Plan 2016-26, which was prepared jointly by the Society of
Indian Automobile Manufacturers (SIAM) and the Indian Government.
39990
178700 200000
69000
436700
462500
62500
223300
295000
83200
183800
200000
84300
148500
183000
125100
445000
549000
0
200000
400000
600000
800000
1000000
1200000
1400000
1600000
1800000
2000000
FY 2015 FY 26 Base Case FY 26 Optimistic Case
AMP 2016-26
Component After Market Component Exports
OEM Exports OEM Value Addition
Component Exports2 System/Components In-house/Domestic
P a g e
Vehicles in India, under the National Electric Mobility Mission 2020 to encourage the introduction of
reliable, affordable and efficient electric and hybrid vehicles in the country. The Automobile Mission Plan
(AMP) for the period 2006–2016, designed by the government is aimed at accelerating and sustaining
growth in eco-friendly automobile sector.
2.5 Road Ahead:
India’s automotive industry is on road to become one of the most competitive in the world. It may not cover
100 per cent of technologies or components required to make a car, but it is giving a good 97 per cent, as
highlighted by Mr Vicent Cobee, the Corporate Vice-President of Nissan Motor’s Datsun. Leading
automobile manufacturer Maruti Suzuki expects the, Indian passenger car market to reach four million units
by 2020, up from 1.97 million units in the year 2014-15.
The Indian automobile sector has the potential to generate up to US$ 300 billion in annual revenue by 2026,
thereby creating 65 million additional jobs and contributing over 12 per cent to India’s Gross Domestic
Product (GDP), as per the Automotive Mission Plan 2016-26, which was prepared jointly by the Society of
Indian Automobile Manufacturers (SIAM) and the Indian Government.
39990
178700 200000
69000
436700
462500
62500
223300
295000
83200
183800
200000
84300
148500
183000
125100
445000
549000
0
200000
400000
600000
800000
1000000
1200000
1400000
1600000
1800000
2000000
FY 2015 FY 26 Base Case FY 26 Optimistic Case
AMP 2016-26
Component After Market Component Exports
OEM Exports OEM Value Addition
Component Exports2 System/Components In-house/Domestic
15 |
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3.About Tata Motors Ltd:
Tata locomotive and Engineering company (TELCO) was established in 1945. Its first manufacturing
centre was an old abandoned workshop of East Indian Railway located in Jamshedpur. Telco’s rise began
with its collaboration with Daimler-Benz in 1954, for manufacturing MCV’s. In 1961 Telco registered its
first international export to Ceylon now known as SRI-LANKA. IN 1966 Tata set up its first ever Research
and development facility in Pune India. In 196 Tata Motors Limited was brought under the Tata Group
umbrella. In 1986 Tata launched its first LCV 407 and thus by 1988-89 one of every three LCV’s in India
belonged to TATA. In 1988 Under the leadership of Jam shed Ji, Tata entered the passenger vehicle
segment by launching India’s first indigenously built pick up 207, which later on became the base for
India’s first Sports Utility Vehicle (SUV) TATA SIERRA & ESTATE. 1998 under the leadership of Mr.
Ratan Tata, Tata Motors launched its first indigenously built passenger car TATA Indicia. In 2004 Tata
Acquired South Korean commercial Vehicles company Daewoo, which led to the launch of the TATA
NOVUS vehicles under TDCV which in turn led to its listing in New York Stock Exchange (NYSE). In
2005 TATA entered the small commercial vehicle segment (SCV) with the launch of TATA ACE-Chota
Hathi (0.6-tons), Tata Motor’s also started a joint Venture with Fiat Group based out of Ranjangaon to
produce both Fiat and Tata cars as well as Fiat Power Trains. In 2006 Tata collaborated with Brazilian bus
maker MARCOPOLO to manufacture fully built busses and coaches.2008 was considered a historic year as
RATAN TATA bought Jaguar-Land Rover from Ford and also launched the WORLD’s Cheapest Car
“TATA NANO”. In 2009 Tata acquired full ownership of Hispano Carrocera and the Lucknow based
TATA plant was awarded with the “Rajiv Gandhi National Quality Award”. 2010 Tata acquired 80% stake
in Italian design and engineering company TRILIX and opened its new plant in Sanand, Gujarat. In 2012
TML Signed a collaboration with the DRDO to invest 600 crores in development of futuristic infantry
combat vehicles. Tata also launched the T1 Prima Truck Racing Championship at the Buddh International
circuit, New Delhi, which is held every month. In 2015 Tata announced football sensation and Argentinian
Football Player Lionel Messi as the brand ambassador of its passenger vehicles globally, also made
automotive history with the launch of the new Jaguar XE in the United Kingdom
Today Tata Motors Limited (TML) is an Indian multinational automotive manufacturing company,
headquartered in Mumbai, Maharashtra, India, and a subsidiary of the Tata Group. Tata Motors Limited, is
a USD 42 billion organisation, and is one of the world’s leading global automobile manufacturer with a
portfolio that covers a wide range of cars, sports vehicles, buses, trucks and defence vehicles. TML’s
marquee can be found on and off-road in over 175 countries around the globe.
P a g e
3.About Tata Motors Ltd:
Tata locomotive and Engineering company (TELCO) was established in 1945. Its first manufacturing
centre was an old abandoned workshop of East Indian Railway located in Jamshedpur. Telco’s rise began
with its collaboration with Daimler-Benz in 1954, for manufacturing MCV’s. In 1961 Telco registered its
first international export to Ceylon now known as SRI-LANKA. IN 1966 Tata set up its first ever Research
and development facility in Pune India. In 196 Tata Motors Limited was brought under the Tata Group
umbrella. In 1986 Tata launched its first LCV 407 and thus by 1988-89 one of every three LCV’s in India
belonged to TATA. In 1988 Under the leadership of Jam shed Ji, Tata entered the passenger vehicle
segment by launching India’s first indigenously built pick up 207, which later on became the base for
India’s first Sports Utility Vehicle (SUV) TATA SIERRA & ESTATE. 1998 under the leadership of Mr.
Ratan Tata, Tata Motors launched its first indigenously built passenger car TATA Indicia. In 2004 Tata
Acquired South Korean commercial Vehicles company Daewoo, which led to the launch of the TATA
NOVUS vehicles under TDCV which in turn led to its listing in New York Stock Exchange (NYSE). In
2005 TATA entered the small commercial vehicle segment (SCV) with the launch of TATA ACE-Chota
Hathi (0.6-tons), Tata Motor’s also started a joint Venture with Fiat Group based out of Ranjangaon to
produce both Fiat and Tata cars as well as Fiat Power Trains. In 2006 Tata collaborated with Brazilian bus
maker MARCOPOLO to manufacture fully built busses and coaches.2008 was considered a historic year as
RATAN TATA bought Jaguar-Land Rover from Ford and also launched the WORLD’s Cheapest Car
“TATA NANO”. In 2009 Tata acquired full ownership of Hispano Carrocera and the Lucknow based
TATA plant was awarded with the “Rajiv Gandhi National Quality Award”. 2010 Tata acquired 80% stake
in Italian design and engineering company TRILIX and opened its new plant in Sanand, Gujarat. In 2012
TML Signed a collaboration with the DRDO to invest 600 crores in development of futuristic infantry
combat vehicles. Tata also launched the T1 Prima Truck Racing Championship at the Buddh International
circuit, New Delhi, which is held every month. In 2015 Tata announced football sensation and Argentinian
Football Player Lionel Messi as the brand ambassador of its passenger vehicles globally, also made
automotive history with the launch of the new Jaguar XE in the United Kingdom
Today Tata Motors Limited (TML) is an Indian multinational automotive manufacturing company,
headquartered in Mumbai, Maharashtra, India, and a subsidiary of the Tata Group. Tata Motors Limited, is
a USD 42 billion organisation, and is one of the world’s leading global automobile manufacturer with a
portfolio that covers a wide range of cars, sports vehicles, buses, trucks and defence vehicles. TML’s
marquee can be found on and off-road in over 175 countries around the globe.
16 |
P a g e
Tata Motors is a part of the Tata group which was founded by Jam shed Ji Tata in 1868, It has a net worth
of $ 100 billion. Sustainability and the spirit of ‘giving back to society’ are the core philosophies and good
corporate citizenship is strongly embedded in Tata Groups DNA. Tata promises to bring its customers a
legacy of proven leadership with respect to customer-centricity and technology. Tata is driving the
transformation of the Indian commercial vehicle landscape by offering customers leading edge auto
technologies, packaged for power performances and lowest life-cycle costs. Tata motor designs its vehicles
for Performance, Superior comfort, Reliability, & Connectivity. Tata Motors is able to stay at the forefront
of the market because of its focus to be future-ready and they have a very vast pipeline of tech-enabled
products ready for use and also under development and undergoing constant research. Tata Motor’s has its
R&D and design centres located in India, Italy, UK and South-Korea whose sole purpose is to strive to
innovate new products that deliver higher performances at such scale that it will fire up the imaginations of
Next-Generation of customers. Even though Tata Motors today is a globally dispersed organisation, there is
one factor that not only energises but also drives all our people and our activities, that is Tata’s mission “To
be passionate in anticipating and providing the best vehicles and experiences that excite our customers
globally”.
Tata Motors is also the world’s fourth largest bus manufacturer. Tata Motor’s Limited had a consolidated
total revenue of Rs. 41,405.75 crores in the financial year of 2014-15. Tata Motor’s has been performing
exceedingly well in commercial Vehicle segment and is the crown holder in the Commercial Vehicles
Segment in India as well. The Passenger Vehicles segment has Tata Motors as one of the top players. Tata
is also an award winner in compact, midsize car and utility vehicle segments as well. Tata motors is present
in across 175 countries. It also has assembly operations based in U.K, Thailand, South Africa, South Korea
and Indonesia. Tata Motor’s also has franchise/joint venture assembly operations based in Bangladesh,
Ukraine and Senegal.
Tata Motor’s is very well known for its innovations, such as India’s first Light Commercial Vehicle was
developed by Tata Motor’s and Tata is also known for manufacturing India’s first sports utility vehicle
(SUV) which is the most dominant among utility vehicles. Tata also released India’s first fully indigenous
passenger car, as well as it also created new segments with its mini trucks and small cars. Tata Motor’s has
a huge product range starting from a 0.6-ton small commercial vehicle to a 49-ton Heavy vehicle and from
a 5 seater passenger vehicle to an 8 seater Passenger vehicle, it has 56 different business segments. Such as
P a g e
Tata Motors is a part of the Tata group which was founded by Jam shed Ji Tata in 1868, It has a net worth
of $ 100 billion. Sustainability and the spirit of ‘giving back to society’ are the core philosophies and good
corporate citizenship is strongly embedded in Tata Groups DNA. Tata promises to bring its customers a
legacy of proven leadership with respect to customer-centricity and technology. Tata is driving the
transformation of the Indian commercial vehicle landscape by offering customers leading edge auto
technologies, packaged for power performances and lowest life-cycle costs. Tata motor designs its vehicles
for Performance, Superior comfort, Reliability, & Connectivity. Tata Motors is able to stay at the forefront
of the market because of its focus to be future-ready and they have a very vast pipeline of tech-enabled
products ready for use and also under development and undergoing constant research. Tata Motor’s has its
R&D and design centres located in India, Italy, UK and South-Korea whose sole purpose is to strive to
innovate new products that deliver higher performances at such scale that it will fire up the imaginations of
Next-Generation of customers. Even though Tata Motors today is a globally dispersed organisation, there is
one factor that not only energises but also drives all our people and our activities, that is Tata’s mission “To
be passionate in anticipating and providing the best vehicles and experiences that excite our customers
globally”.
Tata Motors is also the world’s fourth largest bus manufacturer. Tata Motor’s Limited had a consolidated
total revenue of Rs. 41,405.75 crores in the financial year of 2014-15. Tata Motor’s has been performing
exceedingly well in commercial Vehicle segment and is the crown holder in the Commercial Vehicles
Segment in India as well. The Passenger Vehicles segment has Tata Motors as one of the top players. Tata
is also an award winner in compact, midsize car and utility vehicle segments as well. Tata motors is present
in across 175 countries. It also has assembly operations based in U.K, Thailand, South Africa, South Korea
and Indonesia. Tata Motor’s also has franchise/joint venture assembly operations based in Bangladesh,
Ukraine and Senegal.
Tata Motor’s is very well known for its innovations, such as India’s first Light Commercial Vehicle was
developed by Tata Motor’s and Tata is also known for manufacturing India’s first sports utility vehicle
(SUV) which is the most dominant among utility vehicles. Tata also released India’s first fully indigenous
passenger car, as well as it also created new segments with its mini trucks and small cars. Tata Motor’s has
a huge product range starting from a 0.6-ton small commercial vehicle to a 49-ton Heavy vehicle and from
a 5 seater passenger vehicle to an 8 seater Passenger vehicle, it has 56 different business segments. Such as
17 |
P a g e
entry level cars like Nano, hatchbacks -Indica, Sedans-Zest and a different range of utility and commercial
vehicles -Ace, Xenon, Prima Trucks in India. Tata Motor’s also has its operations based out of U.K, South
Korea, Thailand, South Africa and Indonesia. Tata Motor’s commercial vehicles and passenger vehicles are
already being marketed throughout Europe, Africa, the Middle East, South East Asia, South America, CIS
and Russia.
Tata Motor’s already has and still is investing heavily into R&D in order to keep up with the modernizing
and birth of high tech products. Its Engineering research division was established in 1996. It consists of
about 4,500 engineers, scientists and technicians. Today Tata Motor’s has R&D centres in Pune,
Jamshedpur, Lucknow and Dharwad in India, as well as in South Korea, Italy, Spain and U.K.
Tata Motors was listed on the New York stock exchange in September of 2004 and hence Tata Motors has
emerged as an international automobile company. Tata Motor’s also has subsidiaries and associate
companies. Some of which such as Jaguar, Land Rover are very prominent acquisitions. Tata Motor’s also
formed a 51:49 joint venture with Brazil-based Marcopolo which is already a global leader for body-
building of buses and coaches. The Marcopolo plant is located in Dharwad. In 2005 Tata Motor’s has a
joint Venture with Fiat Group Automobiles based out of its factory in Ranjangaon to produce both Fiat and
Tata cars as well as Fiat Power Trains. In 2004, Tata Motor’s has acquisitions like Daewoo commercial
vehicles Company, South Korea’s 2nd largest truck maker.
TML also has keen interest in developing environmental friendly technologies in emissions and alternative
fuels as a result of which electric and hybrid vehicles both for personal and public transportation have
evolved. TML is committed to improving the quality of life of communities by working on four thrust areas
– employability, education, health and environment.
3.1 Details of the plant locations are depicted below
Jharkhand Jamshedpur M&HCV
P a g e
entry level cars like Nano, hatchbacks -Indica, Sedans-Zest and a different range of utility and commercial
vehicles -Ace, Xenon, Prima Trucks in India. Tata Motor’s also has its operations based out of U.K, South
Korea, Thailand, South Africa and Indonesia. Tata Motor’s commercial vehicles and passenger vehicles are
already being marketed throughout Europe, Africa, the Middle East, South East Asia, South America, CIS
and Russia.
Tata Motor’s already has and still is investing heavily into R&D in order to keep up with the modernizing
and birth of high tech products. Its Engineering research division was established in 1996. It consists of
about 4,500 engineers, scientists and technicians. Today Tata Motor’s has R&D centres in Pune,
Jamshedpur, Lucknow and Dharwad in India, as well as in South Korea, Italy, Spain and U.K.
Tata Motors was listed on the New York stock exchange in September of 2004 and hence Tata Motors has
emerged as an international automobile company. Tata Motor’s also has subsidiaries and associate
companies. Some of which such as Jaguar, Land Rover are very prominent acquisitions. Tata Motor’s also
formed a 51:49 joint venture with Brazil-based Marcopolo which is already a global leader for body-
building of buses and coaches. The Marcopolo plant is located in Dharwad. In 2005 Tata Motor’s has a
joint Venture with Fiat Group Automobiles based out of its factory in Ranjangaon to produce both Fiat and
Tata cars as well as Fiat Power Trains. In 2004, Tata Motor’s has acquisitions like Daewoo commercial
vehicles Company, South Korea’s 2nd largest truck maker.
TML also has keen interest in developing environmental friendly technologies in emissions and alternative
fuels as a result of which electric and hybrid vehicles both for personal and public transportation have
evolved. TML is committed to improving the quality of life of communities by working on four thrust areas
– employability, education, health and environment.
3.1 Details of the plant locations are depicted below
Jharkhand Jamshedpur M&HCV
18 |
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Uttar
Pradesh
Lucknow
Busses &
Commercial
Vehicles
Uttarakhand Pantnagar
Ace,Super
Ace,Magic,Ventura
Maharastra Pune
Passenger
& xenon
Vehicles
Karnataka Dharwad
Ace &
Other Scv'S
P a g e
Uttar
Pradesh
Lucknow
Busses &
Commercial
Vehicles
Uttarakhand Pantnagar
Ace,Super
Ace,Magic,Ventura
Maharastra Pune
Passenger
& xenon
Vehicles
Karnataka Dharwad
Ace &
Other Scv'S
19 |
P a g e
3.2 Tata Motto
The Tata strongly believes in maintaining its values. Which can be found in its portfolios and pamphlets
and is something every Tata employee says with his head held high
Mission:
Tata Motor’s mission is to be passionate in anticipating and providing the best and latest vehicles and
experiences that excites our customers globally.
Vision:
Tata Motor’s strongly believes in one team, one vision. TML’s vision is to become the most desired
company for its customers, employees, business partners and shareholders so that they enjoy the experience
and value the journey being with them.
Culture:
Tata Motors wants to be accountable to its customers by producing best in class products. Hence they are
focused on customer need and fulfil those ideas with excellence as well as speed.
Values:
Tata Motors values consists of Customer Inclusion, Integrity, Accountability, Innovation, Environment
concern, Excellence & agility
Thus we can summarize Tata’s core values as
Gujarat Sanannd Nano
P a g e
3.2 Tata Motto
The Tata strongly believes in maintaining its values. Which can be found in its portfolios and pamphlets
and is something every Tata employee says with his head held high
Mission:
Tata Motor’s mission is to be passionate in anticipating and providing the best and latest vehicles and
experiences that excites our customers globally.
Vision:
Tata Motor’s strongly believes in one team, one vision. TML’s vision is to become the most desired
company for its customers, employees, business partners and shareholders so that they enjoy the experience
and value the journey being with them.
Culture:
Tata Motors wants to be accountable to its customers by producing best in class products. Hence they are
focused on customer need and fulfil those ideas with excellence as well as speed.
Values:
Tata Motors values consists of Customer Inclusion, Integrity, Accountability, Innovation, Environment
concern, Excellence & agility
Thus we can summarize Tata’s core values as
Gujarat Sanannd Nano
20 |
P a g e
In the automobile sector, there are different vehicles available for different applications starting from small
scale passenger vehicles to large scale commercial vehicles. Thus, depending on the application, Tata
motors has divided its automobile business into two different business units. One is Passenger vehicle
business unit and the other is Commercial Vehicle business unit.
These business units have been further classified into different classes depending upon the requirement of
the customer. Line of business of Tata motors is clearly described in the hierarchy shown.
TATA
MOTORS
Mission
Be passionate in
providing best
vehicle experience
to customers
globally
Value
Integrity
Accountablity
Innovation
Vision
Customeer
admiration as well
as every employee
Culture
Accountablity
excellence & speed
P a g e
In the automobile sector, there are different vehicles available for different applications starting from small
scale passenger vehicles to large scale commercial vehicles. Thus, depending on the application, Tata
motors has divided its automobile business into two different business units. One is Passenger vehicle
business unit and the other is Commercial Vehicle business unit.
These business units have been further classified into different classes depending upon the requirement of
the customer. Line of business of Tata motors is clearly described in the hierarchy shown.
TATA
MOTORS
Mission
Be passionate in
providing best
vehicle experience
to customers
globally
Value
Integrity
Accountablity
Innovation
Vision
Customeer
admiration as well
as every employee
Culture
Accountablity
excellence & speed
21 |
P a g e
3.3 Line of Business:
TATA MOTORS
Commercial Vehicle
Buisness Unit (C.V.B.U.)
SCV CARGO
SCV PASSENGER
LCV TRUCKS
IMCV CARGO
MHCV CONSTRUCT
BUISNESS VAN
HCV CARGO
Passenger Vehicle
Buisness Unit
(P.V.B.U.)
UTILITY VEHICLES
PASSENGER
CARS/NANO
JAGUAR/LAND
ROVER
P a g e
3.3 Line of Business:
TATA MOTORS
Commercial Vehicle
Buisness Unit (C.V.B.U.)
