...Case exam 2013 2014: TATA Nano Tata Motors is India's largest automobile company, with consolidated revenues of USD 34.7 billion in 2012-13. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand, Spain, South Africa and Indonesia. Among them is Jaguar Land Rover, the business comprising the two iconic British brands Jaguar and Land Rover, which Tata bought in 2008. In the same year Tata Motors launched the Tata Nano, the cheapest car in the world. When Tata Motors, the automaker from the $68 billion Tata Group of India, announced the launch of a people’s car in 2003, the idea had everything in it to make the Indian middle-class dream of owning their first car come true. Nano looked to be the perfect platform to reap the fortune at the Base-of-thePyramid (a term which denotes the poorest socio-economic group, or the 4 billion people on earth who live on less than US$2.50 per day), and more importantly, showcase to the world how frugal innovations in the developing world could create affordable cars with a price tag of $2,500. While India's population is more than one billion people, only around one million passenger cars were sold in the country in 2007. By contrast, more than seven million motorcycles and scooters were sold. Mr. Tata said the tiny car is aimed at keeping the families of India's growing middle class from having to travel with as many as four people on a scooter. "It will provide Indian families with...
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...the world’s cheapest car. The launch of the Nano would not only be a huge coup for Tata Motors, but would also put the Indian car manufacturing industry firmly on the global map. As a result, the proposed launch had received wide media coverage both in India and internationally. In late 2006, several Indian state governments had approached Tata about establishing the Nano plant in their respective states. The plant would generate revenues for the state and create much-needed jobs. The economic and social benefits of Tata’s industrialization would also be crucial for a developing country like India and largely benefit only the state selected for the plant. The four-door Nano is about 10 feet long and 5 feet wide, and powered by a 623cc two-cylinder engine at the back of the car. The car has 33 horsepower and is capable of 65 miles per hour. Its four small wheels are at the very corners of the car in order to improve handling; it also has a small trunk. Tata Motors describes the car as a “family” car, with room for four passengers. Its safety record has created a lot of controversy around the world, but each individual car pollutes much less than other models and helps alleviate parking...
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...THE TATA NANO: THE PEOPLE’S CAR (ABRIDGED) Source: © User:High Contrast/Wikimedia Commons/CC-BY-SA-3.0. It was one of the longest-awaited and most-talked-about car debuts in India. On January 10, 2008, Tata Motors unveiled the Nano, a USD2,5001 automobile referred to as “the people’s car.” Would it live up to the hype? And did its launch signal a new era for the small car market in India? How could Tata ensure the product would be profitable? Measuring 3.1 m by 1.5 m, the Nano displaced Maruti Udyog’s Maruti 800 as the world’s smallest car, yet its seating room was 21% greater than the 800’s—providing ample room for four adults. The Nano was also one of the world’s most fuel-efficient cars, getting 52 mpg in the city and 61 mpg on the highway. Touted as the cheapest car in the world, the Nano was scheduled to be available in September 2008. 1 USD = U.S. dollar; INR = Indian rupee. Tata and India’s Automobile Industry Tata Engineering and Locomotive Co. Ltd. was established in 1945. In 1954, the company launched its first automobile; between 1954 and 1969, it collaborated with Daimler Benz to produce commercial vehicles. By the 1990s, the company had entered the passenger vehicle market. In 2004, Tata Motors acquired the Daewoo Commercial Vehicle Co. Ltd., Korea’s second-largest truck manufacturer, and became the first Indian company to be listed on the New York Stock Exchange. The next year, it acquired a 21% stake in a Spanish bus manufacturer, and in May 2008,...
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...LEGAL ELEMENT West Bengal's Nano Impasse: A Roadblock for Tata The slogans on signs in Singur -- the West Bengal site where Tata Motors plans to manufacture the Nano, its $2,500 small car -- say it all. Most are in Bengali, but the few in English capture the overriding sentiment. "Nano No No," reads one. "Atta not Tata," says another. Atta, which is flour made from whole wheat, refers to the core question of the dispute: Should fertile farmland be requisitioned for industrial purposes? Does food get priority or factories? According to faculty at Wharton and the Indian School of Business, the impasse over the plant in West Bengal threatens to increase the Nano's production costs and could delay its entry into the domestic market. Moreover, they say, it will likely impact investment in the region, as outside companies shy away from antiquated land laws and political disruption. As things stand today, work has been suspended at the Nano plant. Tata has closed shop because, as chairman Ratan Tata told journalists in Kolkata (formerly Calcutta): "I can't bring our managers and their families to West Bengal if they're going to be beaten, if there is going to be violence constantly, if their children are afraid to go to school." Tata has faced trouble ever since it got the go-ahead for the plant on May 18, 2006. Just a week later, there were angry demonstrations by farmers objecting to the "forcible" acquisition of land for the project. The Trinamool Congress, a political party...
