... 1.1 BACKGROUND OF THE COMPANY Tata Motors is India’s largest automobile company, with revenues of USD 14 billion in 2008-2009. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand, and Spain. The company’s 24,000 employees are guided by the vision to be “best in the manner in which we operate best in the products we deliver and best in our value system and ethics” (Tata Motors, 2010) According to the Equity Bulls (2010), Tata Motors' total sales (including exports) of Tata commercial and passenger vehicles in January 2010 were 65,478 vehicles, a growth of 77% over 36,931 vehicles sold in January 2009. The company's domestic sales of Tata commercial and passenger vehicles for January 2010 were 62,202 vehicles, a 74% growth over 35,704 sold in January last year. Cumulative sales (including exports) for the company for the fiscal at 498,108 vehicles, recorded a growth of 24% over 400,284 sold last year. 1.2 TATA MOTORS – TATA NANO In January 2008, Tata Motors unveiled its People's Car, the Tata NANO, which India and the world have been looking forward to. Tata’s NANO is a new product with a new technology which promises the market of an efficient car with a very low cost. The Tata NANO has been subsequently launched, as planned, in India in March 2009. A development, which signifies a first for the global automobile industry, the NANO brings the comfort and safety of a car within the reach...
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...1 A Project Report Submitted on the Technology of “Tata Nano Car” As Part of the Course Managing Technology for Competitiveness PREPARED BY Choidup Dorji (113378) Wangmo Chador (113377) Pishenbay Adilbaevich Umirbekov (113417) Nipu Kumar Nath (112889) Christian Riisager (112846) 2 Executive Summary The study of Tata Nano car technology has demonstrated the fact that how a technological revolution has taken place in Automobile sector by the introduction of Tata Nano car in the market. It is 2 feet shorter than a Mini Cooper, has a comical appearance and weighs less than the four passengers it seats. But for the 350-millionplus middle class of India, Tata Nano, the world's cheapest car at $2,000, is a cause for exhilaration and for the first 100,000 lucky customers drawn via lottery, it's a dream come true. A century after Henry Ford put America on wheels with the Model T; the affordable Tata Nano is doing the same to the less privileged of the world. What is now dismissed by many as a "toy car" could soon reveal itself to be the mouse that roared, one of the most transformational consumer products of the century. Roughly 100,000 Indians lose their lives on the road every year, seven times the rate of the developed world. In a country where it is not uncommon to see entire families overflowing a rickshaw or women in saris sitting side-saddle on a bike with small children on their laps, moving one's family from an unsafe bike into a plastic capsule is a...
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...Weaknesses…………………………………………………………………………………5 The External Environment…………………………………………………………………6 Opportunities………………………………………………………………………………..6 Threats ……………………………………………………………………………………….6 Summary of key issues and implications for the eco-Nano…………………….…6 Marketing Objectives……………………………………………………………………..7 Segmentation, targeting and positioning strategies………………………………..8 The marketing mix………………………………………………………………………….9 Marketing budget………………………………………………………………………...10 A marketing Audit the Gap Analysis Recommend evaluation and control…………………………………………………12 Assess the internal marketing environment…………………………………………15 Processes and techniques ……………………………………………………………..16 The Boston Consulting Grid …………………………………………………………….16 McKinsey’s Seven S’s ……………………………………………………………………17 The planning Gap………………………………………………………………………..18 Brand management Role and significance of Branding…………………………………………………….22 Impact of Branding on marketing mix………………………………………………..22 Brand management……………………………………………………………………...23 Recommendation for improvement…………………………………………………..24 core section - task one Case – Tata motors 1 Introduction Tata Motors Ltd is a wholly owned company which is a part of the TATA GROUP. The company is going to launch a new eco-friendly car in the existing segment that another car, the Nano has already been developed for. This new car will run on a different...
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...| Analysis Of Indian Commercial Vehicles Industry | | | Abstract | | | This project analyzes the Indian Commercial Vehicles Industry using Porter’s Five Forces Analysis framework including the competitive positioning and RBV analysis of the different players. | PROJECT TEAM GROUP – 9 S.No. | Name | Roll Number | 1 | Ashish Kumar | 1514013 | 2 | Hari Sharma | 1514017 | 3 | Pranal Dongare | 1514033 | 4 | Souveek Bose | 1514053 | 5 | Sujatha Krishnamurthy | 1514057 | 6 | Vinod Vijayakumar | 1514070 | Industry Overview Performance of commercial vehicles industry in India is one of the most important indicators as well as enablers of economic activity. Commercial vehicles account for 3% of the total domestic market for automobiles in India1. The net sales turnover for this industry in FY2014-15 was 72,264 cr. and the number of units sold was 6.15 lakh units2. The industry is segmented into Goods and Passenger vehicles with each segment further divided into LCVs (Light Commercial Vehicles) and M&HCVs (Medium and Heavy Commercial Vehicles). A detailed classification of commercial vehicles can be found in Figure 1. Figure 1: CLASSIFICATION OF commercial vehicles Source: CRISIL Research, 14-Mar-2015 report Three major domestic players, namely Tata Motors, Mahindra and Mahindra and Ashok Leyland, dominate the industry. Strong positive outlook and space for growth has enticed foreign players, such as Volvo, Daimler and Isuzu Motors, to make...