SCV CARGO
SCV PASSENGER
LCV TRUCKS
IMCV CARGO
MHCV CONSTRUCT
BUISNESS VAN
HCV CARGO
Passenger Vehicle
Buisness Unit
(P.V.B.U.)
UTILITY VEHICLES
PASSENGER
CARS/NANO
JAGUAR/LAND
ROVER
22 |
P a g e
3.4 Commercial Vehicle Business Unit:
It’s one of the divisions of Tata Motors which is used mainly for business purposes.
It has the following sub divisions.
Small Commercial Vehicles Cargo (SCV Cargo): These are the vehicles which are used for
transportation of small scale goods like vegetables and FMCG products. These vehicles has a GVW (Gross
Vehicle Weight) of 0.6 ton to tons. Tata Ace, Super Ace mint and Tata Xenon are some of the products in
this segment.
Small Commercial Vehicles Passenger (SCV Passenger): SCV passenger vehicles are those which are
used for public transport. Magic and Iris are the products available in this segment.
Light commercial vehicles (LCV): LCV’s are the vehicles that are used for the purpose of carriage of
goods. Minibuses are derived from light commercial vehicles are used for the purpose of transportation of
passengers. The LCV’s comprise of more than eight seats with an additional seat for the driver. These
vehicles have a maximum mass 7.5 tons and a minimum of 4 tons.
Intermediate Commercial Vehicles (ICV): These vehicles bridge the gap between LCV and MCV with
the Gross Vehicle Weight (GVW). They range from 8 to 12 tons.
Medium Commercial Vehicles (MCV): These are the trucks ranging from 13 to 15 ton GVW (Gross
Vehicle Weight). The MCV’s are particularly meant to be applicable in transport and logistics.
Heavy Commercial Vehicles (HCV): HCV’S are the vehicles that are intended for the purpose of carrying
goods and are also used in coal mines and other construction purpose materials. These vehicles include
tractors designed for towing semi-trailers.
63%
23%
7%
7%
Sales
TATA
MOTORS
ASHOK
LEYLAND
EICHER
MOTORS
OTHERS
P a g e
3.4 Commercial Vehicle Business Unit:
It’s one of the divisions of Tata Motors which is used mainly for business purposes.
It has the following sub divisions.
Small Commercial Vehicles Cargo (SCV Cargo): These are the vehicles which are used for
transportation of small scale goods like vegetables and FMCG products. These vehicles has a GVW (Gross
Vehicle Weight) of 0.6 ton to tons. Tata Ace, Super Ace mint and Tata Xenon are some of the products in
this segment.
Small Commercial Vehicles Passenger (SCV Passenger): SCV passenger vehicles are those which are
used for public transport. Magic and Iris are the products available in this segment.
Light commercial vehicles (LCV): LCV’s are the vehicles that are used for the purpose of carriage of
goods. Minibuses are derived from light commercial vehicles are used for the purpose of transportation of
passengers. The LCV’s comprise of more than eight seats with an additional seat for the driver. These
vehicles have a maximum mass 7.5 tons and a minimum of 4 tons.
Intermediate Commercial Vehicles (ICV): These vehicles bridge the gap between LCV and MCV with
the Gross Vehicle Weight (GVW). They range from 8 to 12 tons.
Medium Commercial Vehicles (MCV): These are the trucks ranging from 13 to 15 ton GVW (Gross
Vehicle Weight). The MCV’s are particularly meant to be applicable in transport and logistics.
Heavy Commercial Vehicles (HCV): HCV’S are the vehicles that are intended for the purpose of carrying
goods and are also used in coal mines and other construction purpose materials. These vehicles include
tractors designed for towing semi-trailers.
63%
23%
7%
7%
Sales
TATA
MOTORS
ASHOK
LEYLAND
EICHER
MOTORS
OTHERS
23 |
P a g e
Vehicles with GVW greater than 16 ton come under HCV segment. HCV is further segmented into Cargo
and Construct segments depending on the application requirement. Construct vehicles are used for carriage
of goods application.
Buses and coaches: These vehicles are used for the transporting purpose of passengers. It comprises of
more than eight seats with an additional seat allotted for the driver. These vehicles have a maximum mass
higher that the limit of light commercial vehicles. The range starts from 3.5and stretches to 7 ton. Products
which come under this category are Ultra bus, Winger and Venture.
3.5 HIERARCHY OF TATA MOTORS :
Executive Hierarchy
Office Hierarchy:
Mr. Cyrus P Mistry
(Chairman & Non
executive director)
Mr. Ravindra
Pisharody
(Executive Director)
CV's
Mr. C Ramkrishnan
(President & Cfo)
Mr. Mayank Pareek
(President P.V.B.U)
Mr. Satish B
Borwamkar
(Quality)
Dr. Timothy Leverton
(President & Head)
advanced &
ProductEngg
Mr Gajendra
Chandell( chief Hr
Officer)
P a g e
Vehicles with GVW greater than 16 ton come under HCV segment. HCV is further segmented into Cargo
and Construct segments depending on the application requirement. Construct vehicles are used for carriage
of goods application.
Buses and coaches: These vehicles are used for the transporting purpose of passengers. It comprises of
more than eight seats with an additional seat allotted for the driver. These vehicles have a maximum mass
higher that the limit of light commercial vehicles. The range starts from 3.5and stretches to 7 ton. Products
which come under this category are Ultra bus, Winger and Venture.
3.5 HIERARCHY OF TATA MOTORS :
Executive Hierarchy
Office Hierarchy:
Mr. Cyrus P Mistry
(Chairman & Non
executive director)
Mr. Ravindra
Pisharody
(Executive Director)
CV's
Mr. C Ramkrishnan
(President & Cfo)
Mr. Mayank Pareek
(President P.V.B.U)
Mr. Satish B
Borwamkar
(Quality)
Dr. Timothy Leverton
(President & Head)
advanced &
ProductEngg
Mr Gajendra
Chandell( chief Hr
Officer)
24 |
P a g e
The Channel partners i.e. the Dealers report to Area Office. All the Area Offices are required to report to
the Regional Office of their respective regions. A state can have any number of Area Offices. As a final call
all the Region Offices will have to report to the Head Quarters which is located in Mumbai. All these
offices will support each other for a better performance.
Horizon-next is a key Initiative that is taken by Tata Motors Limited. It is based on the philosophy “best in
class offerings”. Horizon Next is a merge of unmatched global styling, aesthetics with enhanced comfort
and productivity, there by pushing the performance further. It’s basically a customer focused strategy to
provide the best customer experience with best vehicle experience. This strategy has four pillars; they are as
follows:
Intense Product Focused
Focus on World Class Manufacturing
Enriched Customer Purchase Experience and
Consistent Quality Service
In the current Scenario, the thirst for knowledge is exponentially increasing and so is the competition. Thus
every company is entering into each and every segment possible to sustain the competition. Every company
is trying to take advantage of other company’s product by finding out the weakness and pitch itself and
that’s exactly how the Tata’s are bringing new products into existence. Tata Motors mainly has three
divisions i.e. Economic, Popular and Premium models in all of its product lines. They actually make sure
that they have a product to tap customers of all segments.
“The purpose of business is to create a customer and keep a customer” and to do so continuous innovation of
the existing as well as new product should take place. Customers have to be created depending on the
application of the Product. Once a customer is created, sustaining him is a very difficult Task which has to
be done very tactically. In an industry like Automobiles once a wrong step is taken, competition grabs your
market it takes many years to get back to your own platform. This whole concept is more like a race in
Head
Quarters
(Mumbai)
Regional Office 1
Area Office 1
Dealer 1 Dealer 2
Area Office 2
Dealer X
Regional Office 2
Area Office 1
Dealer Y
P a g e
The Channel partners i.e. the Dealers report to Area Office. All the Area Offices are required to report to
the Regional Office of their respective regions. A state can have any number of Area Offices. As a final call
all the Region Offices will have to report to the Head Quarters which is located in Mumbai. All these
offices will support each other for a better performance.
Horizon-next is a key Initiative that is taken by Tata Motors Limited. It is based on the philosophy “best in
class offerings”. Horizon Next is a merge of unmatched global styling, aesthetics with enhanced comfort
and productivity, there by pushing the performance further. It’s basically a customer focused strategy to
provide the best customer experience with best vehicle experience. This strategy has four pillars; they are as
follows:
Intense Product Focused
Focus on World Class Manufacturing
Enriched Customer Purchase Experience and
Consistent Quality Service
In the current Scenario, the thirst for knowledge is exponentially increasing and so is the competition. Thus
every company is entering into each and every segment possible to sustain the competition. Every company
is trying to take advantage of other company’s product by finding out the weakness and pitch itself and
that’s exactly how the Tata’s are bringing new products into existence. Tata Motors mainly has three
divisions i.e. Economic, Popular and Premium models in all of its product lines. They actually make sure
that they have a product to tap customers of all segments.
“The purpose of business is to create a customer and keep a customer” and to do so continuous innovation of
the existing as well as new product should take place. Customers have to be created depending on the
application of the Product. Once a customer is created, sustaining him is a very difficult Task which has to
be done very tactically. In an industry like Automobiles once a wrong step is taken, competition grabs your
market it takes many years to get back to your own platform. This whole concept is more like a race in
Head
Quarters
(Mumbai)
Regional Office 1
Area Office 1
Dealer 1 Dealer 2
Area Office 2
Dealer X
Regional Office 2
Area Office 1
Dealer Y
25 |
P a g e
which only companies who believe in continuous innovation and follow it will continue to stay in the race,
the rest will give up after reaching a saturation point.
This is exactly how a company fights, strives hard to stay in the race and at the gains a huge market shares
there by becoming a market leader. The race does not end once the needs of customer are satisfied, then
marketing and Selling comes into picture. Marketing is process which starts from making the customer
aware about your product to making the customer purchase it. Selling is a part of marketing.
While selling a product, one should also keep in mind the benefits that are offered by the competition. This
process is termed as competitive selling. In the process of competitive selling it is very important to
Know your company
Know your competition
Know basics of the product and
Know your principle
Competitive selling consists of the following steps:
1. Taking appointment/ meeting the customer
2. Preparing
3. Creating interest
4. Understanding
5. Presenting
6. Communicating business value
7. Handling objections
8. Negotiating
9. Assisting finance
10. Taking delivery
11. Delivering
12. Post sales follow up
1. Taking appointment/ meeting the customer:
Time is the very precious for everyone, once spent you can’t repent later. So is the case with a both the
customer and sales person. So meeting a customer at right time and in right place becomes very important.
It is proved through many surveys that meeting customer after taking an appointment will fetch better
results. Without any prior intimation, the customer will be least bothered to make time for a sales
person/marketer
.
2. Preparing:
P a g e
which only companies who believe in continuous innovation and follow it will continue to stay in the race,
the rest will give up after reaching a saturation point.
This is exactly how a company fights, strives hard to stay in the race and at the gains a huge market shares
there by becoming a market leader. The race does not end once the needs of customer are satisfied, then
marketing and Selling comes into picture. Marketing is process which starts from making the customer
aware about your product to making the customer purchase it. Selling is a part of marketing.
While selling a product, one should also keep in mind the benefits that are offered by the competition. This
process is termed as competitive selling. In the process of competitive selling it is very important to
Know your company
Know your competition
Know basics of the product and
Know your principle
Competitive selling consists of the following steps:
1. Taking appointment/ meeting the customer
2. Preparing
3. Creating interest
4. Understanding
5. Presenting
6. Communicating business value
7. Handling objections
8. Negotiating
9. Assisting finance
10. Taking delivery
11. Delivering
12. Post sales follow up
1. Taking appointment/ meeting the customer:
Time is the very precious for everyone, once spent you can’t repent later. So is the case with a both the
customer and sales person. So meeting a customer at right time and in right place becomes very important.
It is proved through many surveys that meeting customer after taking an appointment will fetch better
results. Without any prior intimation, the customer will be least bothered to make time for a sales
person/marketer
.
2. Preparing:
26 |
P a g e
Preparation is required to crack any exam. For a sales person meeting the customer is treating equal to an
exam. Thus preparation is the most essential tool for success. Understanding the customer’s nature of
business will also help in creating a brand image in thee customers mind. In fact this exercise has to done
before meeting the customer. One also requires to know the weakness of the competition so that he can
pitch his product accordingly
3. Creating Interest:
The most critical part of a sale lies in creating interest about the product in the mind of the customer. Why
would any customer want to talk to a sales person wasting his personal time?
A customer would tend to show interest only if he thinks he would gain some additional advantage in
investing his valuable time on you. A sale persons dressing, behaviour, etiquette also do matter in this
stage.
4 Understanding:
Analysing the most important and preferred need of the customer takes place in this stage. If done on
priority basis the result would be more effective. This will actually help him crack the deal
.
Presenting:
Basing on the needs of the customer, the sales person has to present the product. How much you explain
does not matter, how well you explain actually matters. It is not a compulsion that one has to explain all the
specifications of the product to a customer. It is necessary to explain the points which are of most high
priority to the customer which can actually create a difference to him. This will help in creating more
interest about the product in the mind of the customer.
Communicating Business Value:
After understanding the touch points of the customer and presenting them to him, communicating the
benefit he fetches from the product is very much essential. The customer has the right to know if he is
spending on the product is worthy or not. It is the sales person’s responsibility to communicate the value. It
is quite obvious that the customer purchases a product for adding value to his existing business
communicating the business is very essential.
Handling Objections:
It’s quite natural that objections would be raised by the customer while executing a deal. Handling these
objections is the responsibility of a sales person. Closing of a deal depends on the smartness of the Sales
person
Objections can be of two types. They are as follows
Non Price Objections:
Non Price Objections are the ones in which the customer may have objections regarding the specifications
of the product. The customer might complain that the other company is offering a much better feature in the
product so the sales person needs to handle these situations by making the customer aware of his need and
how good the product exactly fits to his requirement
.
Price objections:
P a g e
Preparation is required to crack any exam. For a sales person meeting the customer is treating equal to an
exam. Thus preparation is the most essential tool for success. Understanding the customer’s nature of
business will also help in creating a brand image in thee customers mind. In fact this exercise has to done
before meeting the customer. One also requires to know the weakness of the competition so that he can
pitch his product accordingly
3. Creating Interest:
The most critical part of a sale lies in creating interest about the product in the mind of the customer. Why
would any customer want to talk to a sales person wasting his personal time?
A customer would tend to show interest only if he thinks he would gain some additional advantage in
investing his valuable time on you. A sale persons dressing, behaviour, etiquette also do matter in this
stage.
4 Understanding:
Analysing the most important and preferred need of the customer takes place in this stage. If done on
priority basis the result would be more effective. This will actually help him crack the deal
.
Presenting:
Basing on the needs of the customer, the sales person has to present the product. How much you explain
does not matter, how well you explain actually matters. It is not a compulsion that one has to explain all the
specifications of the product to a customer. It is necessary to explain the points which are of most high
priority to the customer which can actually create a difference to him. This will help in creating more
interest about the product in the mind of the customer.
Communicating Business Value:
After understanding the touch points of the customer and presenting them to him, communicating the
benefit he fetches from the product is very much essential. The customer has the right to know if he is
spending on the product is worthy or not. It is the sales person’s responsibility to communicate the value. It
is quite obvious that the customer purchases a product for adding value to his existing business
communicating the business is very essential.
Handling Objections:
It’s quite natural that objections would be raised by the customer while executing a deal. Handling these
objections is the responsibility of a sales person. Closing of a deal depends on the smartness of the Sales
person
Objections can be of two types. They are as follows
Non Price Objections:
Non Price Objections are the ones in which the customer may have objections regarding the specifications
of the product. The customer might complain that the other company is offering a much better feature in the
product so the sales person needs to handle these situations by making the customer aware of his need and
how good the product exactly fits to his requirement
.
Price objections:
27 |
P a g e
Price objections are the ones in which the customer might directly say that the product is costlier than that of
the competition. In such cases the perception that good things come at expensive prices has to be used.
Negotiating:
Negotiations will be basically done with the customer basing on his price objections. Immense care has to
be taken that the customer is satisfied with the final price so that he does not spread a negative word of
mouth.
9. Assisting Finance:
In case of products with higher initial investment, the marketer has to provide the customer with various
financing options. The role of bankers will come in this stage.
1. Taking Order:
In this stage details like delivery time, delivery place, quantity and the type of delivery are jotted down by
consulting the customer. Later a follow up also has to be done to check if the customer has received the
product according to his requirements.
11. Delivering:
In this stage the customer’s order is delivered to him with great care. Care should be taken that defected
product or due to transportation the product gets damaged as this again will lead to dissatisfaction and
negative word of mouth
.
12. Post Sale Follow-Up:
The responsibility of a sales person does not end by completion of selling and delivering. Post purchase
support should be provided to the customer every now and then. Experiencing such follow up the customer
gets satisfied to a great extent. It is very difficult to bring in a new customer, so practices such as Post sale
follow up will actually help in sustain an existing customer Thus, after sale support will lead to build a
strong relationship between the customer and the sales person. Post sale follow up will also fetch a positive
word of mouth and will build good brand Image.
Executing the twelve steps of competitive selling properly will help in converting a customer who is in
prospect stage to final stage. Hence understanding the Sales process is very essential.
3.6 Sales Process of Tata Motors:
Tata Motors Limited has designed a Sales process especially for their company. It consists of four steps
which are as follows
C0 - Prospect customers
C1 - Interested towards our brand
C2 - Customer who gives financial commitment
C3 – Retail customer
P a g e
Price objections are the ones in which the customer might directly say that the product is costlier than that of
the competition. In such cases the perception that good things come at expensive prices has to be used.
Negotiating:
Negotiations will be basically done with the customer basing on his price objections. Immense care has to
be taken that the customer is satisfied with the final price so that he does not spread a negative word of
mouth.
9. Assisting Finance:
In case of products with higher initial investment, the marketer has to provide the customer with various
financing options. The role of bankers will come in this stage.
1. Taking Order:
In this stage details like delivery time, delivery place, quantity and the type of delivery are jotted down by
consulting the customer. Later a follow up also has to be done to check if the customer has received the
product according to his requirements.
11. Delivering:
In this stage the customer’s order is delivered to him with great care. Care should be taken that defected
product or due to transportation the product gets damaged as this again will lead to dissatisfaction and
negative word of mouth
.
12. Post Sale Follow-Up:
The responsibility of a sales person does not end by completion of selling and delivering. Post purchase
support should be provided to the customer every now and then. Experiencing such follow up the customer
gets satisfied to a great extent. It is very difficult to bring in a new customer, so practices such as Post sale
follow up will actually help in sustain an existing customer Thus, after sale support will lead to build a
strong relationship between the customer and the sales person. Post sale follow up will also fetch a positive
word of mouth and will build good brand Image.
Executing the twelve steps of competitive selling properly will help in converting a customer who is in
prospect stage to final stage. Hence understanding the Sales process is very essential.
3.6 Sales Process of Tata Motors:
Tata Motors Limited has designed a Sales process especially for their company. It consists of four steps
which are as follows
C0 - Prospect customers
C1 - Interested towards our brand
C2 - Customer who gives financial commitment
C3 – Retail customer
28 |
P a g e
C0 - Prospect customers:
This is the initial stage in the sales process. In this stage one has to accumulate the maximum number of
potential customers available for the product sales person is going to sell. Care also should be taken about
the Pricing i.e. if the potential customers created could afford the product or no and if the product suits the
customer’s application. All the customers interested in a similar product tend to fall under the C0 category,
irrespective of their brand preference. Grabbing the customers’ interest towards our product is not a very
easy task. A sales person might even end up meeting a person who is least interested about our product, but
the responsibility lies in the hands of the sales person to create the interest.
Customers who own a Tata vehicle but have not purchased in the last three years or the competitor’s
customers who are planning to buy a new vehicle can come under C0. As per the requirement, application
the sales person has to suggest the customer a suitable vehicle. Suggestion of the vehicle also depends on
lead, load factors that are used by the customer in his business. Lead is the average daily distance the
customer covers for the purpose of this business and Load is the load on an average that the customer
transports for his business
C1 - Interested towards our brand:
Customers who show interest in purchasing our brands product come under C1.C1 is a filtered list of C0.C1
includes the customers who generally walk up to the store of dealer to collect the quotation of the vehicle of
C0:
Prospective
Customer
C1:
Vehicle Pamphlets
& Invoice
C1a:
Customers
Document
Collection
C2:
Financial
Commitment/Loan
C3:
Vehicle Delivery
P a g e
C0 - Prospect customers:
This is the initial stage in the sales process. In this stage one has to accumulate the maximum number of
potential customers available for the product sales person is going to sell. Care also should be taken about
the Pricing i.e. if the potential customers created could afford the product or no and if the product suits the
customer’s application. All the customers interested in a similar product tend to fall under the C0 category,
irrespective of their brand preference. Grabbing the customers’ interest towards our product is not a very
easy task. A sales person might even end up meeting a person who is least interested about our product, but
the responsibility lies in the hands of the sales person to create the interest.