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...POSITIONING IS INEVITABLE –A CASE STUDY OF TATA NANO Natasha Saqib Assistant Professor Department of Management Studies, University of Kashmir, South Campus Email –natalie81985@gmail.com Correspondence Address Natasha Saqib C/O Jamsheed Saqib United India Insurance Co. Ltd Divisional Office Regal Chowk Srinagar, Jammu & Kasmir Pincode No 190001 POSITIONING IS INEVITABLE –A CASE STUDY OF TATA NANO Abstract The forces of globalization and technological advancement have rendered the market place highly competitive and complex. The customer's needs, wants and expectations are changing at an exponential rate posing great challenges to the companies. For surviving and thriving in this scenario companies need to develop effective brand positioning strategies .Positioning helps customers know the real differences among competing products so that they can choose the one that is most valuable and useful to them.This is a case study of Tata Nano, one of the most ambitious projects of Tata Motor’s, which was started in 2008. It was envisioned by the Tata Group former chairman Ratan Tata himself. The case focuses on how the initial strategies for launching and positioning Tata Nano as a “People’s Car” backfired and how management recognized its shortcomings and mistakes that led to the wrong positioning of Tata Nano as “Worlds Cheapest Car” among the segment it was created for. And how finally after four years of it commercial launch, understanding the inevitability...
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...middle class masses. The Tata’s had relied rather heavily on the publicity of their product. But rather than leveraging this publicity, Tata became complacent about the communication strategy. The USP of the product, the “cheapest” price tag, had backfired miserably, and actually shunned its sales. The status conscious customer obviously did not want to get associated with the tag of “Poor man’s car”, and would rather opt for slightly pricier rival options. Hence, instead of being perceived as a functional step above the motorcycle as it was intended to be, the Tata Nano started being largely perceived as a cut-price car. The Tata Nano was initially conceived as a safe personal mobility alternative to the huge section of the Indian two wheeler riding population, at an equally competitive price. But the safety of the car came under intense criticism when quite a few of the cars caught fire in their early days. This was followed by a call from Tata Motors to its existing customers to install safety devices in their cars. The security failure of Tata Nano completely shattered the trust of the customers in the...
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...April-May 2013 AUTOMOBILES AND AUTO ANCILLIARIES TANMAY AGARWAL Special Focus India Car Lease business to pick up Societe Generale's ALD Automotive 26 May, Mumbai According to ALD Automotive, the car lease business is expected to register huge growth in the upcoming years. Besides decreasing fixed costs, car leasing is also expected to particularly useful be for SMEs. Demand is expected to pick up in the pharmaceutical sector where increasingly companies are giving cars to their medical representatives to increase sale conversions and increase employee retention. Also agricultural companies are expected to increase lease cars usage as they can no longer rely on public buses. India-EU FTA Agreement: Likely to cause more problems for the reeling sector The India EU FTA Agreement has run into major hurdles as far as the automobiles are concerned. It is understood that the EU has been pushing the Indian side for import duty cuts. This has resulted in Indian Automakers being up in arms as they feel that cheap imports may further impact their already lackluster sales. Leading players like Maruti have been actively lobbying the government to keep this sector out of the purview of the agreement as it believes that it will result in flooding of the market by European cars. Industry Talk Daimler to develop India ops as export hub 24 May, Chennai Daimler India Commercial Vehicles- will be exporting locally assembled trucks from the conglomerate's Mitsubishi Fuso range...