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...[pic] A Project Report on Customer Satisfaction Survey of Maruti Udyog Ltd. Final project report submitted in the fulfillment of requirements for the Postgraduate Diploma in Management (2007-09) Submitted To: Prof. Anita Saxena Submitted By: Ravindra Kumar Roll no-40 PGDM(2007-09) [pic] New Delhi Institute of Management, New Delhi. ACKNOWLEDGEMENT The research on “Customer Satisfaction Survey of Maruti Udyog Ltd.” has been given to me as part of the curriculum in the completion of 2-Years Post Graduate Diploma in Management. I have tried my best to present this information as clearly as possible using basic terms that I hope will be comprehended by the widest spectrum of researchers, analysts and students for further studies. I have completed this study under the able guidance and supervision of Dr. Manab Adhikari and my project guide Prof. Anita Saxena; I will be failed in my duty if I do not acknowledge the esteemed scholarly guidance, assistance and knowledge I have received from them towards fruitful and timely completion of this work. Mere acknowledgement may not redeem the debt I owe to my parents for their direct/indirect support during the...
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...CONNECT FEATURES Interactive Applications Interactive Applications offer a variety of automatically graded exercises that require students to apply key concepts. Whether the assignment includes a click and drag, video case, or decision generator, these applications provide instant feedback and progress tracking for students and detailed results for the instructor. Case Exercises The Connect platform also includes author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...Wordhouse Ltd, Reading, UK. Contents Introduction vii Unit 1 The contemporary world of business and management Introduction 1.1 1.2 The global business environment The importance of developments in the global environment Case Study 1.3 Organisational decision making and performance vii 1 3 10 14 17 19 19 20 Self-assessment questions Feedback on self-assessment questions Summary Unit 2 Globalisation Introduction 2.1 2.2 Definitions and indicators of globalisation Key drivers and facilitators of globalisation Case Study 2.3 2.4 Barriers and inhibitors of globalisation Comparing the costs and benefits of globalization Case Study 2.5 International trade and foreign direct investment Case Study 2.6 Applying Porter’s diamond model 21 21 22 25 27 29 31 32 36 36 40 43 43 44 Self-assessment questions...
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...INDIAN AUTOMOBILE INDUSTRY NORTH SOUTH UNIVERSITY Authorizer: MehreeIqbal (MeI) Faculty, School of Business North South University NORTH SOUTH UNIVERSITY Letter of Transmittal 10th August 2012 MehreeIqbal Lecturer, School of business, North South University Dear Miss, In this report of “Indian Automobile Industry”, we have tried to implement our learning from this course. We would like to thank you for offering the opportunity to work on this topic. Despite many limitations, we have tried our best to make this report accurate and reliable. If you have any further enquiry concerning any additional information, we would be very pleased to clarify that. This report also includes the key components and their brief discussion related with this subject that you have mentioned earlier. Yours sincerely, Students of Sec-12 MGT (372) Acknowledgement: The most pleasant part of submitting the report is to get the opportunity. We would like to thank those who have contributed to it a lot. Unfortunately, the list of expression of thanks- no matter how extensive is always incomplete and inadequate. These acknowledgements are no exception. Our first thank goes to the almighty Allah for bestowing us the patience and courage to finish this huge task within its deadline. Thanks must go to the team members, whose unflagging patience and astounding capacity for creative work, and long hours made the report both possible and successful – under the pressure...
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...CHAPTER I INTRODUCTION & THEORETICAL BACKGROUND OF THE STUDY 1 1.1 Introduction in to the topic and justification for choosing the topic A market potential forecast is a core component of a market analysis. It projects the future numbers, characteristics, and trends in your target market. A standard analysis shows the projected number of potential customers divided into segments. The facts are sobering: the majority of small businesses fail within five years of starting up. While there are many reasons that businesses fail, including some that have nothing to do with an owner's skills, it’s also possible that many of those same businesses collapsed simply because they couldn’t get enough customers to buy their product or service. In other words, the owners founded their business on a strategy of “build it and they will come” where, unfortunately, the customers never came. In fact, a recent study undertaken by the Blackbox seed accelerator found that many tech start-ups failed because they focused more on their product than on their potential customers. 1.2 Ask the right questions As a first step to determining the potential market for your new product or service, you want to focus on asking a couple of questions of yourself first, says Victor Kwegyir, a business consultant, business motivational speaker, and author of The Business You Can Start: Spotting the Greatest Opportunities in the Economic Downturn. Some of the questions you may want to begin with,...