Customers who own a Tata vehicle but have not purchased in the last three years or the competitor’s
customers who are planning to buy a new vehicle can come under C0. As per the requirement, application
the sales person has to suggest the customer a suitable vehicle. Suggestion of the vehicle also depends on
lead, load factors that are used by the customer in his business. Lead is the average daily distance the
customer covers for the purpose of this business and Load is the load on an average that the customer
transports for his business
C1 - Interested towards our brand:
Customers who show interest in purchasing our brands product come under C1.C1 is a filtered list of C0.C1
includes the customers who generally walk up to the store of dealer to collect the quotation of the vehicle of
C0:
Prospective
Customer
C1:
Vehicle Pamphlets
& Invoice
C1a:
Customers
Document
Collection
C2:
Financial
Commitment/Loan
C3:
Vehicle Delivery
29 |
P a g e
their choice. Quotation is the estimated cost of the vehicle. It also has break ups such as ex-showroom
price, insurance, etc. in detail.
Customer asking for the Quotation does not necessarily have to signify that he’s interested in our product as
in reality he has a lot of choices to opt for. The reason behind a customer asking for a quotation might be to
compare it with the quotation of other brands available in the market. So it becomes very important for a
sales person to clearly explain the advantages of his product. The number of customers converted from C0
to C1 are considerably few as al the potential customers might not be interested in purchasing the product.
C2 - Customer who gives financial commitment:
Here, in this stage the customer gives the sales person the guarantee of purchasing the product. Booking the
vehicle by paying some advance or by submitting the papers for the Loan to get sanctioned signify
guarantee is given. The deal is almost at the final call in this stage. As the deal is almost is in its final stage
the customer would be delighted if provided with external support such as financing. In some case lack of
external support may also lead to losing of a deal. Almost all the customers who have reached C2 stage will
experience C3 stage as they have already given some sort of guarantee.
C3 - Retail customer:
In this stage the product finally reaches the customer. Deal will be closed as soon the product is delivered to
the customer. This stage actually brings a difference to the sales figures. Responsibility of the sales person
does not end here; he also has to provide post sales follow up.
Thus larger is the number of C0 created, greater will be the chance for converting into C3. There by sale of
the product can be increased.
This conversion is called conversion rate; it keeps differing based on the product. Conversion rates from C0
through C3 are as follows:
C0 to C3: 1%-2%
C1 to C3: 8%-10%
C2 to C3: 85%-90%
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their choice. Quotation is the estimated cost of the vehicle. It also has break ups such as ex-showroom
price, insurance, etc. in detail.
Customer asking for the Quotation does not necessarily have to signify that he’s interested in our product as
in reality he has a lot of choices to opt for. The reason behind a customer asking for a quotation might be to
compare it with the quotation of other brands available in the market. So it becomes very important for a
sales person to clearly explain the advantages of his product. The number of customers converted from C0
to C1 are considerably few as al the potential customers might not be interested in purchasing the product.
C2 - Customer who gives financial commitment:
Here, in this stage the customer gives the sales person the guarantee of purchasing the product. Booking the
vehicle by paying some advance or by submitting the papers for the Loan to get sanctioned signify
guarantee is given. The deal is almost at the final call in this stage. As the deal is almost is in its final stage
the customer would be delighted if provided with external support such as financing. In some case lack of
external support may also lead to losing of a deal. Almost all the customers who have reached C2 stage will
experience C3 stage as they have already given some sort of guarantee.
C3 - Retail customer:
In this stage the product finally reaches the customer. Deal will be closed as soon the product is delivered to
the customer. This stage actually brings a difference to the sales figures. Responsibility of the sales person
does not end here; he also has to provide post sales follow up.
Thus larger is the number of C0 created, greater will be the chance for converting into C3. There by sale of
the product can be increased.
This conversion is called conversion rate; it keeps differing based on the product. Conversion rates from C0
through C3 are as follows:
C0 to C3: 1%-2%
C1 to C3: 8%-10%
C2 to C3: 85%-90%
30 |
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ANALYSIS:
3.7 PORTER’S FIVE FORCE MODEL:
1. Industry Rivalry:
There are more than 30 major players in the automobile industry, so among huge competition it’s not an easy
task for Tata Motors Limited to be a market leader. TML is almost into all automobile sectors possible, so it
is obvious to have neck to neck competition as some companies are limited to one segment only. In
commercial vehicle segment TML is facing tough competition from Ashok Leyland, Mahindra, Bharat
Benz, and in passenger vehicle segment from Mahindra, Hyundai, Maruti Suzuki etc. High competition in
the industry makes it difficult to make large profits. Hence volume and market share holds the key.
2. Threats of new entrants:
The Automobile industry has big players which have established themselves. It has taken decades for them
to achieve economies of scale through a learning curve. Reaching Breakeven itself is challenging, hence
threat to new entrant is very low. Even if a new company enters the market it would hardly pose a threat to
TML on account of its brand image and sleek positioning.
3. Threats of substitutes:
INDUSTRY
RIVALRY
SUBSTITUTE
PRODUCT
(MEDIUM)
BARGANING
POWER OF
SUPPLIERS
(LOW)
THREAT OF
NEW
ENTRANTS
(LOW)
BARGANING
POWER OF
CUSTOMER
(HIGH)
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ANALYSIS:
3.7 PORTER’S FIVE FORCE MODEL:
1. Industry Rivalry:
There are more than 30 major players in the automobile industry, so among huge competition it’s not an easy
task for Tata Motors Limited to be a market leader. TML is almost into all automobile sectors possible, so it
is obvious to have neck to neck competition as some companies are limited to one segment only. In
commercial vehicle segment TML is facing tough competition from Ashok Leyland, Mahindra, Bharat
Benz, and in passenger vehicle segment from Mahindra, Hyundai, Maruti Suzuki etc. High competition in
the industry makes it difficult to make large profits. Hence volume and market share holds the key.
2. Threats of new entrants:
The Automobile industry has big players which have established themselves. It has taken decades for them
to achieve economies of scale through a learning curve. Reaching Breakeven itself is challenging, hence
threat to new entrant is very low. Even if a new company enters the market it would hardly pose a threat to
TML on account of its brand image and sleek positioning.
3. Threats of substitutes:
INDUSTRY
RIVALRY
SUBSTITUTE
PRODUCT
(MEDIUM)
BARGANING
POWER OF
SUPPLIERS
(LOW)
THREAT OF
NEW
ENTRANTS
(LOW)
BARGANING
POWER OF
CUSTOMER
(HIGH)
31 |
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Customer loyalty is hard to find now a day, because they have the power to choose. Automobile sector is no
different. Manufacturers like Ashok Leyland and Mahindra in CVBU are making similar products. Key
aspects like price, discount, financier, technical specifications and comfort play a big role in making
purchasing decisions. So, yes, threat of substitute is worrisome.
4. Bargaining Power of Suppliers:
TML doesn’t face any kind of problem in this context as the Tata owns a steel plant and raw materials are
sourced from it. Thus the supplier belonging to same family makes bargaining easier.
4.1 Bargaining power of Buyers:
Yes, bargaining power of buyers is high. This is primarily due to the presence of substitutes. But, owing to
a good brand image, customers sometimes do tend to not pursue bargaining aggressively.
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Customer loyalty is hard to find now a day, because they have the power to choose. Automobile sector is no
different. Manufacturers like Ashok Leyland and Mahindra in CVBU are making similar products. Key
aspects like price, discount, financier, technical specifications and comfort play a big role in making
purchasing decisions. So, yes, threat of substitute is worrisome.
4. Bargaining Power of Suppliers:
TML doesn’t face any kind of problem in this context as the Tata owns a steel plant and raw materials are
sourced from it. Thus the supplier belonging to same family makes bargaining easier.
4.1 Bargaining power of Buyers:
Yes, bargaining power of buyers is high. This is primarily due to the presence of substitutes. But, owing to
a good brand image, customers sometimes do tend to not pursue bargaining aggressively.
32 |
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3.8 SWOT ANALYSIS:
STRENGTH
•Largest & oldest
player in india
•Financially
Strong
•Huge Employee
base
•Well established
R&D
•Sunbsidiaries &
Joint ventures
•TATA brand &
Trust
WEAKNESS
•Weak Market
share in
Passenger
segment
OPPORTUNITIES
•Favourable Govt.
Policies
•Presence in
developing
countries
•Rebates in R&D
•Growing
population &
expanding
middle class
•Increasing
grrowth in Agri-
sector
•Presence of a
large pool of
skilled, semi &
unskilled
labourers
•world's12th
largest number
of high net worth
individuals
THREATS
•Large number of
players
•Large number of
products accross
Segments
•Quicker product
launches and
reduced product
lifecycle
•100 % Foreign
direct
investments
(FDI) allowed
under automatic
route
•Safety and
Quality issue
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3.8 SWOT ANALYSIS:
STRENGTH
•Largest & oldest
player in india
•Financially
Strong
•Huge Employee
base
•Well established
R&D
•Sunbsidiaries &
Joint ventures
•TATA brand &
Trust
WEAKNESS
•Weak Market
share in
Passenger
segment
OPPORTUNITIES
•Favourable Govt.
Policies
•Presence in
developing
countries
•Rebates in R&D
•Growing
population &
expanding
middle class
•Increasing
grrowth in Agri-
sector
•Presence of a
large pool of
skilled, semi &
unskilled
labourers
•world's12th
largest number
of high net worth
individuals
THREATS
•Large number of
players
•Large number of
products accross
Segments
•Quicker product
launches and
reduced product
lifecycle
•100 % Foreign
direct
investments
(FDI) allowed
under automatic
route
•Safety and
Quality issue
33 |
P a g e
4.INTRODUCTION TO PROJECT:
With the economic development regaining pace there is huge scope for rapid growth in automobile
sector in India. Rise in the Industrial production, low CPI and WPI Inflation, falling Crude Oil and
Fuel prices have given a boost to sales. Though there are many well established players in the market,
Tata Motors is among the biggest few.
4.1 PURPOSE OF THE PROJECTS:
Understanding marketing by applying theoretical concepts in practical real life situations.
How the macro-micro economic factors have an impact on any organization.
Using data analytics to find correlation between variable factors and sales.
Demand forecasting so the organization can be better prepared.
Assessing how a product is positioned.
Market Positioning of TATA LPT 3718
4.2 SCOPE OF THE PROJECT:
Apart from gaining valuable experience working on live projects there is vast scope in understanding
various areas related to the functioning of an organization. Few are:
To understand the Indian Automobile Industry.
To understand the buying pattern of the consumers.
To understand the effect of macro-factors on the health of the organization.
To understand what all efforts go into positioning of a product.
4.3 LIMITATIONS OF THE PROJECT:
Both of my projects are specific and limited to the Jharkhand Region.
4.4 METHODOLOGY USED:
Exploratory Research – Used for a problem not clearly defined. Thus I have to study, analyse and
identify the problem.
Questionnaire – Used for the purpose of survey and statistical analysis of data to be gathered from
both form customer as well as dealers.
Tele-Calling – To get in touch with dealers located all across Jharkhand.
Personal Interview – Meeting with the DSEs related to the Smart Tab Project.
Secondary Data Collection – To learn about the company, its position in the market, its products
and market share.
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4.INTRODUCTION TO PROJECT:
With the economic development regaining pace there is huge scope for rapid growth in automobile
sector in India. Rise in the Industrial production, low CPI and WPI Inflation, falling Crude Oil and
Fuel prices have given a boost to sales. Though there are many well established players in the market,
Tata Motors is among the biggest few.
4.1 PURPOSE OF THE PROJECTS:
Understanding marketing by applying theoretical concepts in practical real life situations.
How the macro-micro economic factors have an impact on any organization.
Using data analytics to find correlation between variable factors and sales.
Demand forecasting so the organization can be better prepared.
Assessing how a product is positioned.
Market Positioning of TATA LPT 3718
4.2 SCOPE OF THE PROJECT:
Apart from gaining valuable experience working on live projects there is vast scope in understanding
various areas related to the functioning of an organization. Few are:
To understand the Indian Automobile Industry.
To understand the buying pattern of the consumers.
To understand the effect of macro-factors on the health of the organization.
To understand what all efforts go into positioning of a product.
4.3 LIMITATIONS OF THE PROJECT:
Both of my projects are specific and limited to the Jharkhand Region.
4.4 METHODOLOGY USED:
Exploratory Research – Used for a problem not clearly defined. Thus I have to study, analyse and
identify the problem.
Questionnaire – Used for the purpose of survey and statistical analysis of data to be gathered from
both form customer as well as dealers.
Tele-Calling – To get in touch with dealers located all across Jharkhand.
Personal Interview – Meeting with the DSEs related to the Smart Tab Project.
Secondary Data Collection – To learn about the company, its position in the market, its products
and market share.
34 |
P a g e
Project I:
5. A study on Market Drivers for the Jharkhand Cargo Market for the year 2016-17:
The basic focus of the project is to study the market opportunities and strategy analysis for Tata Motors
Ltd. in the state of Jharkhand. Market Opportunity of any product can be assessed by getting to know
the application of the product. A research into the market led to the findings of key applications where
cargo vehicles are in demand. It’s noteworthy that the focus of my project lies in the Jharkhand Area.
Hence it necessitates a clear understanding of the Cargo market in Jharkhand which is mainly
comprised of mines. Few questions that we hope to achieve the answers to after this project is
complete are:
What drives the sales of Heavy Cargo Vehicles in Jharkhand?
What are the key applications of HCV in Jharkhand state?
What can be expected in terms of sales in the current financial year of 2016-17?
A near to accurate demand forecasting is a vital part for an organization to prepare itself for what
lies ahead. It is the key to analysing the threats and sensing opportunities. Taking the needs of the
project into consideration, it’s self-evident that I will be studying the Macroeconomic as well as the
Macro-environmental factors which will affect the business of HCV segment in the territory. With
the help of my research I will be able to give my firm an insight into the future of HCV sales with
respect to the last financial year. My data collection would be based on primary and secondary
research and the study would revolve around the mining application as it’s the biggest demand driver
for the heavy cargo vehicle segment in Jharkhand.
HCVs are vehicles with GVW greater than 16 Tonnes. These vehicles derive their demand from
numerous applications. Few of them are:
Agri-Related and Market Load:
Grain, pulses, soya etc., Potato/Onion, Fertilizers, Packaged Food Products, Sugarcane
To carry all types of loads as per the market availability including light goods. (Volumetric load).
Driven by unions, transporters allocate vehicles on commission basis.
Unions, transporters allocate it to suitable models as per the load availability on commission basis
Includes all models ranging from 16 to 31 ton from rigid 2 axle truck to Multi axle truck & tractors
P a g e
Project I:
5. A study on Market Drivers for the Jharkhand Cargo Market for the year 2016-17:
The basic focus of the project is to study the market opportunities and strategy analysis for Tata Motors
Ltd. in the state of Jharkhand. Market Opportunity of any product can be assessed by getting to know
the application of the product. A research into the market led to the findings of key applications where
cargo vehicles are in demand. It’s noteworthy that the focus of my project lies in the Jharkhand Area.
Hence it necessitates a clear understanding of the Cargo market in Jharkhand which is mainly
comprised of mines. Few questions that we hope to achieve the answers to after this project is
complete are:
What drives the sales of Heavy Cargo Vehicles in Jharkhand?
What are the key applications of HCV in Jharkhand state?
What can be expected in terms of sales in the current financial year of 2016-17?
A near to accurate demand forecasting is a vital part for an organization to prepare itself for what
lies ahead. It is the key to analysing the threats and sensing opportunities. Taking the needs of the
project into consideration, it’s self-evident that I will be studying the Macroeconomic as well as the
Macro-environmental factors which will affect the business of HCV segment in the territory. With
the help of my research I will be able to give my firm an insight into the future of HCV sales with
respect to the last financial year. My data collection would be based on primary and secondary
research and the study would revolve around the mining application as it’s the biggest demand driver
for the heavy cargo vehicle segment in Jharkhand.
HCVs are vehicles with GVW greater than 16 Tonnes. These vehicles derive their demand from
numerous applications. Few of them are:
Agri-Related and Market Load:
Grain, pulses, soya etc., Potato/Onion, Fertilizers, Packaged Food Products, Sugarcane
To carry all types of loads as per the market availability including light goods. (Volumetric load).
Driven by unions, transporters allocate vehicles on commission basis.
Unions, transporters allocate it to suitable models as per the load availability on commission basis
Includes all models ranging from 16 to 31 ton from rigid 2 axle truck to Multi axle truck & tractors
35 |
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Cement Logistics:
Demand of cement has been growing steadily over the years because of the boom in the
manufacturing sector. Each Million-Ton in cement production adds the demand of Cargo Vehicle
by 400 units for outbound movements.
Construction Material:
Sand, Earth, Silt, Marble.
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Cement Logistics:
Demand of cement has been growing steadily over the years because of the boom in the
manufacturing sector. Each Million-Ton in cement production adds the demand of Cargo Vehicle
by 400 units for outbound movements.
Construction Material:
Sand, Earth, Silt, Marble.
36 |
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Container Carrier:
Port Operations and Container Movement over short, medium and long distances.
Port Movement - Terminal Tractors are used from Ship berth to Container Yard.
Local Movement - Tractors Trailers / MAV’s (mostly old) are used from Container Yard To CFS.
Hinterland Movement - Tractors Trailers (new) are Used for long / medium Range distance
Industrial Goods and Machinery:
Movements of machinery and industrial goods. Heavy & large machinery is transported from the
placement of manufacture to the place of utilization. Finished products of various manufacturing
industries.
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Container Carrier:
Port Operations and Container Movement over short, medium and long distances.
Port Movement - Terminal Tractors are used from Ship berth to Container Yard.
Local Movement - Tractors Trailers / MAV’s (mostly old) are used from Container Yard To CFS.
Hinterland Movement - Tractors Trailers (new) are Used for long / medium Range distance
Industrial Goods and Machinery:
Movements of machinery and industrial goods. Heavy & large machinery is transported from the
placement of manufacture to the place of utilization. Finished products of various manufacturing
industries.
37 |
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Iron and Steel Industry:
Iron-Ore, Coal and Limestone serve as raw material.
Overall share of inbound transportation by road is 25%.
Finished Products are HR and CR Coils, Flats, Longs and Billets.
Overall share of outbound transportation by road is 30%.
LPG Logistics:
LPG Movement:
Oil refinery to Bottling Plant or Industrial User
Bottling Plant to Distributor/ Retailer
Distributor to Consumers
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Iron and Steel Industry:
Iron-Ore, Coal and Limestone serve as raw material.
Overall share of inbound transportation by road is 25%.
Finished Products are HR and CR Coils, Flats, Longs and Billets.
Overall share of outbound transportation by road is 30%.
LPG Logistics:
LPG Movement:
Oil refinery to Bottling Plant or Industrial User
Bottling Plant to Distributor/ Retailer
Distributor to Consumers
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Municipal Vehicles:
Managed by municipal/ waste management company
Fire engines, road sweepers, knuckle boom cranes etc. are also loaded on these prime movers for
special works.
Two most common type of Special purpose/Municipal vehicles are Garbage compactor, Dumper Placer.
Parcel, FMCG Products and White Goods:
Goods Movement:
Factory/Volumetric Courier to Distributors
Distributors to Retailers
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Municipal Vehicles:
Managed by municipal/ waste management company
Fire engines, road sweepers, knuckle boom cranes etc. are also loaded on these prime movers for
special works.
Two most common type of Special purpose/Municipal vehicles are Garbage compactor, Dumper Placer.
Parcel, FMCG Products and White Goods:
Goods Movement:
Factory/Volumetric Courier to Distributors
Distributors to Retailers
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Perishable Products:
Movement:
Pre-Cooling to Packaging
Packaging to Cold Storage
Cold Storage to Refrigerated Carriers
Refrigerated Carriers to Retail-Outlets
These require Refrigerated Carriers. Products include fruits, vegetable, fisheries,
milk-products, ice-cream, medicine, pharmaceuticals and meat.