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...portfolio | 16 | Distribution Channels | 22 | curious case of tata nano | 25 | conclusion | 28 | references | 30 | PESTEL ANALYSIS Political ENVIRONMENT:- TATA motors with more than 60,000 employees is plying more than 8million vehicles on Indian roads. It is operating in multiple countries across Europe, Asia, Africa, Middle East and Australia. Because of this it needs to pay a close attention to political climate across the world. Government policies like labor laws, corporate laws, land acquisition, import duties and exports laws have a deep impact on the working of the manufacturing giant, TATA motors. TATA motors has been involved in Singur plant controversy. TATA wanted to build a plant in Hoogly district of West Bengal for production of the world’s cheapest car, TATA Nano. The state government, then under the rule of CPI, authorized the construction of plant using 1894 land acquisition act. But the project faced massive opposition from displaced people. These were supported by Mamata Banerjee, then opposition leader. TATA in October 2008 then announced its pullout...
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...Energy, Infrastructure and Communications I n tandem with the pick-up in overall industrial growth, core industries and infrastructure services have also evinced signs of recovery with easing of supply bottlenecks in certain sectors and demand recovery in others. The robust growth momentum in telecommunications, particularly the wireless segment, continues with monthly additions exceeding 17.6 million connections. In the midst of the worstever slowdown in the history of world civil aviation, even the modest levels of growth in India are indicative of resilience. Core industries like power, coal and other infrastructure like ports and roads are also reviving. Available evidence points to a steady revival of flows of investible resources. However, the levels of broadband penetration, capacity creation in some crucial infrastructure sectors and the state of development of markets for longterm finance remain causes for concern. There is need to develop infrastructure to complement and sustain the economic growth momentum. Efforts—legislative, administrative and executive—are on to minimize the infrastructure deficit, ameliorate bottlenecks in completion of projects and nurture core industrial intermediates and infrastructure services. 10 CHAPTER 10.2 The stimulus measures announced by the national authorities worldwide to combat the economic slowdown contained infrastructure buildup plans. In line with the rest of the world, the Union Budget for 2009-10 substantially stepped...
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...BANKING A bank is a financial intermediary that accepts deposits and channels those deposits into lending activities, either directly or through capital markets. A bank connects customers with capital deficits to customers with capital surpluses. Banking is generally a highly regulated industry, and government restrictions on financial activities by banks have varied over time and location. The current set of global bank capital standards is called Basel II. In some countries such as Germany, banks have historically owned major stakes in industrial corporations while in other countries such as the United States banks are prohibited from owning non-financial companies. In Japan, banks are usually the nexus of a cross-share holding entity known as the keiretsu. The oldest bank still in existence is Monte dei Paschi di Siena, headquartered in Siena, Italy, which has been operating continuously since 1472.[1] Contents • 1. History o 1.1 Origin of the word • 2. Definition • 3. Banking o 3.1 Standard activities o 3.2 Wider commercial role o 3.3 Channels o 3.4 Business model o 3.5 Products 3.5.1 Retail 3.5.2 Wholesale • 4. Risk and capital • 5. Banks in the economy o 5.1 Economic functions o 5.2 Bank crisis o 5.3 Size of global banking industry • 6. Regulation • 7. Types of banks o 7.1 Types of retail banks o 7.2 Types of investment banks o 7.3 Both combined o 7.4 Other types of banks History Banks date back to ancient times. During the 3rd century AD...
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...Techno-Fundamental Approach to build an Equity Portfolio and Study of Price Fluctuations with volume SIP project report submitted in partial fulfilment of the requirements for the PGDM Program By Chetan Arora 2010065 Supervisors Mr. Kartikeye Vatsa Deputy Manager (Financial Analyst) Dr. Gajavelli V S Professor Institute of Management Technology, Nagpur Institute of Management Technology, Nagpur 2010 - 2012 1 ACKNOWLEDGEMENTS I am sincerely grateful to Punjab National Bank for providing an opportunity to do an internship under its umbrella. This Summer Internship is a necessary component towards fulfilment of the requirements of the Post Graduate Diploma in Management (PDGM) program that I am currently undergoing from Institute of Management Technology, Nagpur. Having undergone the Summer Internship from one of India‘s most prestigious and respected institution, and India‘s second largest treasury division, has indeed been a learning, rewarding and pleasurable experience for me. I also want to express my gratitude and sincere thanks to my project guide Mr. Kartikeye Vatsa, Deputy Manager (Financial Analyst), Treasury Division and his senior Mr Rajan Ravat, Chief Manager, Treasury Division for constantly guiding and supervising my project. This project would not have been possible without their support and motivation. I would also like to thank Mr. Rajesh Bhagat, Manager, Treasury Department for their unending help in understanding the work culture at Punjab...