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...countries. Drawing on an incomparable breadth of international examples, Svend Hollensen not only demonstrates how global marketing works, but also how it relates to real decisions around the world. This book offers a truly global approach with cases and exhibits from all parts of the world, including Europe, the Middle East, Africa, the Far East, North and South America. It provides a complete and concentrated overview of the total international marketing planning process, along with many new, up-to-date exhibits and cases, which illustrate the theory by showing practical applications. • Extensive coverage of hot topics such as glocalization, born globals, value creation, value net, celebrity branding, brand piracy, and viral marketing, as well as a comprehensive new section on integrated marketing communication through social networking. • Brand new case studies focus on globally recognized brands and companies operating in a number of countries, including Build-A-Bear Workshop, Hello Kitty, Ralph Lauren and Sony Music Entertainment. • Global Marketing ‘Svend Hollensen writes with real authority and insight having been involved in global marketing both as a manager and academic. His book provides a framework within which managers can develop their own approach to overseas markets, and is illustrated with cases and insights that aid understanding.’ Fifth Edition Global Marketing A decision-oriented approach Svend Hollensen Video cases...
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...tendency to favor one brand over all others, whether due to satisfaction with the product or service, its convenience or performance, or simply familiarity and comfort with the brand. Customer loyalty encourages consumers to shop more consistently, spend a greater share of wallet, and feel positive about a shopping experience, helping attract consumers to familiar brands in the face of a competitive environment. Types of Loyalty To understand customer loyalty one must recognize there are different types and degrees of loyalty. There is monogamous loyalty and there is polygamous. There are also behavioral and attitudinal aspects. A look at these concepts will clarify what “customer loyalty” really is, and this is important because having a solid understanding of the concept is critical if one hopes to design a reward program where loyalty enhancement is the primary objective. Monogamous vs. Polygamous Loyalty We live in a world of polygamous, not monogamous loyalty. For example, a person might shop at Safeway, Thrifty Foods and Save-on-Foods and unfailingly shop at all three. The person is then loyal to them, but not to others, and yet 100% loyal to none. In their book Loyalty Myths, Keiningham et al. (2005) suggest that “loyalty can in part be thought of as the probability a customer will purchase a brand on any particular purchase occasion. For example, a customer may tend to purchase Brand A 70 percent of the time, Brand B 20 percent, and Brand C 10 percent of the...
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...gerry JoHnson KeVan sCHoles rICHard WHIttIngton Fundamentals oF strategy ACCESS CODE INSIDE unlock valuable online learning resources Once opened this pack cannot be returned for a refund Welcome to FUNDAMENTALS OF STRATEGY Strategy is a fascinating subject. It’s about the overall direction of all kinds of organisations, from multinationals to entrepreneurial start-ups, from charities to government agencies, and many more. Strategy raises the big questions about these organisations – how they grow, how they innovate and how they change. As a manager of today or of tomorrow, you will be involved in influencing, implementing or communicating these strategies. Our aim in writing Fundamentals of Strategy is to give you a clear understanding of the fundamental issues and techniques of strategy, and to help you get a great final result in your course. Here’s how you might make the most of the text: ● Focus your time and attention on the fundamental areas of strategy in just 10 carefully selected chapters. Read the illustrations and the case examples to clarify your understanding of how the concepts of strategy translate into an easily recognisable, real-world context. Follow up on the recommended readings at the end of each chapter. They’re specially selected as accessible and valuable sources that will enhance your learning and give you an extra edge in your course work. KEY CONCEPT AUDIO SUMMARY ● ● Also, look out for the Key Concepts and Audio Summary icons...
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...publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of McGraw-Hill Education, including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOW/DOW 1 0 9 8 7 6 5 4 ISBN 978-0-07-786254-1 MHID 0-07-786254-6 Senior Vice President, Products & Markets: Kurt L. Strand Vice President, Content Production & Technology Services: Kimberly Meriwether David Managing Director: Paul Ducham Executive Brand Manager: Michael Ablassmeir Executive Director of Development: Ann Torbert Senior Development Editor: Laura Griffin Digital Product Analyst: Kerry Shanahan Marketing Manager: Elizabeth Trepkowski Senior Marketing Specialist: Elizabeth Steiner Director, Content Production: Terri Schiesl Manager, Content Production: Mary Conzachi Senior Buyer: Michael R. McCormick Design: Lisa King Cover Image: © Thomas Vogel/Getty Images Senior Content Licensing Specialist: Jeremy Cheshareck Typeface: 10/12 Janson Text LT Std Compositor: Laserwords Private Limited Printer: R. R. Donnelley...
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...« Official Organ of The Institute of Cost and Works Accountants of India established in year 1944 (Founder member of IFAC, SAFA and CAPA) Volume 45 No. 5 May 2010 ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ IDEALS THE INSTITUTE STANDS FOR q to develop the Cost and Manage-ment Accountancy profession q to develop the body of members and properly equip them for functions q to ensure sound professional ethics q to keep abreast of new developments. The views expressed by contributors or reviewers in this Journal do not necessarily reflect the opinion of The Institute of Cost and Works Accountants of India nor can the Institute by any way be held responsible for them. The contents of this journal are the copyright of The Institute of Cost and Works Accountants of India, whose permission is necessary for reproduction in whole or in part. ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ ○ the management accountant, May, 2010 Cost Management for Growth of SME in Textile Sector by R. Gopal 387 Performance Monitoring in SME Sector by I. Mohamed Ibrahim 388 Cost Management : Key to Survival in Current Global Meltdown by S. Jeyaraj 392...
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