Petroleum Logistics:
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Perishable Products:
Movement:
Pre-Cooling to Packaging
Packaging to Cold Storage
Cold Storage to Refrigerated Carriers
Refrigerated Carriers to Retail-Outlets
These require Refrigerated Carriers. Products include fruits, vegetable, fisheries,
milk-products, ice-cream, medicine, pharmaceuticals and meat.
Petroleum Logistics:
40 |
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Vehicle Carrier:
To carry Cars, SCVs, Two-Wheelers from manufacturing plant to dealers across the country.
Mining Application:
Oil
Refinery(White
Oil)
Storage
Installation/Bul
kUser/
Distributor
Retail Outlet/
End User
Oil Refinery (Black Oil)Bulk User/ Distributor End User
Oil
Refinery(LPG)
Bottling Plant LPG Retailer
Manufacturing
Plant
Dealer Yard
Iron-
Ore/Limestone
/Gypsum
Mine heads
Cement/Steel
Industry
Gravel Stones
Crushers
Construction
Site/ Road/
Bridges
Thermal Power
Plant
Coal MinesCoal
P a g e
Vehicle Carrier:
To carry Cars, SCVs, Two-Wheelers from manufacturing plant to dealers across the country.
Mining Application:
Oil
Refinery(White
Oil)
Storage
Installation/Bul
kUser/
Distributor
Retail Outlet/
End User
Oil Refinery (Black Oil)Bulk User/ Distributor End User
Oil
Refinery(LPG)
Bottling Plant LPG Retailer
Manufacturing
Plant
Dealer Yard
Iron-
Ore/Limestone
/Gypsum
Mine heads
Cement/Steel
Industry
Gravel Stones
Crushers
Construction
Site/ Road/
Bridges
Thermal Power
Plant
Coal MinesCoal
41 |
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5.1 Findings:
Jharkhand is a mineral rich state and is full of mines. After studying the applications, it was found
that in the region concerned, that is, Jharkhand, Mining is the most influencing factor and the most
dominant application. Most of the cargo sale is correlated to mining in the area. Cargo users in the
HCV segment mostly have their application in mines and market load but owing to large mining belts
I came to the conclusion that majority of them had their application in carrying load from the mines.
Now, In Jharkhand there are mostly two kinds of mines, Coal Mines and Iron-Ore Mines. The next
stage involved mapping of different mining belts of Jharkhand. The idea is to micro-segment the
market to make the study feasible and comprehensive. After mapping the region, I explored all the
Tata Motor’s dealers located in those areas. Then the next step called for getting in touch with them
and asking a sequence of questions. The questionnaire was designed in such a way so as to help me
get the data of units sold in the last financial year, units sold in a particular geography, units sold
according to the volume of mining activities in a particular region. One key information that I hoped
to get from this exercise was customer data. Getting information about the fleet customers was pivotal
in understanding the customer behaviour. In coal regions there are many unions, union leaders and
key influencers who hold sway over a large number of people. These key influencers can affect the
sales in hundreds if not more. Another important data was number of vehicles by volume coming in
and out of the mines. The number of Tata Vehicles when pitted against the total number of vehicles
would give us a picture of our market share in the TIV of this region. I reckoned my interaction
directly with the fleet customers would throw some light on their purchase plan. This can again be
useful in estimating future demand. Hence before anything I had to find out what were the major
sources of coal in Jharkhand and how much coal was stored in it
PHASE 1
Coal reserves in Jharkhand in million tonnes
Sl. NO. State/Coalfield Proved Indicated Inferred Total
1 JHARKHAND 4115.36 32986.36 6559.47 80701.19
2 RANIGANJ 1538.19 466.56 31.55 2036.30
3 JHARIA 15127.97 4302.09 - 19430.06
4 EAST BOKARO 3351.87 3929.57 863.32 8144.76
5 WEST BOKARO 3720.89 1308.71 33.66 5063.26
6 RAMGARH 710.59 495.30 58.05 1263.94
7 NORTH
KARANPURA
9499.42 6914.61 1864.96 18278.99
8 SOUTH
KARANPURA
3042.31 2048.56 1480.22 6571.09
9 AURANGABAD 352.05 2141.65 503.41 2997.11
10 HUTAR 190.79 26.55 32.48 249.82
11 DALTONGANJ 83.86 60.10 - 143.960
12 DEOGHAR 326.24 73.60 - 399.84
13 RAJMAHAL 3211.18 11219.06 1691.82 16122.06
P a g e
5.1 Findings:
Jharkhand is a mineral rich state and is full of mines. After studying the applications, it was found
that in the region concerned, that is, Jharkhand, Mining is the most influencing factor and the most
dominant application. Most of the cargo sale is correlated to mining in the area. Cargo users in the
HCV segment mostly have their application in mines and market load but owing to large mining belts
I came to the conclusion that majority of them had their application in carrying load from the mines.
Now, In Jharkhand there are mostly two kinds of mines, Coal Mines and Iron-Ore Mines. The next
stage involved mapping of different mining belts of Jharkhand. The idea is to micro-segment the
market to make the study feasible and comprehensive. After mapping the region, I explored all the
Tata Motor’s dealers located in those areas. Then the next step called for getting in touch with them
and asking a sequence of questions. The questionnaire was designed in such a way so as to help me
get the data of units sold in the last financial year, units sold in a particular geography, units sold
according to the volume of mining activities in a particular region. One key information that I hoped
to get from this exercise was customer data. Getting information about the fleet customers was pivotal
in understanding the customer behaviour. In coal regions there are many unions, union leaders and
key influencers who hold sway over a large number of people. These key influencers can affect the
sales in hundreds if not more. Another important data was number of vehicles by volume coming in
and out of the mines. The number of Tata Vehicles when pitted against the total number of vehicles
would give us a picture of our market share in the TIV of this region. I reckoned my interaction
directly with the fleet customers would throw some light on their purchase plan. This can again be
useful in estimating future demand. Hence before anything I had to find out what were the major
sources of coal in Jharkhand and how much coal was stored in it
PHASE 1
Coal reserves in Jharkhand in million tonnes
Sl. NO. State/Coalfield Proved Indicated Inferred Total
1 JHARKHAND 4115.36 32986.36 6559.47 80701.19
2 RANIGANJ 1538.19 466.56 31.55 2036.30
3 JHARIA 15127.97 4302.09 - 19430.06
4 EAST BOKARO 3351.87 3929.57 863.32 8144.76
5 WEST BOKARO 3720.89 1308.71 33.66 5063.26
6 RAMGARH 710.59 495.30 58.05 1263.94
7 NORTH
KARANPURA
9499.42 6914.61 1864.96 18278.99
8 SOUTH
KARANPURA
3042.31 2048.56 1480.22 6571.09
9 AURANGABAD 352.05 2141.65 503.41 2997.11
10 HUTAR 190.79 26.55 32.48 249.82
11 DALTONGANJ 83.86 60.10 - 143.960
12 DEOGHAR 326.24 73.60 - 399.84
13 RAJMAHAL 3211.18 11219.06 1691.82 16122.06
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Apart from coal Jharkhand state is also rich with deposits of minerals mapping of those mines are as follows
Reserve in
Millio
n
Tonne
s
Sl. No. Mineral National
Reser
ve/
Resou
rces
Jharkhand's
Reser
ve/
Resou
rces
Jharkhand's
Share
w.r.t.
Indian
(in %)
District
1 2 3 4 5 6
1 Coal 293497.15 80356.20 27.37% Dhanbad,Bok
aro,Latehar,D
umka,Ramgar
h
2 Iron Ore
(Hae
matite
)
17882.10 4596.621 25.70% West
singhb
hum
3 Apatite rock
Phosp
hate
24.22 7.270 27.07% West
Singh
bhum
4 Cobalt 44.91 9.000 20.04% East
Singh
bhum
5 Silver ore 466.98 23.840 5.10% Ranchi, East
Singh
bhum
6 Copper Ore 1558.45 288.120 18.48% East
Singh
bhum
7 Kyanite 103.24 6.030 5.84% West
Singh
bhum,
Saraik
ela-
Khars
awa,
East
Singh
bhum,
8 Graphite 174.84 12.910 7.38% Palamu
9 Asbestos 22.16 0.154 0.69% West
Singh
bhum,
Saraik
P a g e
Apart from coal Jharkhand state is also rich with deposits of minerals mapping of those mines are as follows
Reserve in
Millio
n
Tonne
s
Sl. No. Mineral National
Reser
ve/
Resou
rces
Jharkhand's
Reser
ve/
Resou
rces
Jharkhand's
Share
w.r.t.
Indian
(in %)
District
1 2 3 4 5 6
1 Coal 293497.15 80356.20 27.37% Dhanbad,Bok
aro,Latehar,D
umka,Ramgar
h
2 Iron Ore
(Hae
matite
)
17882.10 4596.621 25.70% West
singhb
hum
3 Apatite rock
Phosp
hate
24.22 7.270 27.07% West
Singh
bhum
4 Cobalt 44.91 9.000 20.04% East
Singh
bhum
5 Silver ore 466.98 23.840 5.10% Ranchi, East
Singh
bhum
6 Copper Ore 1558.45 288.120 18.48% East
Singh
bhum
7 Kyanite 103.24 6.030 5.84% West
Singh
bhum,
Saraik
ela-
Khars
awa,
East
Singh
bhum,
8 Graphite 174.84 12.910 7.38% Palamu
9 Asbestos 22.16 0.154 0.69% West
Singh
bhum,
Saraik
43 |
P a g e
ela-
Khars
awa
10 Fireclay 713.51 66.619 9.33% Dhanbad,
Bokar
o,
Hazari
bagh,
Palam
u,
Giridi
h,
Ramg
arh
11 Quartz &
Silica
3499.03 156.521 4.47% East
Singh
bhum,
West
Singh
bum,
Saraik
ela-
Khars
awa,
Dumk
a,
Hazari
bagh,
Deogh
ar,
Palam
u,
Saheb
ganj
12 Bentonite 568.36 0.980 0.17% Sahebganj
13 Bauxite 3479.62 146.323 4.20% Lohardaga,
Lateha
r
Gumla
,
Godda
,
Saheb
ganj
14 Chinaclay/
Kaoli
n
2705.20 198.690 7.33% Lohardaga,
Ranch
i,
Dumk
a,
Saheb
ganj,
P a g e
ela-
Khars
awa
10 Fireclay 713.51 66.619 9.33% Dhanbad,
Bokar
o,
Hazari
bagh,
Palam
u,
Giridi
h,
Ramg
arh
11 Quartz &
Silica
3499.03 156.521 4.47% East
Singh
bhum,
West
Singh
bum,
Saraik
ela-
Khars
awa,
Dumk
a,
Hazari
bagh,
Deogh
ar,
Palam
u,
Saheb
ganj
12 Bentonite 568.36 0.980 0.17% Sahebganj
13 Bauxite 3479.62 146.323 4.20% Lohardaga,
Lateha
r
Gumla
,
Godda
,
Saheb
ganj
14 Chinaclay/
Kaoli
n
2705.20 198.690 7.33% Lohardaga,
Ranch
i,
Dumk
a,
Saheb
ganj,
44 |
P a g e
East
Singh
bhum,
West
Singh
bhum
15 Feldspar 132.34 1.634 1.23% Dumka,
Hazari
bagh,
Deogh
ar
16 Garnet 56.96 0.110 0.19% Koderma,
Chatra
17 Magnetite 10644.06 10.542 0.10% Palamu, East
Singh
bhum
18 Barytes 72.73 0.035 0.04% Ranchi,
Palam
u, East
Singh
bhum
19 Talc/Soapsto
ne
269.02 0.338 1.25% West
Singh
bhum,
East
Singh
bhum,
Saraik
ela-
Khars
awa,
Palam
u
20 Dolomite 7730.55 41.430 0.53% Palamu,
Garhw
a
21 Limestone 184935.11 634.410 0.34% Garhwa,
Palam
u,
Ranch
i,
Ramg
arh,
Hazari
bagh,
Bokar
o,
West
Singh
bhum
P a g e
East
Singh
bhum,
West
Singh
bhum
15 Feldspar 132.34 1.634 1.23% Dumka,
Hazari
bagh,
Deogh
ar
16 Garnet 56.96 0.110 0.19% Koderma,
Chatra
17 Magnetite 10644.06 10.542 0.10% Palamu, East
Singh
bhum
18 Barytes 72.73 0.035 0.04% Ranchi,
Palam
u, East
Singh
bhum
19 Talc/Soapsto
ne
269.02 0.338 1.25% West
Singh
bhum,
East
Singh
bhum,
Saraik
ela-
Khars
awa,
Palam
u
20 Dolomite 7730.55 41.430 0.53% Palamu,
Garhw
a
21 Limestone 184935.11 634.410 0.34% Garhwa,
Palam
u,
Ranch
i,
Ramg
arh,
Hazari
bagh,
Bokar
o,
West
Singh
bhum
45 |
P a g e
22 Chromite 203.30 0.730 0.35% West
Singh
bhum
23 Manganese
ore
429.90 13.700 3.18% West
Singh
bhum
24 Nickel 189.00 9.000 4.76% East
Singh
bhum
25 Gold ore 493.69 8.150 0.09% Ranchi, East
Singh
bhum,
West
Singh
bhum,
Simde
ga,
Palam
u
26 Ochre 144.26 0.215 0.14% West
Singh
bhum
27 Vermiculite 2.50 0.030 1.23% Koderma
28 Mica 0.55 0.002 0.30% Koderma,
Giridi
h,
Hazari
bagh
29 Black
Granit
e
3175688.00 8875340.000 19.36% Dumka,
Jamtar
a,
Koder
ma,
Ranch
i,
Khunt
i,
Simde
ga,
Palam
u,
Lateha
r,
Garhw
a
30 Coloured
Granit
e
42649661.00
P a g e
22 Chromite 203.30 0.730 0.35% West
Singh
bhum
23 Manganese
ore
429.90 13.700 3.18% West
Singh
bhum
24 Nickel 189.00 9.000 4.76% East
Singh
bhum
25 Gold ore 493.69 8.150 0.09% Ranchi, East
Singh
bhum,
West
Singh
bhum,
Simde
ga,
Palam
u
26 Ochre 144.26 0.215 0.14% West
Singh
bhum
27 Vermiculite 2.50 0.030 1.23% Koderma
28 Mica 0.55 0.002 0.30% Koderma,
Giridi
h,
Hazari
bagh
29 Black
Granit
e
3175688.00 8875340.000 19.36% Dumka,
Jamtar
a,
Koder
ma,
Ranch
i,
Khunt
i,
Simde
ga,
Palam
u,
Lateha
r,
Garhw
a
30 Coloured
Granit
e
42649661.00
46 |
P a g e
Upon the completion of the mapping of mines located in Jharkhand the next phase of my project
needed me to get in touch with Tata dealers all across Jharkhand. So I could get in touch with them
on a one on one basis and inquire about there annual plans expectations from their local markets as
well as their customer behaviour regarding the market. Hence I began mapping TATA Motors
dealerships across Jharkhand.
Phase 2
5.2 Dealer Mapping of TATA MOTORS dealerships across Jharkhand
Sl.No
.
Region/Macr
o-
Marke
t
Dealer D.S. E Micro-Market Applicatio
n
1. Jamshedpur Mithila
Moto
rs
Mohit Noamundi/Jamda Iron Ore
ENAR Sanjay
2. Ranchi JMA Dharmendr
a
Knelari/Piparwari/Latehar/Balumath
ENAR Rajesh
3. Hazaribagh JMA Rajkishore Kuju/Tandru/Chatra Coal
ENAR Dinesh
4. Koderma ENAR Satyendra Domchanch Stone
5. Bokaro JMA Ajit Phusro/Chandrapura Coal
ENAR Vijay
6. Dhanbad JMA Vikash Jharia/Katras/Baghmara Coal
ENAR Ashish
7. Dumka HAPL Anurag Godda/Pakur/Shikaripara/Amarpara/Lalm
atia
Coal
8. Ramgarh ENAR Ravi Patratu/Ghato/Kuju Coal/Iron
Ore
After completion of dealer mapping I began designing my questionnaire which was designed such
that it could to grant me maximum knowledge of what was the current Jharkhand market as well as
the mind set of Tata’s customer’s and how it was expected to move in the next financial year. The
questionnaire was also designed such that I could ask about the major fleet owners and key influencers
in their territory so I could analyse the business plans for FY 2016-17, of these fleet owners as their
experience and movements influence other smaller operators, as their business plans affect the sale
of vehicles since small vehicle owners look up towards fleet owners and their review of any vehicle
before buying their vehicles. Hence the fleet owners themselves have a very heavy influence on
vehicle sales.
P a g e
Upon the completion of the mapping of mines located in Jharkhand the next phase of my project
needed me to get in touch with Tata dealers all across Jharkhand. So I could get in touch with them
on a one on one basis and inquire about there annual plans expectations from their local markets as
well as their customer behaviour regarding the market. Hence I began mapping TATA Motors
dealerships across Jharkhand.
Phase 2
5.2 Dealer Mapping of TATA MOTORS dealerships across Jharkhand
Sl.No
.
Region/Macr
o-
Marke
t
Dealer D.S. E Micro-Market Applicatio
n
1. Jamshedpur Mithila
Moto
rs
Mohit Noamundi/Jamda Iron Ore
ENAR Sanjay
2. Ranchi JMA Dharmendr
a
Knelari/Piparwari/Latehar/Balumath
ENAR Rajesh
3. Hazaribagh JMA Rajkishore Kuju/Tandru/Chatra Coal
ENAR Dinesh
4. Koderma ENAR Satyendra Domchanch Stone
5. Bokaro JMA Ajit Phusro/Chandrapura Coal
ENAR Vijay
6. Dhanbad JMA Vikash Jharia/Katras/Baghmara Coal
ENAR Ashish
7. Dumka HAPL Anurag Godda/Pakur/Shikaripara/Amarpara/Lalm
atia
Coal
8. Ramgarh ENAR Ravi Patratu/Ghato/Kuju Coal/Iron
Ore
After completion of dealer mapping I began designing my questionnaire which was designed such
that it could to grant me maximum knowledge of what was the current Jharkhand market as well as
the mind set of Tata’s customer’s and how it was expected to move in the next financial year. The
questionnaire was also designed such that I could ask about the major fleet owners and key influencers
in their territory so I could analyse the business plans for FY 2016-17, of these fleet owners as their
experience and movements influence other smaller operators, as their business plans affect the sale
of vehicles since small vehicle owners look up towards fleet owners and their review of any vehicle
before buying their vehicles. Hence the fleet owners themselves have a very heavy influence on
vehicle sales.
47 |
P a g e
5.3 Questionnaire for Tata Dealerships across Jharkhand:
Which are the mining locations in your territory – Major mines in those locations?
Name of the place Name of the mines
Daily Cargo vehicles used in these locations (Specify the location like – Kuju, Khelari
etc.)
100-300 400-600 700-900 >=1000
Any new mines going open in these locations?
Yes No
Total number of cargo trucks sold last year?
500-1000 1100-1500 >=1500
How many trucks do you plan on selling this year before monsoon and after monsoon.?
Before Monsoon After Monsoon
Who are the major fleet owners of this location? Name 3-5
Name of the location Fleet owner name Phone no
How much vehicles purchased by those fleet owners last year?
5-10 11-15 16-20 >=21
Who are the key influencers other than fleet owners (if any) for specific locations (Like Kuju, Khelari
Ghato Phusro etc)? (union leaders, ministers).
Name of the key influencers
P a g e
5.3 Questionnaire for Tata Dealerships across Jharkhand:
Which are the mining locations in your territory – Major mines in those locations?
Name of the place Name of the mines
Daily Cargo vehicles used in these locations (Specify the location like – Kuju, Khelari
etc.)
100-300 400-600 700-900 >=1000
Any new mines going open in these locations?
Yes No
Total number of cargo trucks sold last year?
500-1000 1100-1500 >=1500
How many trucks do you plan on selling this year before monsoon and after monsoon.?
Before Monsoon After Monsoon
Who are the major fleet owners of this location? Name 3-5
Name of the location Fleet owner name Phone no
How much vehicles purchased by those fleet owners last year?
5-10 11-15 16-20 >=21
Who are the key influencers other than fleet owners (if any) for specific locations (Like Kuju, Khelari
Ghato Phusro etc)? (union leaders, ministers).