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...DOLAT CAPITAL Analyst: Nehal Shah Tel : +9122 4096 9753 E-mail: nehals@dolatcapital.com Associate: Mahvash Ariyanfar Tel : +9122 4096 9736 E-mail: mahvash@dolatcapital.com October 5, 2011 India Research DOLAT CAPITAL October 5, 2011 Int en tio na lly Le ft B lan k 2 India Research Index Industry DOLAT CAPITAL Executive Summary..................................................................................................5 Indian Plastic Consumption......................................................................................6 Global Scenario………................................................................................................8 Innovation: Key to Growth & Margins.......................................................................9 Polymer Demand & Pricing.....................................................................................10 Plastic Composites.................................................................................................12 Major Companies: Key Parameters.........................................................................14 Companies Supreme Industries Investment Rationale.........................................................................................17 Company Background.......................................................................................25 Financials................................................................................................
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...| 53 | EPC Industry in India: Issues and Challenges EPC Report 4 Cover pages.indd 53 2/20/2011 8:19:18 PM Contents Chemtech Foreword KPMG Foreword Executive Summary Acronyms Used Methodology Coverage and Scope Setting the Context Value Creation Strategies Key External Drivers and Issues Key Internal Issues End-Use Industry Views EPC Industry in India Action Agenda for Sustained Growth Acknowledgements About Chemtech About KPMG in India 48 51 52 52 2 3 4 4 8 8 10 17 22 29 33 |1 | EPC Industry in India: Issues and Challenges EPC Report New.indd 1 2/20/2011 8:13:28 PM CHEMTECH Foreword trong infrastructure and industry are critical for India as the country sees leapfrogging growth. As far as both these sectors are concerned, India is in a sweet spot, which has created multitude of opportunities in the fields of engineering, capital goods and construction. S Though, India has witnessed significant investments in both industrial and infrastructure space, the growth has remained restricted due to various weaknesses of the Indian EPC industry and difficulties for the foreign players to ply in the market. Jasu Shah Founder & Chairman, CHEMTECH Foundation At this juncture, it is an imperative to address the challenges, which restrict the growth of this sector in India and will continue to repress industrial development lest addressed. CHEMTECH has made an attempt to address the issues faced by the EPC industry through each edition of its international...
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...A Project Study Report On Training undertaken at KEC INTERNATIONAL LTD. Titled “Improvement of Working Capital Management by Bringing Efficiency in Billing Process” Submitted in partial fulfillment for the award of the degree of Bachelor of Business Administration In Lieu of Paper 306 Under The Supervision Of Submitted by:- Mr. P.C.Janghir Sugandha Sethia BBA III Yr 2011-2012 BIYANI GROUP OF COLLEGE, JAIPUR UNIVERSITY OF RAJASTHAN CERTIFICATE BY PROJECT GUIDE This is to certify that Ms.Sugandha Sethia student of BBA part III of Biyani Girls College,Jaipur has prepared this project entitled “Improvement of Working Capital Management by Bringing Efficiency in Billing Process” under my supervision. She has prepared report on the basis basis of training...
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...Government of India Ministry of Finance Department of Economic Affairs Public Private Partnership Projects in India Compendium of Case Studies c Government of India Ministry of Finance Department of Economic Affairs Public Private Partnership Projects in India Compendium of Case Studies December 2010 Public Private Partnership projects in India Compendium of Case Studies © Department of Economic Affairs All rights reserved Published by: PPP Cell, Department of Economic Affairs Ministry of Finance, Government of India New Delhi-110 001, India www.pppinindia.com Disclaimer This Compendium of Case Studies has been prepared as a part of a PPP capacity building programme that is being developed by the Department of Economic Affairs, Ministry of Finance, Government of India (DEA) with funding support from the World Bank, AusAID South Asia Region Infrastructure for Growth Initiative and the Public Private Infrastructure Advisory Facility (PPIAF). A consulting consortium, consisting of Economic Consulting Associates Limited (ECA) and CRISIL Risk and Infrastructure Solutions Limited (CRIS), commissioned by the World Bank, has prepared this compendium based on extensive external consultations. ECA and CRIS have taken due care and caution in preparing the contents of this compendium. The accuracy, adequacy or completeness of any information contained in this toolkit is not guaranteed and DEA,World Bank, AusAID, PPIAF, ECA or CRIS are not responsible...
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