Name of the key influencers
48 |
P a g e
5.4 Data from Channel Partners:
CP,
DSE
AREA MAJOR MINEES UPCOMING MINES KEY
INFLUENCE
RS
ENA
R,
SANJ
AY
JAMSHEDPU
R
JAMDA,
NOAMUNDI
NIL NA
JMA,
VIJA
Y
BOKARO BERMU, DOHRI,
FUSRO, BERMO,
KATRAS,
BAGHMARA
KONARK,
PARVARPUR
BROKERS,
UNION
LEADERS
ENA
R,
AJIT
BOKARO BERMU, DOHRI,
FUSRO, BERMO,
KATRAS,
BAGHMARA
BERMU, DOHRI,
FUSRO, BERMO,
KATRAS,
BAGHMARA
BROKERS,
UNION
LEADERS
ENA
R,RA
VI
RAMGARH GHATO, TEBLA,
TOPA, OVIMARI
BSB MANDI UNION
LEADERS
JMA,
VIKA
S
DHANBAD JHARIA,
BAGHMARA
NIL UNION
LEADERS
JMA,
DINE
SH
HAZARIBAG
H
KUJU,
KOLHARI,TOPA,
KOLHARI
TANDWA KOLHARI NA
ENA
R,
RAJK
ISHO
RE
HAZARIBAG
H
KORIMARI,
PITTARWARA,
CHIRRAIYATAD,
MAGADH,
CHETARIYA
NTPC MINES,
BAKRAGAON, USHA
MARTIN-TANDWA,
SANGMITRA -
TANDWA
UNION
LEADERS
JMA,
DHA
MEN
DRA
RANCHI MAGADH,
CHETARIYA,
AMARPALI,
ASHOKA
NO NA
HAPL
,
ANU
RAG
DUMKA SHIKHAARPADA,
GODDA,
LALMATIA,
PAKHUR(STONE)
, BHARADWA,
SAHIBGANJ
NO NA
ENA
R,
ASHI
SH
DHANBAD BODHAR,
BHAURA,
SHATABDI,
BARARI
VISHWAKARMA,
DAHIWADI
NA
ENA
R,
RAJE
SH
RANCHI BALUMATH,
LATEHAR,
TITARIYA,
KHELARI
MAGADH UNION
LEADERS
P a g e
5.4 Data from Channel Partners:
CP,
DSE
AREA MAJOR MINEES UPCOMING MINES KEY
INFLUENCE
RS
ENA
R,
SANJ
AY
JAMSHEDPU
R
JAMDA,
NOAMUNDI
NIL NA
JMA,
VIJA
Y
BOKARO BERMU, DOHRI,
FUSRO, BERMO,
KATRAS,
BAGHMARA
KONARK,
PARVARPUR
BROKERS,
UNION
LEADERS
ENA
R,
AJIT
BOKARO BERMU, DOHRI,
FUSRO, BERMO,
KATRAS,
BAGHMARA
BERMU, DOHRI,
FUSRO, BERMO,
KATRAS,
BAGHMARA
BROKERS,
UNION
LEADERS
ENA
R,RA
VI
RAMGARH GHATO, TEBLA,
TOPA, OVIMARI
BSB MANDI UNION
LEADERS
JMA,
VIKA
S
DHANBAD JHARIA,
BAGHMARA
NIL UNION
LEADERS
JMA,
DINE
SH
HAZARIBAG
H
KUJU,
KOLHARI,TOPA,
KOLHARI
TANDWA KOLHARI NA
ENA
R,
RAJK
ISHO
RE
HAZARIBAG
H
KORIMARI,
PITTARWARA,
CHIRRAIYATAD,
MAGADH,
CHETARIYA
NTPC MINES,
BAKRAGAON, USHA
MARTIN-TANDWA,
SANGMITRA -
TANDWA
UNION
LEADERS
JMA,
DHA
MEN
DRA
RANCHI MAGADH,
CHETARIYA,
AMARPALI,
ASHOKA
NO NA
HAPL
,
ANU
RAG
DUMKA SHIKHAARPADA,
GODDA,
LALMATIA,
PAKHUR(STONE)
, BHARADWA,
SAHIBGANJ
NO NA
ENA
R,
ASHI
SH
DHANBAD BODHAR,
BHAURA,
SHATABDI,
BARARI
VISHWAKARMA,
DAHIWADI
NA
ENA
R,
RAJE
SH
RANCHI BALUMATH,
LATEHAR,
TITARIYA,
KHELARI
MAGADH UNION
LEADERS
49 |
P a g e
5.5 Daily Cargo Truck Traffic
AREA DAILY CARGO
TRAFFIC
CARGO SALES LAST
YEAR
CARGO
SALES
FORECAST
JAMSHEDPUR 400 50 40
BOKARO(JMA) 200 300 300
BOKARO(ENAR) 1500 645 780
RAMGARH(ENAR) 1000 200 205
DHANBAD(JMA) 1400 676 750
HAZARIBAGH(JMA) 300 100 125
HAZARIBAGH(ENAR) 1500 100 120
RANCHI(JMA) 350 150 190
DUMKA(HAPL) 900 90 110
DHANBAD (ENAR) NA NA 75
RANCHI(ENAR) 600 NA NA
5.6 Interacting with Key Account Customers:
Above data is based on dealer forecasts. But at the end it is the consumer who will purchase the vehicle. Key
customer data was taken from the dealers and with a specific set of questions I got in touch with those customers.
Questionnaire for Key Customers:
1. How many vehicles/Cargo trucks do you own?
1-3 4-6 7-9 >=10
2. How many of them of Tata?
1-3 4-6 7-9 >=10
3. In which areas do your trucks prominently run in?
4. How much approx distance in kms does your vehicle cover in a month?
500-1500 1500-3000 3000-4500 >=4500
5. How many cargo trucks did you purchase last year?
1-3 4-6 7-9 >=10
6. How many of them were manufactured by Tata?
1-3 4-6 7-9 >=10
P a g e
5.5 Daily Cargo Truck Traffic
AREA DAILY CARGO
TRAFFIC
CARGO SALES LAST
YEAR
CARGO
SALES
FORECAST
JAMSHEDPUR 400 50 40
BOKARO(JMA) 200 300 300
BOKARO(ENAR) 1500 645 780
RAMGARH(ENAR) 1000 200 205
DHANBAD(JMA) 1400 676 750
HAZARIBAGH(JMA) 300 100 125
HAZARIBAGH(ENAR) 1500 100 120
RANCHI(JMA) 350 150 190
DUMKA(HAPL) 900 90 110
DHANBAD (ENAR) NA NA 75
RANCHI(ENAR) 600 NA NA
5.6 Interacting with Key Account Customers:
Above data is based on dealer forecasts. But at the end it is the consumer who will purchase the vehicle. Key
customer data was taken from the dealers and with a specific set of questions I got in touch with those customers.
Questionnaire for Key Customers:
1. How many vehicles/Cargo trucks do you own?
1-3 4-6 7-9 >=10
2. How many of them of Tata?
1-3 4-6 7-9 >=10
3. In which areas do your trucks prominently run in?
4. How much approx distance in kms does your vehicle cover in a month?
500-1500 1500-3000 3000-4500 >=4500
5. How many cargo trucks did you purchase last year?
1-3 4-6 7-9 >=10
6. How many of them were manufactured by Tata?
1-3 4-6 7-9 >=10
50 |
P a g e
7. What is your purchase plan for this year?
1-3 4-6 7-9 >=10
5.6.1 Data from key Customers:
Customer
Name
Region Number of
Vehicles
Owned
Number of
Vehicle
(TATA)
Purchased
Last Year
(TATA)
Current
Year
Purchase
Plan
Nageshwar
Gaju
Ranchi 5 4 Nil 10
Gaurav
(Cosmic
Transport)
Bokaro 26 26 12 7
Harpal
Singh
(Singh
Roadways)
Bokaro 25 25 3 5
Talvinder
Singh
(Sandhu
Roadways)
Bokaro 12 12 5 3
Dharmendar
Singh
Bokaro 15 15 10 4
Rajkumar
Singh
(Rajnandini
Carrier)
Bokaro 34 26 12 5
Ram
Parmeshwar
Hazaribagh 30 25 10 3
Shiv Kumar
Singh
Hazaribagh 78 76 30 35
Pawan
Singh
Dhanbad 7 7 4 0
Shahabuddin
Ansari
Dhanbad 7 7 1 2
After this exercise I compiled all the data collected I was able to successfully collect. The idea was
to get a sense of vehicle demand & estimate for the current financial year. It was also aimed at learning
about the customer needs and recommendations by directly talking to Ground level sales teams and
Fleet owners. Also, understanding their thought process and purchase plans for FY 2016-17.
5.7 Macro Factors
During my research, I did come across a few macro factors which could impact the volumetric sale
in the near future They are as follows:
Economic Growth Projections
Industrial Output (IIP)
P a g e
7. What is your purchase plan for this year?
1-3 4-6 7-9 >=10
5.6.1 Data from key Customers:
Customer
Name
Region Number of
Vehicles
Owned
Number of
Vehicle
(TATA)
Purchased
Last Year
(TATA)
Current
Year
Purchase
Plan
Nageshwar
Gaju
Ranchi 5 4 Nil 10
Gaurav
(Cosmic
Transport)
Bokaro 26 26 12 7
Harpal
Singh
(Singh
Roadways)
Bokaro 25 25 3 5
Talvinder
Singh
(Sandhu
Roadways)
Bokaro 12 12 5 3
Dharmendar
Singh
Bokaro 15 15 10 4
Rajkumar
Singh
(Rajnandini
Carrier)
Bokaro 34 26 12 5
Ram
Parmeshwar
Hazaribagh 30 25 10 3
Shiv Kumar
Singh
Hazaribagh 78 76 30 35
Pawan
Singh
Dhanbad 7 7 4 0
Shahabuddin
Ansari
Dhanbad 7 7 1 2
After this exercise I compiled all the data collected I was able to successfully collect. The idea was
to get a sense of vehicle demand & estimate for the current financial year. It was also aimed at learning
about the customer needs and recommendations by directly talking to Ground level sales teams and
Fleet owners. Also, understanding their thought process and purchase plans for FY 2016-17.
5.7 Macro Factors
During my research, I did come across a few macro factors which could impact the volumetric sale
in the near future They are as follows:
Economic Growth Projections
Industrial Output (IIP)
51 |
P a g e
Monsoon
Government Policies
Railway Freight Charges
Old Vehicle Ban
Coal Block Allocation
Upcoming Mines Related Project
Hence my next stop was automatically the Government policies for the current year as well as the
changes in norms and regulations that were being planned or expected
Government Policies:
Due to intense international pressure the govt. has had to change vehicle emission norms which
necessitates a vehicle to adhere to the BS-4 emission standards from the next financial year. This will
increase the cost of the vehicle and will lead to customers opting to buy beforehand. BS4 is supposed
to come into effect from April 2017, hence we can expect a spike in sales this year,
Railway Freight Charge:
In the past five years Rail Freight has gone up by 50% while Road freight has remained more or less
flat. This has shifted rail traffic toward roadways. Indian Rail primary routes are already saturated are
we are already seeing a huge investment in road infrastructure, according to reports most of cargo
except for mining products are expected to switch to roadways.
Old Vehicle ban:
A recent government proposal has asked to make a law banning vehicles more than 15 years old to
move on the roads. This proposal is expected to push-up the sales of new vehicles.
5.8 Coal Block Allocation & Upcoming Mining Projects:
Jharkhand is a coal rich state and many projects were awaiting government nod. Last week a
couple of coal blocks were allocated and work is expected to begin soon. This will also lead to a
surge in HCV Sales.
Thereby I was able to map the new and soon to open mines in Jharkhand, and they are as follows
Mines Region
Konark Pariyojna Bokaro
Parvatpur Mines Bokaro
BSB Mandi Ramgarh
Tandwa coaliari Hazaribagh
NTPC Mine Barkhagaon
Usha Martin Tandwa
Sangmitra mine Tandwa
Dahiwadi Dhanbad
P a g e
Monsoon
Government Policies
Railway Freight Charges
Old Vehicle Ban
Coal Block Allocation
Upcoming Mines Related Project
Hence my next stop was automatically the Government policies for the current year as well as the
changes in norms and regulations that were being planned or expected
Government Policies:
Due to intense international pressure the govt. has had to change vehicle emission norms which
necessitates a vehicle to adhere to the BS-4 emission standards from the next financial year. This will
increase the cost of the vehicle and will lead to customers opting to buy beforehand. BS4 is supposed
to come into effect from April 2017, hence we can expect a spike in sales this year,
Railway Freight Charge:
In the past five years Rail Freight has gone up by 50% while Road freight has remained more or less
flat. This has shifted rail traffic toward roadways. Indian Rail primary routes are already saturated are
we are already seeing a huge investment in road infrastructure, according to reports most of cargo
except for mining products are expected to switch to roadways.
Old Vehicle ban:
A recent government proposal has asked to make a law banning vehicles more than 15 years old to
move on the roads. This proposal is expected to push-up the sales of new vehicles.
5.8 Coal Block Allocation & Upcoming Mining Projects:
Jharkhand is a coal rich state and many projects were awaiting government nod. Last week a
couple of coal blocks were allocated and work is expected to begin soon. This will also lead to a
surge in HCV Sales.
Thereby I was able to map the new and soon to open mines in Jharkhand, and they are as follows
Mines Region
Konark Pariyojna Bokaro
Parvatpur Mines Bokaro
BSB Mandi Ramgarh
Tandwa coaliari Hazaribagh
NTPC Mine Barkhagaon
Usha Martin Tandwa
Sangmitra mine Tandwa
Dahiwadi Dhanbad
52 |
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5.9 Conclusion
Based on above calculation TATA motors it expected to have a sale increase of about 15% which
nears to a roundabout of 300 vehicles as compared to last year’s 30%, which lead to an increase in
around 600 vehicles. Even though the there is an optimistic view to a rise of about 20% no major
growth can be registered as compared to last year due to a very low number of new mines opening in
Jharkhand this year. Even new emission norms BS IV being brought into effect by the government
and a ban of vehicles older than 15 years is expected to increase vehicle sales
0
500
1000
1500
2000
2500
FY 2014-15 FY 2015-16 FY 2016-17 Optimistic 16-17
1400
2000
2300
2400
Vehicle Sales & Expected sales
120016001800200022002400
P a g e
5.9 Conclusion
Based on above calculation TATA motors it expected to have a sale increase of about 15% which
nears to a roundabout of 300 vehicles as compared to last year’s 30%, which lead to an increase in
around 600 vehicles. Even though the there is an optimistic view to a rise of about 20% no major
growth can be registered as compared to last year due to a very low number of new mines opening in
Jharkhand this year. Even new emission norms BS IV being brought into effect by the government
and a ban of vehicles older than 15 years is expected to increase vehicle sales
0
500
1000
1500
2000
2500
FY 2014-15 FY 2015-16 FY 2016-17 Optimistic 16-17
1400
2000
2300
2400
Vehicle Sales & Expected sales
120016001800200022002400
53 |
P a g e
Project II:
6. Positioning of TATA LPT 3718:
6.1 About the Project:
This project deals with the Market positioning of the product TATA LPT 3718 in the CARGO segment with
market competitors like Ashok Leyland 3718, Bharat Benz 3718, and Mahindra Truxo 3718. The project
involves in depth study of the market from scratch level for the 37 tonner segment to attain a better
understanding of the market scenario and develop a way to increase awareness as well as the market share of
TATA 3718.
The initial steps involve understanding the sales pattern for this segment, boosting the sale of TATA 3718 is
an integral part of the project as well as identifying the likely factors that affect the buying patterns of the
consumers. We will be able to determine behaviour of the customers from our first project Growth drivers
for Jharkhand for FY 2016-17. Focusing on these factors will allow the company to place its product neck to
neck with its competitors. This is done to understand how the market will affect the sale of cargo trucks &
why the competition is able to sell more than TATA.
The initial stages involve study of TATA as well as its competitors and try to find the point and areas where
TATA has an edge over competition. Such As-Torque, Gradeability, Top speed etc. TATA has better features
and is very well known for its “No Compromise in Quality” policy. Being a market leader in other truck
segments it wants to cement its position in the 37-Ton segment as well. TATA had released an earlier model
TATA 3723 which was not as successful as TATA’s other models, hence TATA Motors is re-entering this
segment with a completely new product. The TATA MOTORS Brand does provide 3718 with the famous
quality and trust of TATA Trucks.
The project is being carried out in three phases namely:
First phase of this project involves gauging the current scenario of the existing vehicles in the market as and
against TATA 3718.
Second phase is more focused towards finding out factors which influence the sale of cargo trucks in the
customer’s mind namely- Pricing, After Sale Service, Ease of Financing, Vehicle Insurance, Product Quality
etc. Awareness activities are to be conducted at various dealerships and hubs of such vehicles to increase
awareness among drivers as well as the owners, this is being done as drivers play a major role in influencing
the owner’s decision of buying a vehicle. Targeting them and explaining them the benefits of TATA 3718 so
they consider this as an option while recommending vehicles to their owners as they are the primary users of
the owner’s vehicles.
Third Phase I surveyed the market in form of Written Testimonials and Voice of Customer (VOC) [Videos],
of the owners of both TATA as well as of the competitors, these were recorded as part of the documentation
of my research as it will help me to plan and direct our activities on the key factors more effectively.
P a g e
Project II:
6. Positioning of TATA LPT 3718:
6.1 About the Project:
This project deals with the Market positioning of the product TATA LPT 3718 in the CARGO segment with
market competitors like Ashok Leyland 3718, Bharat Benz 3718, and Mahindra Truxo 3718. The project
involves in depth study of the market from scratch level for the 37 tonner segment to attain a better
understanding of the market scenario and develop a way to increase awareness as well as the market share of
TATA 3718.
The initial steps involve understanding the sales pattern for this segment, boosting the sale of TATA 3718 is
an integral part of the project as well as identifying the likely factors that affect the buying patterns of the
consumers. We will be able to determine behaviour of the customers from our first project Growth drivers
for Jharkhand for FY 2016-17. Focusing on these factors will allow the company to place its product neck to
neck with its competitors. This is done to understand how the market will affect the sale of cargo trucks &
why the competition is able to sell more than TATA.
The initial stages involve study of TATA as well as its competitors and try to find the point and areas where
TATA has an edge over competition. Such As-Torque, Gradeability, Top speed etc. TATA has better features
and is very well known for its “No Compromise in Quality” policy. Being a market leader in other truck
segments it wants to cement its position in the 37-Ton segment as well. TATA had released an earlier model
TATA 3723 which was not as successful as TATA’s other models, hence TATA Motors is re-entering this
segment with a completely new product. The TATA MOTORS Brand does provide 3718 with the famous
quality and trust of TATA Trucks.
The project is being carried out in three phases namely:
First phase of this project involves gauging the current scenario of the existing vehicles in the market as and
against TATA 3718.
Second phase is more focused towards finding out factors which influence the sale of cargo trucks in the
customer’s mind namely- Pricing, After Sale Service, Ease of Financing, Vehicle Insurance, Product Quality
etc. Awareness activities are to be conducted at various dealerships and hubs of such vehicles to increase
awareness among drivers as well as the owners, this is being done as drivers play a major role in influencing
the owner’s decision of buying a vehicle. Targeting them and explaining them the benefits of TATA 3718 so
they consider this as an option while recommending vehicles to their owners as they are the primary users of
the owner’s vehicles.
Third Phase I surveyed the market in form of Written Testimonials and Voice of Customer (VOC) [Videos],
of the owners of both TATA as well as of the competitors, these were recorded as part of the documentation
of my research as it will help me to plan and direct our activities on the key factors more effectively.
54 |
P a g e
PHASE 1
6.2 Product Description:
LPT 3718- 10x2: 27 FEET LOAD
3718 is a 37 tonne vehicle with a 180 horsepower engine. It is prices at just Rs. Two lakh above TATA LPT
3118
Which is a 31 tonner vehicle hence not only is this vehicle marketed as a 37 tonner vehicle Tata is also
aiming to increase its market share by offering this to TATA 3118’s prospective buyers by showing its
value for money as compared to Tata’s Own as well as rival vehicles. Hence the features of Tata 3718 are
Uniform Load Distribution due to ideal placement of the 5 Axles on the Chassis-Due to this Feature the power
distribution all-along the vehicles axles is even hence better power and control over vehicle at all times
Tag lift axle has higher lift as compared to push lift axle there by providing drivers with higher ground
clearance
The technical Performance advantages of TATA 3718 are
Engine
P a g e
PHASE 1
6.2 Product Description:
LPT 3718- 10x2: 27 FEET LOAD
3718 is a 37 tonne vehicle with a 180 horsepower engine. It is prices at just Rs. Two lakh above TATA LPT
3118
Which is a 31 tonner vehicle hence not only is this vehicle marketed as a 37 tonner vehicle Tata is also
aiming to increase its market share by offering this to TATA 3118’s prospective buyers by showing its
value for money as compared to Tata’s Own as well as rival vehicles. Hence the features of Tata 3718 are
Uniform Load Distribution due to ideal placement of the 5 Axles on the Chassis-Due to this Feature the power
distribution all-along the vehicles axles is even hence better power and control over vehicle at all times
Tag lift axle has higher lift as compared to push lift axle there by providing drivers with higher ground
clearance
The technical Performance advantages of TATA 3718 are
Engine
55 |
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CUMMINS B5.9 180 31 BS-III: It is a water cooled direct injection turbo charged after cooled engine it
gives the driver following benefits
More power at low Rotation Per Minute (RPM)
High engine efficiency
Easier Maintenance
Increased Engine Life
GEAR BOX & CLUTCH:
Tata G1150, DD 12.86: It is a single plate dry friction type clutch. It provides the gear box with
Higher FGR & RAR
Higher torque at wheels
Bigger clutch plate for better transmission
Organic clutch plate gives it less wear and more life
Chassis, Suspension & Brakes:
CHASSIS: Ladder frame provides 3718 with
Better load distribution
Better C channel dimensions
Better suspension
• Suspension: Parabolic Leaf spring, Semi-elliptical Leaf spring with bell crank arrangement & air
suspension for lift axle
• Brakes: Dual circuit, Full Air S-Cam brake system- NON ABS TYPE
Rear Drive Axle: It is a TATA RA110 type
Better RAR for more torque
Higher Gradeability
Better fuel Efficiency
Competition Scenario:
MAHINDRA :37T M has the following Variants in the Market:
LPT 3723
32 ft. Load Body (in 10x4 and 10x2 configuration)
27 ft. Load Body
Cowl Options only
ASHOK LEYLAND: AL has the following 37-ton variant in the market
AL 3718 il
30 ft. Load Body
27.5 ft. Load Body
Cowl Options only
P a g e
CUMMINS B5.9 180 31 BS-III: It is a water cooled direct injection turbo charged after cooled engine it
gives the driver following benefits
More power at low Rotation Per Minute (RPM)
High engine efficiency
Easier Maintenance
Increased Engine Life
GEAR BOX & CLUTCH:
Tata G1150, DD 12.86: It is a single plate dry friction type clutch. It provides the gear box with
Higher FGR & RAR
Higher torque at wheels
Bigger clutch plate for better transmission
Organic clutch plate gives it less wear and more life
Chassis, Suspension & Brakes:
CHASSIS: Ladder frame provides 3718 with
Better load distribution
Better C channel dimensions
Better suspension
• Suspension: Parabolic Leaf spring, Semi-elliptical Leaf spring with bell crank arrangement & air
suspension for lift axle
• Brakes: Dual circuit, Full Air S-Cam brake system- NON ABS TYPE
Rear Drive Axle: It is a TATA RA110 type
Better RAR for more torque
Higher Gradeability
Better fuel Efficiency
Competition Scenario:
MAHINDRA :37T M has the following Variants in the Market:
LPT 3723
32 ft. Load Body (in 10x4 and 10x2 configuration)
27 ft. Load Body
Cowl Options only
ASHOK LEYLAND: AL has the following 37-ton variant in the market
AL 3718 il
30 ft. Load Body
27.5 ft. Load Body
Cowl Options only
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Bharat Benz: Launched Its 37T truck, Sept 2015
6.3 Spread Sheet Comparing Tata LPT3718, Bharat Benz and Ashok Leyland 3718
6.3.1 Comparison between Tata LPT 3718 and Mahindra TRUXO 37:
Vehicle
AttributesTata LPT 3718(1210/cowl)Ashok Leyland 3718IL(6600/cowl)Bharat Benz 3723R (6575/Cab)
Performance
EngineCUMMINS 6BT 5.9 180 BS3H SERIES HA6 ETI3UDE170,DI Turbocharged,with ECU Fuel Injection Pump
Emission NormsBSIIIBSIIIBSIII
Engine Cylinder6 6 6
Displacement(cc)5883 5660 6373
Mahindra Truxo 37 Tata LPT 3718
P a g e
Bharat Benz: Launched Its 37T truck, Sept 2015
6.3 Spread Sheet Comparing Tata LPT3718, Bharat Benz and Ashok Leyland 3718
6.3.1 Comparison between Tata LPT 3718 and Mahindra TRUXO 37:
Vehicle
AttributesTata LPT 3718(1210/cowl)Ashok Leyland 3718IL(6600/cowl)Bharat Benz 3723R (6575/Cab)
Performance
EngineCUMMINS 6BT 5.9 180 BS3H SERIES HA6 ETI3UDE170,DI Turbocharged,with ECU Fuel Injection Pump
Emission NormsBSIIIBSIIIBSIII
Engine Cylinder6 6 6
Displacement(cc)5883 5660 6373
Mahindra Truxo 37 Tata LPT 3718
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Engine:
Gear Box:
Truxo 37 LPT 3718
m-Power Tata Cummins 6BT
170 HP 180 HP
820 Nm 685 Nm
7.2 L 5.9 L
Truxo 37 LPT 3718
6 Speed gear box G-1150
6F+1R 1C+8F+1R
FGR-9.01 CGR- 12.87, FGR-9.13
P a g e
Engine:
Gear Box:
Truxo 37 LPT 3718
m-Power Tata Cummins 6BT
170 HP 180 HP
820 Nm 685 Nm
7.2 L 5.9 L
Truxo 37 LPT 3718
6 Speed gear box G-1150
6F+1R 1C+8F+1R
FGR-9.01 CGR- 12.87, FGR-9.13
58 |
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Front Suspension:
Front disjoint suspension
TML
Suspension:
•Front axle at
•Spring
deflection is
same
•Spring
deflection is
Different
Front tandem link suspension
P a g e
Front Suspension:
Front disjoint suspension
TML
Suspension:
•Front axle at
•Spring
deflection is
same
•Spring
deflection is
Different
Front tandem link suspension
59 |
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Vehicle Performance:
Truxo 37 LPT 3718
Gradeability-18% Gradeability- 25% (Crawler),
st
Top speed- 73 kmph Top speed- 78 kmph
TCD- 22 m TCD- 21.9 m
P a g e
Vehicle Performance:
Truxo 37 LPT 3718
Gradeability-18% Gradeability- 25% (Crawler),
st
Top speed- 73 kmph Top speed- 78 kmph
TCD- 22 m TCD- 21.9 m
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6.3.2 Comparison between TATA LPT 3718 & AL 3718:
PARAMETERS TATA LPT 3718 AL 3718
Engine Tata Cummins 6BT HA Series
Horse Power 180 HP 180 HP
Torque 685 Nm 660 Nm
FIP Rotary Inline
Gear Box G-1150
CGR-12.87
FGR-9.13
9 Speed G box
CGR- 12.73
FGR- 8.83
Gradeability 19% 15%
Top Speed 78 km/h 70km/h
TCD 21.9 m 23.8 m
Wheelbase 62 66
Load Span 27 ft 27.5 ft
Chassis Length 10807 mm 11391 mm
Front overhang 1260 mm 1557 mm
Rear Overhang 800 mm 2524 mm
Lift Axle Tag Pusher
Longer tyre life X
Easy to turn X
Better power transmission X
Safe lift axle X
Rebound strap √ X
Bump stopper √ X
Pivot Bolt 27 mm 22 mm
Bellows 2 3
P a g e
6.3.2 Comparison between TATA LPT 3718 & AL 3718:
PARAMETERS TATA LPT 3718 AL 3718
Engine Tata Cummins 6BT HA Series
Horse Power 180 HP 180 HP
Torque 685 Nm 660 Nm
FIP Rotary Inline
Gear Box G-1150
CGR-12.87
FGR-9.13
9 Speed G box
CGR- 12.73
FGR- 8.83
Gradeability 19% 15%
Top Speed 78 km/h 70km/h
TCD 21.9 m 23.8 m
Wheelbase 62 66
Load Span 27 ft 27.5 ft
Chassis Length 10807 mm 11391 mm
Front overhang 1260 mm 1557 mm
Rear Overhang 800 mm 2524 mm
Lift Axle Tag Pusher
Longer tyre life X
Easy to turn X
Better power transmission X
Safe lift axle X
Rebound strap √ X
Bump stopper √ X
Pivot Bolt 27 mm 22 mm
Bellows 2 3
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Size 400 mm 320 mm
Ground clearance (UL) 175 mm 143 mm
Ground clearance(Laden) 120 mm 100 mm
P a g e
Size 400 mm 320 mm
Ground clearance (UL) 175 mm 143 mm
Ground clearance(Laden) 120 mm 100 mm
62 |
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6.3.3 Comparison Between TATA LPT 3718 & TATA 3118:
TATA LPT 3718
TATA LPT 3118
P a g e
6.3.3 Comparison Between TATA LPT 3718 & TATA 3118:
TATA LPT 3718
TATA LPT 3118
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Attributes TATA LPT 3718 TATA LPT 3118
Engine Tata Cummins 180-31, DI
turbocharged intercooled
CUMMINS 6BT 5.9 180 BS3
Emission Norms BS-III BS-III
Engine Cylinder 6 6
Displacement(cc) 5833 5883
Max Power 181bhp @2500rpm 181bhp @2500rpm
Max Torque 675Nm @ 1400-1600 675Nm @ 1400-1600rpm
Transmission Manual Manual
Clutch 380mm dia, single plate dry friction
push type, with clutch
boosters.
380 mm dia, single disc dry
friction, Push type, with
clutch booster.
Gear box 6-speed 9-speed
Fuel tank Diesel(300lit) Diesel (400lit)
Gradeability (%) 22 25
Turning Radius 10750mm 10970mm
Max Speed (kmph) 80 78
Body Option Customizable Customizable
Chassis Type chassis with face cowl chassis with face cowl
Cabin Type No cabin No cabin
Tilt able Cable yes yes
Axle Configuration 8x2 10x2
Front Tyre 10 R 20-16 PR 11R 20-16 PR
Rear Tyre 10 R 20 -16 PR 11R 201-16 PR
Wheel Base (in mm) 5505 6255
Overall Length (in mm) 9635 10807
Overall Width (in mm) 2440 2434
Overall Height 1839 3025
GVW/GCW(Kgs) 31000 3700
Kerb Weight 7400kgs 9595kgs
Ground Clearance in mm 250 250
Steering Power steering Power steering
AC No No
Cruise Control No No
Navigation System yes Yes
Driver Information System No No
Armrest No No
Seat Type Standard
Brakes Air brakes Air brakes
Front Axle Heavy duty forged "I" beam reverse
Elliot type.
Twin-Steerable Axle
P a g e
Attributes TATA LPT 3718 TATA LPT 3118
Engine Tata Cummins 180-31, DI
turbocharged intercooled
CUMMINS 6BT 5.9 180 BS3
Emission Norms BS-III BS-III
Engine Cylinder 6 6
Displacement(cc) 5833 5883
Max Power 181bhp @2500rpm 181bhp @2500rpm
Max Torque 675Nm @ 1400-1600 675Nm @ 1400-1600rpm
Transmission Manual Manual
Clutch 380mm dia, single plate dry friction
push type, with clutch
boosters.
380 mm dia, single disc dry
friction, Push type, with
clutch booster.
Gear box 6-speed 9-speed
Fuel tank Diesel(300lit) Diesel (400lit)
Gradeability (%) 22 25
Turning Radius 10750mm 10970mm
Max Speed (kmph) 80 78
Body Option Customizable Customizable
Chassis Type chassis with face cowl chassis with face cowl
Cabin Type No cabin No cabin
Tilt able Cable yes yes
Axle Configuration 8x2 10x2
Front Tyre 10 R 20-16 PR 11R 20-16 PR
Rear Tyre 10 R 20 -16 PR 11R 201-16 PR
Wheel Base (in mm) 5505 6255
Overall Length (in mm) 9635 10807
Overall Width (in mm) 2440 2434
Overall Height 1839 3025
GVW/GCW(Kgs) 31000 3700
Kerb Weight 7400kgs 9595kgs
Ground Clearance in mm 250 250
Steering Power steering Power steering
AC No No
Cruise Control No No
Navigation System yes Yes
Driver Information System No No
Armrest No No
Seat Type Standard
Brakes Air brakes Air brakes
Front Axle Heavy duty forged "I" beam reverse
Elliot type.
Twin-Steerable Axle
64 |
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6.4 Plan of Action:
As I have deduced from the above technical specification comparison comparisons 3718 is a successful
and highly feasible model. Apart from technical superiority it is very important that Tata was able to create
customer awareness regarding 3718 hence I began the next phase of my project. That was to determine
customer behaviour. To do that first I prepared a new questionnaire for Tata customer who owned 3718 so
as to obtain their views about the product and its performance on a day to day basis under varying
conditions and different market loads and drivers. This review of fleet owners will help Tata position the
vehicle better in minds of other prospective buyers
Front Suspension Semi elliptical leaf spring
suspensions with hydraulic
double Acting telescopic type
shock absorber.
Parabolic Spring Suspension
with Hydraulic Double
Acting telescopic
Rear Axle Lift Axle-pneumatic air suspension,
first rear axle-single-speed
hypoid gear axle,secondary
rear axle-Heavy duty Tabular
dummy axle.
First- Single Reduction,
Second- Heavy Duty,
Third- Lift Axle
Rear Suspension Semi elliptical leaf spring
suspensions, with bell-crank
mechanism.
Pneumatic Air Suspension,
Semi-Elliptical Leaf
spring.
Parking Brakes yes yes
Power Steering yes yes
Fog lights yes yes
P a g e
6.4 Plan of Action:
As I have deduced from the above technical specification comparison comparisons 3718 is a successful
and highly feasible model. Apart from technical superiority it is very important that Tata was able to create
customer awareness regarding 3718 hence I began the next phase of my project. That was to determine
customer behaviour. To do that first I prepared a new questionnaire for Tata customer who owned 3718 so
as to obtain their views about the product and its performance on a day to day basis under varying
conditions and different market loads and drivers. This review of fleet owners will help Tata position the
vehicle better in minds of other prospective buyers
Front Suspension Semi elliptical leaf spring
suspensions with hydraulic
double Acting telescopic type
shock absorber.
Parabolic Spring Suspension
with Hydraulic Double
Acting telescopic
Rear Axle Lift Axle-pneumatic air suspension,
first rear axle-single-speed
hypoid gear axle,secondary
rear axle-Heavy duty Tabular
dummy axle.
First- Single Reduction,
Second- Heavy Duty,
Third- Lift Axle
Rear Suspension Semi elliptical leaf spring
suspensions, with bell-crank
mechanism.
Pneumatic Air Suspension,
Semi-Elliptical Leaf
spring.
Parking Brakes yes yes
Power Steering yes yes
Fog lights yes yes
65 |
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PHASE 2
6.5 Questionnaire for TATA 3718 Customers
Name of Customer - Business- Area-
Phone no- Years of Experience-
1-How many vehicles do you own?
0-3 4-6 7-9 >=10
2- How many of them are of Tata Motors ltd?
0-3 4-6 7-9 >=10
3- How many 3718 do you have?
0-3 4-6 7-9 >=10
4-How old is TM model 3718 you own?
0-3 4-6 7-9
4-Which application is 3718 used for?
Coal Steel & Iron Marble Diesel/oil
Cement
P a g e
PHASE 2
6.5 Questionnaire for TATA 3718 Customers
Name of Customer - Business- Area-
Phone no- Years of Experience-
1-How many vehicles do you own?
0-3 4-6 7-9 >=10
2- How many of them are of Tata Motors ltd?
0-3 4-6 7-9 >=10
3- How many 3718 do you have?
0-3 4-6 7-9 >=10
4-How old is TM model 3718 you own?
0-3 4-6 7-9
4-Which application is 3718 used for?
Coal Steel & Iron Marble Diesel/oil
Cement
66 |
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5-Rate this factor.
The customers were asked fill out their respective details as well as to rate the above factors out of 10. For
how the felt about the 3718 product. To show the higher efficiency of Tata 3718 I also prepared a
comparison chart that could be used to shoe aw owner the efficiency to TATA 3718 based on his usage of
the vehicles
6.6 Questionnaire 2: BRT for TATA 3718:
BRT Model is a smart way to impress the C0’s or the prospects. Getting the BRT filled by customers using
different models with 3718 would make them aware of the better operating economics of 3718 over other models
and this can also be used to in still faith among the prospective buyers. Because they would take the word of a
user rather than trusting a company officially who obviously would have ulterior motives in selling the vehicle.
It’s quite clear that TATA wants to position this product as an improvement over the 3118 model. It hopes
to shift its volume towards 3718 LPT. This necessitated a comparison of 3718 and 3118 which I did. To
understand the mind set of consumers better I designed a questionnaire. I was hoping to get a good sample
size so as to generalize the result and conclude on the strengths and weaknesses. For interacting with
customers personally I visited a few fleet owners in Hazaribagh, Jamshedpur and Bokaro
Data Parameters Tata 3718 Tata 3118 Tata 4018
Pay load in Tons
Primary Load
Carried in
Tons
Return load carried
in Tons
Lead distance with
onward
primary load
in Kilometres
Lead distance with
return
secondary
FACTORS (1) (2) (3) (4) (5) (6) (7) (8) (9) (10)
Mileage
Price
Tyre life
Maintenance
Load capacity
Safety
Chassis Strength
Comfort/Features
Load Area
Serviceability
P a g e
5-Rate this factor.
The customers were asked fill out their respective details as well as to rate the above factors out of 10. For
how the felt about the 3718 product. To show the higher efficiency of Tata 3718 I also prepared a
comparison chart that could be used to shoe aw owner the efficiency to TATA 3718 based on his usage of
the vehicles
6.6 Questionnaire 2: BRT for TATA 3718:
BRT Model is a smart way to impress the C0’s or the prospects. Getting the BRT filled by customers using
different models with 3718 would make them aware of the better operating economics of 3718 over other models
and this can also be used to in still faith among the prospective buyers. Because they would take the word of a
user rather than trusting a company officially who obviously would have ulterior motives in selling the vehicle.
It’s quite clear that TATA wants to position this product as an improvement over the 3118 model. It hopes
to shift its volume towards 3718 LPT. This necessitated a comparison of 3718 and 3118 which I did. To
understand the mind set of consumers better I designed a questionnaire. I was hoping to get a good sample
size so as to generalize the result and conclude on the strengths and weaknesses. For interacting with
customers personally I visited a few fleet owners in Hazaribagh, Jamshedpur and Bokaro
Data Parameters Tata 3718 Tata 3118 Tata 4018
Pay load in Tons
Primary Load
Carried in
Tons
Return load carried
in Tons
Lead distance with
onward
primary load
in Kilometres
Lead distance with
return
secondary
FACTORS (1) (2) (3) (4) (5) (6) (7) (8) (9) (10)
Mileage
Price
Tyre life
Maintenance
Load capacity
Safety
Chassis Strength
Comfort/Features
Load Area
Serviceability
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P a g e
load in
Kilometres
Distance without
load in
Kilometres
Total distance per
trip
No of trips per
month
Total Load carried
per trip
(onward&
return) in
tons
Total number of
operative
months
Type of Tyres
Cost of one new bias
ply tyre in Rs
Cost of one new
radial ply
tyre in Rs
Front axle tyre life
in Kilometres
Lift axle tyre life in
Kilometres
Drive axle tyre life
in Kilometres
Trailer/tandem axle
tyre life in
Kilometres
6.7 Based on questionnaires calculations:
Sample Size of customers taken from all over Jharkhand 45, all the customers owned at least one TATA
LPT 3718 & were also fleet owners.
Total Vehicles Owned across all 45 Customers was- 316. Out of which 100 were LPT 3718 of Tata Motors
Based on the first questionnaire and using excel it was found that [Every Aspect was rated out of 10]
Maintenance Cost and Load Capacity Have the highest scores of 8.31 and 8.71 respectively. Driver
Comfort and Pull Power have also scored high.
Tyre Durability and Mileage Have the lowest average score of 6.07 and 7.27 respectively.
P a g e
load in
Kilometres
Distance without
load in
Kilometres
Total distance per
trip
No of trips per
month
Total Load carried
per trip
(onward&
return) in
tons
Total number of
operative
months
Type of Tyres
Cost of one new bias
ply tyre in Rs
Cost of one new
radial ply
tyre in Rs
Front axle tyre life
in Kilometres
Lift axle tyre life in
Kilometres
Drive axle tyre life
in Kilometres
Trailer/tandem axle
tyre life in
Kilometres
6.7 Based on questionnaires calculations:
Sample Size of customers taken from all over Jharkhand 45, all the customers owned at least one TATA
LPT 3718 & were also fleet owners.
Total Vehicles Owned across all 45 Customers was- 316. Out of which 100 were LPT 3718 of Tata Motors
Based on the first questionnaire and using excel it was found that [Every Aspect was rated out of 10]
Maintenance Cost and Load Capacity Have the highest scores of 8.31 and 8.71 respectively. Driver
Comfort and Pull Power have also scored high.
Tyre Durability and Mileage Have the lowest average score of 6.07 and 7.27 respectively.
68 |
P a g e
Satisfied Customers out of a sample of 45 are 33. A healthy 73%
Among the satisfied customers 70% rated load capacity as the main reason for satisfaction
Satisfaction Survey about TATA 3718
6.6.1 Important variables and Respective average ratings:
Influencing Factors Average Score
Driver Comfort 8.24
Pull Power 8.16
Mileage 7.27
Tyre Durability 6.07
Serviceability 8.07
Load Capacity 8.71
Chassis Strength 8.80
Maintenance Cost 8.29
Safety 8.00
Strengths of 3718 as per the average ratings are as follows
Load Capacity
Maintenance Cost
Driver Comfort
The weaknesses as per the average ratings calculated are as follows
Tyre Life
Mileage
Satisfaction Survey
YESNO
P a g e
Satisfied Customers out of a sample of 45 are 33. A healthy 73%
Among the satisfied customers 70% rated load capacity as the main reason for satisfaction
Satisfaction Survey about TATA 3718
6.6.1 Important variables and Respective average ratings:
Influencing Factors Average Score
Driver Comfort 8.24
Pull Power 8.16
Mileage 7.27
Tyre Durability 6.07
Serviceability 8.07
Load Capacity 8.71
Chassis Strength 8.80
Maintenance Cost 8.29
Safety 8.00
Strengths of 3718 as per the average ratings are as follows
Load Capacity
Maintenance Cost
Driver Comfort
The weaknesses as per the average ratings calculated are as follows
Tyre Life
Mileage
Satisfaction Survey
YESNO
69 |
P a g e
6.7.2 Average Score of satisfied and unsatisfied customers
Serial No. Influencing
Factors
Average Score Satisfied
Customer
Unsatisfied
Customer
1 Driver Comfort 8.24 8.73 6.92
2 Pull Power 8.16 8.61 6.92
3 Mileage 7.27 8.06 5.08
4 Tyre Durability 6.07 6.82 4.00
5 Serviceability 8.07 8.58 6.67
6 Load Capacity 8.71 9.03 7.83
7 Chassis Strength 8.80 9.18 7.75
8 Maintenance Cost 8.29 8.79 6.92
9 Safety 8.00 8.21 7.42
0 1 2 3 4 5 6 7 8 9 10
Driver
Pull
Mileage
Tyre
Service
Load
Chassis
Maintenance
Safety
Customer Satisfaction
UnsatisfiedSatisfiedAverage
P a g e
6.7.2 Average Score of satisfied and unsatisfied customers
Serial No. Influencing
Factors
Average Score Satisfied
Customer
Unsatisfied
Customer
1 Driver Comfort 8.24 8.73 6.92
2 Pull Power 8.16 8.61 6.92
3 Mileage 7.27 8.06 5.08
4 Tyre Durability 6.07 6.82 4.00
5 Serviceability 8.07 8.58 6.67
6 Load Capacity 8.71 9.03 7.83
7 Chassis Strength 8.80 9.18 7.75
8 Maintenance Cost 8.29 8.79 6.92
9 Safety 8.00 8.21 7.42
0 1 2 3 4 5 6 7 8 9 10
Driver
Pull
Mileage
Tyre
Service
Load
Chassis
Maintenance
Safety
Customer Satisfaction
UnsatisfiedSatisfiedAverage
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6.8 TYRE ISSUE
Using z score quantitative method I calculated the probability of tyre life in kilometres
Let X = Kilometres
Z = z score
Mean Tyre Life,
40000Km
S = Standard Deviation,
20000 Km
P = Probability
X> 20000
Z= -1 and P= 84.13%
X> 30000 Z= -0.5 and P= 69.15%
X> 40000 Z= 0 and P= 50%
X> 50000 Z= 0.5 and P= 30.85%
X> 60000 Z= 1 and P= 15.87%
X> 70000 Z= 1.5 and P= 6.68%
Customer Satisfaction
On analysing my calculations, I discovered that vehicles manufactured and purchased till 2015 December
i.e. 7 months ago in November and December had the maximum number of unsatisfied customer.
While customers who have purchased the vehicle from Jan-2016 were highly satisfied with their vehicles
6.8 Co-Relation Factor
I have also employed Co-Relation factor among the variables to determine the various attributes of the
vehicles to determine the key factors that influence the strengths or weaknesses of the vehicle. Such as A
strong chassis will allow the vehicle to carry a higher load. Thus with co-relation I was able to identify the
key factors of the vehicle
11%
49%
40%
Vehcile Ownership Period (In Months)
0-34-67-9
P a g e
6.8 TYRE ISSUE
Using z score quantitative method I calculated the probability of tyre life in kilometres
Let X = Kilometres
Z = z score
Mean Tyre Life,
40000Km
S = Standard Deviation,
20000 Km
P = Probability
X> 20000
Z= -1 and P= 84.13%
X> 30000 Z= -0.5 and P= 69.15%
X> 40000 Z= 0 and P= 50%
X> 50000 Z= 0.5 and P= 30.85%
X> 60000 Z= 1 and P= 15.87%
X> 70000 Z= 1.5 and P= 6.68%
Customer Satisfaction
On analysing my calculations, I discovered that vehicles manufactured and purchased till 2015 December
i.e. 7 months ago in November and December had the maximum number of unsatisfied customer.
While customers who have purchased the vehicle from Jan-2016 were highly satisfied with their vehicles
6.8 Co-Relation Factor
I have also employed Co-Relation factor among the variables to determine the various attributes of the
vehicles to determine the key factors that influence the strengths or weaknesses of the vehicle. Such as A
strong chassis will allow the vehicle to carry a higher load. Thus with co-relation I was able to identify the
key factors of the vehicle
11%
49%
40%
Vehcile Ownership Period (In Months)
0-34-67-9
71 |
P a g e
Driver
Comfo
rt
Pull Power Mileag
e
Tyre Durability Serviceabilit
y
Loa
d
Chassi
s
Driver Comfort 1.00 0.57 0.37 0.31 0.37 0.32 0.29
Pull Power 0.57 1.00 0.47 0.42 0.32 0.34 0.41
Mileage 0.37 0.47 1.00 0.39 0.41 0.15 0.34
Tyre Durability 0.31 0.41 0.39 1.00 0.54 0.26 0.34
Serviceability 0.37 0.32 0.41 0.54 1.00 0.38 0.32
Load 0.32 0.35 0.15 0.26 0.38 1.00 0.71
Chassis 0.29 0.41 0.33 0.34 0.32 0.71 1.00
Maintenance 0.50 0.49 0.34 0.44 0.80 0.26 0.24
In co-relation the values nearest 1 is considered the best factor, thus in above chart all highlighted values
show the key factors in both strength and weakness of the vehicle
6.8.1 Satisfied customers:
Average Score across all parameters in case of Satisfied Customers is 8.44
Hence, individually for a customer to be satisfied with a particular variable their score should be more than 8 in
that particular variable.
Attribute No. Of Customer with Score >=
8
Percentage
Driver Comfort 27 60%
Pull Power 34 75%
Mileage 26 58%
Tyre Durability 16 35%
Serviceability 33 73%
Load 36 80%
Chassis 41 91%
Maintenance 35 78%
P a g e
Driver
Comfo
rt
Pull Power Mileag
e
Tyre Durability Serviceabilit
y
Loa
d
Chassi
s
Driver Comfort 1.00 0.57 0.37 0.31 0.37 0.32 0.29
Pull Power 0.57 1.00 0.47 0.42 0.32 0.34 0.41
Mileage 0.37 0.47 1.00 0.39 0.41 0.15 0.34
Tyre Durability 0.31 0.41 0.39 1.00 0.54 0.26 0.34
Serviceability 0.37 0.32 0.41 0.54 1.00 0.38 0.32
Load 0.32 0.35 0.15 0.26 0.38 1.00 0.71
Chassis 0.29 0.41 0.33 0.34 0.32 0.71 1.00
Maintenance 0.50 0.49 0.34 0.44 0.80 0.26 0.24
In co-relation the values nearest 1 is considered the best factor, thus in above chart all highlighted values
show the key factors in both strength and weakness of the vehicle
6.8.1 Satisfied customers:
Average Score across all parameters in case of Satisfied Customers is 8.44
Hence, individually for a customer to be satisfied with a particular variable their score should be more than 8 in
that particular variable.
Attribute No. Of Customer with Score >=
8
Percentage
Driver Comfort 27 60%
Pull Power 34 75%
Mileage 26 58%
Tyre Durability 16 35%
Serviceability 33 73%
Load 36 80%
Chassis 41 91%
Maintenance 35 78%
72 |
P a g e
Satisfaction Score:
Based on the Customer Survey above is the segregation of the overall customer satisfaction (In
Percentage) with each attribute taken one at a time. From the above graph it is clear that Tyre durability is a
key issue among all users of TATA 3718
6.8.2 Un-satisfied Customers:
Average score across all variables in case of unsatisfied customers is 6.61. Hence a score less than that
given to a particular parameter is a cause of worry. Based on that I have tried to rate the customers response
in each variable. This would help me to understand the factor which plays the major role in the customers
mind.
Attributes Number of Customers with
score <= 6.61
Percentage
Driver Comfort 3 25%
Pull Power 4 33%
Mileage 8 67%
Tyre Durability 10 83%
Serviceability 5 42%
Load 2 17%
Chassis 3 25%
Maintenance 4 33%
0%10%20%30%40%50%60%70%80%90%100%
Driver Comfort
Pull Power
Mileage
Tyre Durability
Serviceability
Load Capacity
Chassis Strength
Maintenance Cost
Satisfaction Score
Satisfaction Score
P a g e
Satisfaction Score:
Based on the Customer Survey above is the segregation of the overall customer satisfaction (In
Percentage) with each attribute taken one at a time. From the above graph it is clear that Tyre durability is a
key issue among all users of TATA 3718
6.8.2 Un-satisfied Customers:
Average score across all variables in case of unsatisfied customers is 6.61. Hence a score less than that
given to a particular parameter is a cause of worry. Based on that I have tried to rate the customers response
in each variable. This would help me to understand the factor which plays the major role in the customers
mind.
Attributes Number of Customers with
score <= 6.61
Percentage
Driver Comfort 3 25%
Pull Power 4 33%
Mileage 8 67%
Tyre Durability 10 83%
Serviceability 5 42%
Load 2 17%
Chassis 3 25%
Maintenance 4 33%
0%10%20%30%40%50%60%70%80%90%100%
Driver Comfort
Pull Power
Mileage
Tyre Durability
Serviceability
Load Capacity
Chassis Strength
Maintenance Cost
Satisfaction Score
Satisfaction Score
73 |
P a g e
Unsatisfactied customer graph:
Un- Satisfaction Score clearly states that among the Unsatisfied Customers Tyre Durabilty and Mileage are their
most important concern. Around 83% of them are unhappy with the way the tryes have worn out. And 67%
of them are not content with the mileage.
Discriminant Analysis in SAS:
7.1 Discriminant Analysis to Classify between Satisfied and Unsatisfied Customers:
What is Discriminant Analysis and why did I find the need to use it?
Discrimant analysis uses predictor variables to categorize the observations. Hence I can use the data collected to
form a discriminating line which will categorize between satisfied and unsatisfied customer. What happens
sometime that oneattribute of a vehicle even if not dominant enough has a bearing on customers response.
Using Discriminant Analysis we can find out by the scores filled in the questionnaire wether a customer is happy
with the performance of the vehicle. This concept is not just limited to 3718 but can be generalized.
The training data or the sample of 45 gives the equation of a line wherein the test data or the future responses can
be checked for satisfaction score of a customer.
Total Sample Size 45 DF Total 44
Variables 8 DF Within Classes 43
Classes 2 DF Between Classes 1
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Driver Comfort
Pull Power
Mileage
Tyre Durability
Serviceability
Load Capacity
Chassis Strength
Maintenance Cost
Un-Satisfaction Score
Un-Satisfaction Score
P a g e
Unsatisfactied customer graph:
Un- Satisfaction Score clearly states that among the Unsatisfied Customers Tyre Durabilty and Mileage are their
most important concern. Around 83% of them are unhappy with the way the tryes have worn out. And 67%
of them are not content with the mileage.
Discriminant Analysis in SAS:
7.1 Discriminant Analysis to Classify between Satisfied and Unsatisfied Customers:
What is Discriminant Analysis and why did I find the need to use it?
Discrimant analysis uses predictor variables to categorize the observations. Hence I can use the data collected to
form a discriminating line which will categorize between satisfied and unsatisfied customer. What happens
sometime that oneattribute of a vehicle even if not dominant enough has a bearing on customers response.
Using Discriminant Analysis we can find out by the scores filled in the questionnaire wether a customer is happy
with the performance of the vehicle. This concept is not just limited to 3718 but can be generalized.
The training data or the sample of 45 gives the equation of a line wherein the test data or the future responses can
be checked for satisfaction score of a customer.
Total Sample Size 45 DF Total 44
Variables 8 DF Within Classes 43
Classes 2 DF Between Classes 1
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Driver Comfort
Pull Power
Mileage
Tyre Durability
Serviceability
Load Capacity
Chassis Strength
Maintenance Cost
Un-Satisfaction Score
Un-Satisfaction Score
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Number of Observations Read 45
Number of Observations Used 45
Class Level Information
Satisfaction
Variable
Name Frequency Weight Proportion
Prior
Probability
No No 12 12.0000 0.266667 0.266667
Yes Yes 33 33.0000 0.733333 0.733333
Prior probabilities mean during the interaction what is the probability of the customer saying Yes/No to the
question of satisfaction. As per our data 33 out of 45 customers nodded yes and hence the prior probability is
73%. And thud not satisfied customers are 27% of the total.
Univariate Test Statistics
F Statistics, Num DF=1, Den DF=43
Variable
Total
Standard
Deviation
Pooled
Standard
Deviation
Between
Standard
Deviation R-Square
R-Square
/ (1-RSq) F Value Pr > F
Driver Comfort 1.3677 1.1150 1.1323 0.3505 0.5396 23.20 <.0001
Pull Power 1.3477 1.1289 1.0565 0.3143 0.4584 19.71 <.0001
Mileage 2.1888 1.7573 1.8620 0.3700 0.5874 25.26 <.0001
Tyre Durability 2.3587 2.0168 1.7625 0.2855 0.3996 17.18 0.0002
Serviceablity 1.6569 1.4365 1.1939 0.2655 0.3615 15.54 0.0003
Load Capacity 1.4081 1.3175 0.7486 0.1445 0.1689 7.26 0.0100
Chassis Strength 1.2358 1.0692 0.8954 0.2685 0.3670 15.78 0.0003
Maintenance Cost 1.5612 1.3332 1.1702 0.2873 0.4031 17.33 0.0001
Average R-Square
Unweighted 0.285765
Weighted by Variance 0.2953026
Multivariate Statistics and Exact F Statistics
S=1 M=3 N=17
Statistic Value F Value Num DF Den DF Pr > F
Wilks' Lambda 0.35183225 8.29 8 36 <.0001
Wilks’ Lambda is 0.35 Lower the value of Wilks’ Lambda the better the model is.It’s because Wilks’s
lambda is the ratio of error sum of squares and total sum of squares. Wilks’ Lambda is significant as the p
value is less than 0.05. It means that at least one of the predictor variables is significantly discriminating the group
of dependent variables.
P a g e
Number of Observations Read 45
Number of Observations Used 45
Class Level Information
Satisfaction
Variable
Name Frequency Weight Proportion
Prior
Probability
No No 12 12.0000 0.266667 0.266667
Yes Yes 33 33.0000 0.733333 0.733333
Prior probabilities mean during the interaction what is the probability of the customer saying Yes/No to the
question of satisfaction. As per our data 33 out of 45 customers nodded yes and hence the prior probability is
73%. And thud not satisfied customers are 27% of the total.
Univariate Test Statistics
F Statistics, Num DF=1, Den DF=43
Variable
Total
Standard
Deviation
Pooled
Standard
Deviation
Between
Standard
Deviation R-Square
R-Square
/ (1-RSq) F Value Pr > F
Driver Comfort 1.3677 1.1150 1.1323 0.3505 0.5396 23.20 <.0001
Pull Power 1.3477 1.1289 1.0565 0.3143 0.4584 19.71 <.0001
Mileage 2.1888 1.7573 1.8620 0.3700 0.5874 25.26 <.0001
Tyre Durability 2.3587 2.0168 1.7625 0.2855 0.3996 17.18 0.0002
Serviceablity 1.6569 1.4365 1.1939 0.2655 0.3615 15.54 0.0003
Load Capacity 1.4081 1.3175 0.7486 0.1445 0.1689 7.26 0.0100
Chassis Strength 1.2358 1.0692 0.8954 0.2685 0.3670 15.78 0.0003
Maintenance Cost 1.5612 1.3332 1.1702 0.2873 0.4031 17.33 0.0001
Average R-Square
Unweighted 0.285765
Weighted by Variance 0.2953026
Multivariate Statistics and Exact F Statistics
S=1 M=3 N=17
Statistic Value F Value Num DF Den DF Pr > F
Wilks' Lambda 0.35183225 8.29 8 36 <.0001
Wilks’ Lambda is 0.35 Lower the value of Wilks’ Lambda the better the model is.It’s because Wilks’s
lambda is the ratio of error sum of squares and total sum of squares. Wilks’ Lambda is significant as the p
value is less than 0.05. It means that at least one of the predictor variables is significantly discriminating the group
of dependent variables.
75 |
P a g e
Linear Discriminant Function for Satisfaction
Variable No Yes
Constant -60.02716 -91.89715
Driver Comfort 4.09561 5.31577
Pull Power 1.86982 1.96296
Mileage 1.12175 1.96374
Tire Durability -0.16009 0.30886
Serviceability 0.85420 0.77432
Load Capacity 0.24622 0.15678
Chassis Strength 6.28326 7.51998
Maintenance Cost 2.13533 2.82780
The above table gives us two discriminating equations. One for satisfied customers and another for dissatisfied
customers. When we put in the scores of the variables in these equations we get the discriminant score. And
depending upon it SAS classifies the customers as satisfied and not-satisfied. The utility of this analysis is
immense. It helps us understand where do we stand with our product in the minds of the customer. Reality check is
possible as we get a blatant categorical dependent variable that is YES or NO.
Posterior Probability of Membership in Satisfaction
Obs From Satisfaction
Classified into
Satisfaction No Yes
1 Yes Yes 0.0107 0.9893
2 Yes Yes 0.0024 0.9976
3 Yes Yes 0.0218 0.9782
4 Yes Yes 0.0103 0.9897
5 No Yes * 0.3788 0.6212
6 No No 0.9756 0.0244
7 No No 0.9974 0.0026
8 Yes Yes 0.0004 0.9996
9 Yes Yes 0.0174 0.9826
10 Yes Yes 0.0397 0.9603
11 No No 1.0000 0.0000
12 No No 0.9991 0.0009
13 No No 0.9979 0.0021
14 No No 0.8770 0.1230
15 Yes Yes 0.0045 0.9955
16 Yes Yes 0.0001 0.9999
17 Yes Yes 0.0126 0.9874
18 No No 0.6806 0.3194
19 Yes Yes 0.0032 0.9968
20 Yes Yes 0.0232 0.9768
21 Yes Yes 0.0119 0.9881
22 No Yes * 0.1460 0.8540
23 Yes Yes 0.0549 0.9451
24 Yes Yes 0.0034 0.9966
25 Yes Yes 0.0528 0.9472
26 Yes Yes 0.0083 0.9917
27 Yes Yes 0.0045 0.9955
28 Yes Yes 0.0078 0.9922
P a g e
Linear Discriminant Function for Satisfaction
Variable No Yes
Constant -60.02716 -91.89715
Driver Comfort 4.09561 5.31577
Pull Power 1.86982 1.96296
Mileage 1.12175 1.96374
Tire Durability -0.16009 0.30886
Serviceability 0.85420 0.77432
Load Capacity 0.24622 0.15678
Chassis Strength 6.28326 7.51998
Maintenance Cost 2.13533 2.82780
The above table gives us two discriminating equations. One for satisfied customers and another for dissatisfied
customers. When we put in the scores of the variables in these equations we get the discriminant score. And
depending upon it SAS classifies the customers as satisfied and not-satisfied. The utility of this analysis is
immense. It helps us understand where do we stand with our product in the minds of the customer. Reality check is
possible as we get a blatant categorical dependent variable that is YES or NO.
Posterior Probability of Membership in Satisfaction
Obs From Satisfaction
Classified into
Satisfaction No Yes
1 Yes Yes 0.0107 0.9893
2 Yes Yes 0.0024 0.9976
3 Yes Yes 0.0218 0.9782
4 Yes Yes 0.0103 0.9897
5 No Yes * 0.3788 0.6212
6 No No 0.9756 0.0244
7 No No 0.9974 0.0026
8 Yes Yes 0.0004 0.9996
9 Yes Yes 0.0174 0.9826
10 Yes Yes 0.0397 0.9603
11 No No 1.0000 0.0000
12 No No 0.9991 0.0009
13 No No 0.9979 0.0021
14 No No 0.8770 0.1230
15 Yes Yes 0.0045 0.9955
16 Yes Yes 0.0001 0.9999
17 Yes Yes 0.0126 0.9874
18 No No 0.6806 0.3194
19 Yes Yes 0.0032 0.9968
20 Yes Yes 0.0232 0.9768
21 Yes Yes 0.0119 0.9881
22 No Yes * 0.1460 0.8540
23 Yes Yes 0.0549 0.9451
24 Yes Yes 0.0034 0.9966
25 Yes Yes 0.0528 0.9472
26 Yes Yes 0.0083 0.9917
27 Yes Yes 0.0045 0.9955
28 Yes Yes 0.0078 0.9922
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P a g e
Posterior Probability of Membership in Satisfaction
Obs From Satisfaction
Classified into
Satisfaction No Yes
29 Yes Yes 0.0003 0.9997
30 Yes Yes 0.1023 0.8977
31 Yes Yes 0.0524 0.9476
32 Yes Yes 0.0061 0.9939
33 Yes Yes 0.0005 0.9995
34 No Yes * 0.4650 0.5350
35 No No 1.0000 0.0000
36 Yes Yes 0.0001 0.9999
37 Yes Yes 0.0022 0.9978
38 Yes Yes 0.0021 0.9979
39 Yes Yes 0.0123 0.9877
40 Yes Yes 0.0003 0.9997
41 Yes Yes 0.0000 1.0000
42 Yes Yes 0.0002 0.9998
43 No Yes * 0.0601 0.9399
44 Yes Yes 0.0363 0.9637
45 Yes Yes 0.0038 0.9962
Number of Observations and Percent
Classified into Satisfaction
From Satisfaction No Yes Total
No
8
66.67
4
33.33
12
100.00
Yes
0
0.00
33
100.00
33
100.00
Total
8
17.78
37
82.22
45
100.00
Priors
0.26667
0.73333
Above table shows the misclassified observations which mean in which category has the discriminant analysis
equation classified the customer into. Evidently there are 4 misclassified observations meaning customers will be
put into the opposite category based on the posterior probability.
P a g e
Posterior Probability of Membership in Satisfaction
Obs From Satisfaction
Classified into
Satisfaction No Yes
29 Yes Yes 0.0003 0.9997
30 Yes Yes 0.1023 0.8977
31 Yes Yes 0.0524 0.9476
32 Yes Yes 0.0061 0.9939
33 Yes Yes 0.0005 0.9995
34 No Yes * 0.4650 0.5350
35 No No 1.0000 0.0000
36 Yes Yes 0.0001 0.9999
37 Yes Yes 0.0022 0.9978
38 Yes Yes 0.0021 0.9979
39 Yes Yes 0.0123 0.9877
40 Yes Yes 0.0003 0.9997
41 Yes Yes 0.0000 1.0000
42 Yes Yes 0.0002 0.9998
43 No Yes * 0.0601 0.9399
44 Yes Yes 0.0363 0.9637
45 Yes Yes 0.0038 0.9962
Number of Observations and Percent
Classified into Satisfaction
From Satisfaction No Yes Total
No
8
66.67
4
33.33
12
100.00
Yes
0
0.00
33
100.00
33
100.00
Total
8
17.78
37
82.22
45
100.00
Priors
0.26667
0.73333
Above table shows the misclassified observations which mean in which category has the discriminant analysis
equation classified the customer into. Evidently there are 4 misclassified observations meaning customers will be
put into the opposite category based on the posterior probability.
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P a g e
Phase 3
8. FACTORS PREFERRED BY A MARKET LOAD OPERATOR :
It has been clearly understood that awareness about Tata LPT 3718 was missing, so the method of approach had to
be changed, it was necessary to know what features and factors a customer actually needs in reality. Target
customers for this phase are market load operators. Market load operators are basically the ones that are purely
dependent on the vehicle for their source of income. Most often the Driver and owner is the same in case of market
load operators. Mostly they are the ones who could shifted from low to higher performing vehicles. Such people
are very much attached to their vehicle for them making such a huge investment is always a careful and well
researched decision. Here, the survey is basically conducted to understand the factors considered by a market
load operator before purchasing a vehicle. They are mostly available in areas like markets, Transport nagar’s, etc.
9. Positioning of Tata 3718
Positioning of any vehicle begins with a frame of reference. The first step is
9.1 Identifying Competitors
Before entering the segment Tata had to identify its competitors in the 37-ton segment. In this segment
it had competitors like
AL 3718
Mahindra 3718
Bharat Benz 3718
9.2 Points of Parity/Difference:
Under the POP & POD, I had to identify the areas in which Tata 3718 was able to perform better than
its competitors. Tata was able to gather a clear lead over its competitors in areas such as
Mileage
Top Speed
Load Capacity
Maintenance Cost
Safety Feature
Driver Comfort
Chassis Strength
Tata should also announce category benefits on such features and show their customers about its
strengths in all of the above fields in open for all conventions and events.
9.3 Product awareness
It evident that awareness is extremely low, awareness programs and customer meets have to be done on a serious
note. Recommendations are as follows.
9.3.1. TV commercials/advertisements in the Indian Cricket Tours in 2016.
TV Commercials are done to create awareness about the product Tata LPT 3718. To create awareness, cricket
can be used, as it will provide us with a perfect platform. TV commercials of Tata LPT 3718 should be released
during India’s matches in the Tournaments.
P a g e
Phase 3
8. FACTORS PREFERRED BY A MARKET LOAD OPERATOR :
It has been clearly understood that awareness about Tata LPT 3718 was missing, so the method of approach had to
be changed, it was necessary to know what features and factors a customer actually needs in reality. Target
customers for this phase are market load operators. Market load operators are basically the ones that are purely
dependent on the vehicle for their source of income. Most often the Driver and owner is the same in case of market
load operators. Mostly they are the ones who could shifted from low to higher performing vehicles. Such people
are very much attached to their vehicle for them making such a huge investment is always a careful and well
researched decision. Here, the survey is basically conducted to understand the factors considered by a market
load operator before purchasing a vehicle. They are mostly available in areas like markets, Transport nagar’s, etc.
9. Positioning of Tata 3718
Positioning of any vehicle begins with a frame of reference. The first step is
9.1 Identifying Competitors
Before entering the segment Tata had to identify its competitors in the 37-ton segment. In this segment
it had competitors like
AL 3718
Mahindra 3718
Bharat Benz 3718
9.2 Points of Parity/Difference:
Under the POP & POD, I had to identify the areas in which Tata 3718 was able to perform better than
its competitors. Tata was able to gather a clear lead over its competitors in areas such as
Mileage
Top Speed
Load Capacity
Maintenance Cost
Safety Feature
Driver Comfort
Chassis Strength
Tata should also announce category benefits on such features and show their customers about its
strengths in all of the above fields in open for all conventions and events.
9.3 Product awareness
It evident that awareness is extremely low, awareness programs and customer meets have to be done on a serious
note. Recommendations are as follows.
9.3.1. TV commercials/advertisements in the Indian Cricket Tours in 2016.
TV Commercials are done to create awareness about the product Tata LPT 3718. To create awareness, cricket
can be used, as it will provide us with a perfect platform. TV commercials of Tata LPT 3718 should be released
during India’s matches in the Tournaments.
78 |
P a g e
9.3.2. Awareness campaigns and activities.
Activities also play a key role in this type of commercial segment. Activities like customer meets, road shows and
loan mela’s can create an impact on the purchasing decisions of the customer. This will also educate the customer
about the latest product and technology available for the application of his business.
9.3.3. TV commercials/advertisements in IPL/ISL 2016.
We also need to be visible in the other famous sports tournament, ISL/IPL. Recommendations are given to the Tata
motors’ sales team about giving advertisements in IPL tournament.
These commercials on Tata LPT 3718 will be displayed at the knock out stage of the tournament.
9.3.4. Hiring a brand ambassador
Hiring a well-known celebrity or athlete can help people identify the TATA 3718 under his image Movie stars such
as Amitabh Bacchan or Athlete’s such as Sachin Tendulkar
Thus, by making use of the above 4 possible ways we can try to create awareness among customers and there by
reach the ultimate objective of creating awareness
P a g e
9.3.2. Awareness campaigns and activities.
Activities also play a key role in this type of commercial segment. Activities like customer meets, road shows and
loan mela’s can create an impact on the purchasing decisions of the customer. This will also educate the customer
about the latest product and technology available for the application of his business.
9.3.3. TV commercials/advertisements in IPL/ISL 2016.
We also need to be visible in the other famous sports tournament, ISL/IPL. Recommendations are given to the Tata
motors’ sales team about giving advertisements in IPL tournament.
These commercials on Tata LPT 3718 will be displayed at the knock out stage of the tournament.
9.3.4. Hiring a brand ambassador
Hiring a well-known celebrity or athlete can help people identify the TATA 3718 under his image Movie stars such
as Amitabh Bacchan or Athlete’s such as Sachin Tendulkar
Thus, by making use of the above 4 possible ways we can try to create awareness among customers and there by
reach the ultimate objective of creating awareness
79 |
P a g e
10. Recommendations
Aggressive advertising campaigns are very much essential as I found out from the survey that the most important
customer of TML is not aware of Tata LPT 3718. Actions have already started for advertisement and marketing
campaigns.
1. Hoardings should be placed in the strategic areas visited by customers. Such areas found in the survey are listed
below.
• In & around all major mining cities in Jharkhand (vegetable market), here most of the competitor’s
customers could be attracted.
• Mango Bus Stand
2. In the DRCD (Dealer Review Closing Date) meeting conducted in the month of April the DSE’s were advised
to conduct the following.
• Road shows
• Loan Mela
• Test Drive
Such drivers would help in increasing the visibility of Tata LPT 3718 and hopefully more C0’s could be created in
these events
3. A list of five major points has been made on basis of the interaction with the customers during the survey for the
DSE’s to emphasize in the field.
• Chassis Strength
• Safety Feature
• Load capacity due to larger load body length
• Better Mileage performance due to better Engine
4. Wall paintings in rural areas to increase visibility of Tata LPT 3718.
5. SMS blast to the customers accumulated so till date in the database.
6. Extract all the customers of Tata whose tenure of the vehicle has crossed 15 years from the data base and target
as the government has sanctioned new laws
7. Also try converting the competitor’s customers who are dissatisfied to Tata’s LPT 3718 customers
8. Weekly newspaper advertising.
P a g e
10. Recommendations
Aggressive advertising campaigns are very much essential as I found out from the survey that the most important
customer of TML is not aware of Tata LPT 3718. Actions have already started for advertisement and marketing
campaigns.
1. Hoardings should be placed in the strategic areas visited by customers. Such areas found in the survey are listed
below.
• In & around all major mining cities in Jharkhand (vegetable market), here most of the competitor’s
customers could be attracted.
• Mango Bus Stand
2. In the DRCD (Dealer Review Closing Date) meeting conducted in the month of April the DSE’s were advised
to conduct the following.
• Road shows
• Loan Mela
• Test Drive
Such drivers would help in increasing the visibility of Tata LPT 3718 and hopefully more C0’s could be created in
these events
3. A list of five major points has been made on basis of the interaction with the customers during the survey for the
DSE’s to emphasize in the field.
• Chassis Strength
• Safety Feature
• Load capacity due to larger load body length
• Better Mileage performance due to better Engine
4. Wall paintings in rural areas to increase visibility of Tata LPT 3718.
5. SMS blast to the customers accumulated so till date in the database.
6. Extract all the customers of Tata whose tenure of the vehicle has crossed 15 years from the data base and target
as the government has sanctioned new laws
7. Also try converting the competitor’s customers who are dissatisfied to Tata’s LPT 3718 customers
8. Weekly newspaper advertising.
80 |
P a g e
11.ACTIVITY PLAN: TEST DRIVE FOR FLEETOWNER/ CUSTOMERS CONVEINCE:
One Tata LPT 3718 would be placed in Transport Nagar such as in Dimna, in mining belt areas such as
Ramgarh, stone mining areas such as Koderma, and all around Jharkhand as well as it will be supplied to
Major fleet owners in Jharkhand so that customers as well as drivers get to see the vehicle in
Reality without them having to come looking for it in the dealer’s office. The drivers of both One TATA
And competition would be allowed to keep the truck for a trial period and give their feedbacks.
This activity would be carried out twice a day for two month
P a g e
11.ACTIVITY PLAN: TEST DRIVE FOR FLEETOWNER/ CUSTOMERS CONVEINCE:
One Tata LPT 3718 would be placed in Transport Nagar such as in Dimna, in mining belt areas such as
Ramgarh, stone mining areas such as Koderma, and all around Jharkhand as well as it will be supplied to
Major fleet owners in Jharkhand so that customers as well as drivers get to see the vehicle in
Reality without them having to come looking for it in the dealer’s office. The drivers of both One TATA
And competition would be allowed to keep the truck for a trial period and give their feedbacks.
This activity would be carried out twice a day for two month
81 |
P a g e
12.
Conclusion
Positioning plays a vital role, it takes a lot of effort to successfully position a product especially when
it is facing very strong competition from its rivals. For product like TATA LPT 3718 which has
already had a little rough start and is facing severe competition from Mahindra & Ashok Leyland. T
add to the problems majority small truck owners believe in the funda that if a truck is seen in large
numbers it must be good and end up buying it. Hence we need to campaign and market the product
aggressively. Visibility highly matters to the people of Jharkhand, hence an activity has been planned
which include the fleet owners and dealers of Jamshedpur in which the fleet owners will be asked to
drive as well as to test run on the vehicle with market load in all major mining areas of Jharkhand for
a period of two months and twice a day
P a g e
12.
Conclusion
Positioning plays a vital role, it takes a lot of effort to successfully position a product especially when
it is facing very strong competition from its rivals. For product like TATA LPT 3718 which has
already had a little rough start and is facing severe competition from Mahindra & Ashok Leyland. T
add to the problems majority small truck owners believe in the funda that if a truck is seen in large
numbers it must be good and end up buying it. Hence we need to campaign and market the product
aggressively. Visibility highly matters to the people of Jharkhand, hence an activity has been planned
which include the fleet owners and dealers of Jamshedpur in which the fleet owners will be asked to
drive as well as to test run on the vehicle with market load in all major mining areas of Jharkhand for
a period of two months and twice a day
82 |
P a g e
13. OTHER PROJECTS HANDLED:
Implementation of SMART TAB:
Smart Tab come sunder the Athena division, this is a new concept in that Tata Motors has introduced.
The primary objective of Smart Tab is to check the actual potential market and the performance of
DSEs.
It is going to go a long way in making the DSEs more accountable and opening a healthy
communication between DSEs and DSM’s.
It will also make it easier for the TSM’s to review the work of DSEs as well as the customer details
and their status.
There are various stages in a sales process and any customer goes through all the stages before the
deal is closed. Now, with SMART TAB it is possible to capture the number of customers in each of
these stages. This is vital in forecasting monthly sales. SMART TAB is a method through which the
DSEs can plan their daily activity. Its components include setting up marketing activities, creating
daily targets, keeping a record of lost cases and what not. It will prove helpful for the Sales &
Marketing team to analyse better the customer conversion ratio between different stages and also in
different regions. Regional Analysis is vital as it helps in comparing the performance of DSEs among
the regions.
SMART TAB also captures customer details owing to competitor’s vehicles they own. Whether they
are engaged in negotiation with our competitors too, while they are trying to purchase a vehicle from
us. What is the discount they are getting or whether they are being offered a better deal? In simple
words all of the stages in a sales process is captured by the SMART TAB.
My Responsibility:
I was given training on SMART TAB by Anurag Thakur and Deepak from Accenture and Tata
Technology respectively. Both of them were key in getting this technology implemented for Tata
Motors and their channel partners. It was a week’s training program. My job now entails me to train
the DSEs and help them in adopting this new technology. DSEs will be allotted to me from the HCV
section. I am expected to make them aware about each and every component of this new technology.
I will be in touch with the DSEs on a daily basis and my DSEs progress in adopting SMART TAB
will be reviewed by the TSM of HCV Segment and the Area Manager.
P a g e
13. OTHER PROJECTS HANDLED:
Implementation of SMART TAB:
Smart Tab come sunder the Athena division, this is a new concept in that Tata Motors has introduced.
The primary objective of Smart Tab is to check the actual potential market and the performance of
DSEs.
It is going to go a long way in making the DSEs more accountable and opening a healthy
communication between DSEs and DSM’s.
It will also make it easier for the TSM’s to review the work of DSEs as well as the customer details
and their status.
There are various stages in a sales process and any customer goes through all the stages before the
deal is closed. Now, with SMART TAB it is possible to capture the number of customers in each of
these stages. This is vital in forecasting monthly sales. SMART TAB is a method through which the
DSEs can plan their daily activity. Its components include setting up marketing activities, creating
daily targets, keeping a record of lost cases and what not. It will prove helpful for the Sales &
Marketing team to analyse better the customer conversion ratio between different stages and also in
different regions. Regional Analysis is vital as it helps in comparing the performance of DSEs among
the regions.
SMART TAB also captures customer details owing to competitor’s vehicles they own. Whether they
are engaged in negotiation with our competitors too, while they are trying to purchase a vehicle from
us. What is the discount they are getting or whether they are being offered a better deal? In simple
words all of the stages in a sales process is captured by the SMART TAB.
My Responsibility:
I was given training on SMART TAB by Anurag Thakur and Deepak from Accenture and Tata
Technology respectively. Both of them were key in getting this technology implemented for Tata
Motors and their channel partners. It was a week’s training program. My job now entails me to train
the DSEs and help them in adopting this new technology. DSEs will be allotted to me from the HCV
section. I am expected to make them aware about each and every component of this new technology.
I will be in touch with the DSEs on a daily basis and my DSEs progress in adopting SMART TAB
will be reviewed by the TSM of HCV Segment and the Area Manager.
83 |
P a g e
Glossary:
DRCD – Dealer Retail Closing Date
CVBU – Commercial Vehicle Business Unit
PVBU- Passenger Vehicle Business Unit
DSE – Dealer’s Sales Executive
TSM – Territory Sales Manager
VOC – Voice of Customer
GVW – Gross Vehicle Weight
TIV – Total Industry Volume
DEO – Data Entry Operator
REFRENCES
1. www.tatamotors.com/about us
2. IBEF
3. SIAM (Society of Indian Automobile Manufacturers)
4. www.BUISNESSSTANDARD .com
5. Tata motors Area Office, Jharkhand-2
Books:
1. Business research and modelling by William G. Zikmund.
2. Marketing management 14th Edition by Phillip Kotler.
3. Product leaf lets of Tata LPT 3718.
People:
1. Mr. Sailesh Mishra – Area Sales Manager, Jharkhand-2.
2. Mr. Ashok Kumar – TSM, HCV, Area Office, Jharkhand – 2.
P a g e
Glossary:
DRCD – Dealer Retail Closing Date
CVBU – Commercial Vehicle Business Unit
PVBU- Passenger Vehicle Business Unit
DSE – Dealer’s Sales Executive
TSM – Territory Sales Manager
VOC – Voice of Customer
GVW – Gross Vehicle Weight
TIV – Total Industry Volume
DEO – Data Entry Operator
REFRENCES
1. www.tatamotors.com/about us
2. IBEF
3. SIAM (Society of Indian Automobile Manufacturers)
4. www.BUISNESSSTANDARD .com
5. Tata motors Area Office, Jharkhand-2
Books:
1. Business research and modelling by William G. Zikmund.
2. Marketing management 14th Edition by Phillip Kotler.
3. Product leaf lets of Tata LPT 3718.
People:
1. Mr. Sailesh Mishra – Area Sales Manager, Jharkhand-2.
2. Mr. Ashok Kumar – TSM, HCV, Area Office, Jharkhand – 2.
84 |
P a g e
P a g e
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