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
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CHAPTER 1 INTRODUCTION TO GLOBAL MARKETING SUMMARY Marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders. A company that engages in global marketing focuses resources on global market opportunities and threats. Successful global marketers such as Nestle, Coca-Cola, and Honda use familiar marketing mix elements – the four
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It “serves as a catalyst to facilitate and guide the creation of marketing strategies that will produce desired result” O.C. Ferrell, Michael D.,George h and David l (1999) using the SWOT analysis organizations can examine the various factors both internally (Strength and Weakness) and Externally (opportunities and treats) to improve business performance. The analysis will be used to “quickly overview the business strategy” Jobber and Ellis-Chadwick, (2013). Swot Analysis provides a core information
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Indigo XL/Vista Sumo Grande Land rover Winger Nano Sumo Magic Fiat cars Xenon XT Novas, TL4*4 2. Price in the marketing mix of Tata Motors The prices of Tata motors are generally affordable acceptable by the general public at large. Tata always have something for the lower class people with Nano being their trump card. Giving discount every month and special promotion for certain type of vehicle also one of the strong strategy use by Tata Motors. Discount can be made from Company’s profit
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Selection Criteria 23 Issues involved 26 Failure 27 Impact Analysis Framework 29 Case Studies 34 Conclusion
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In order to persist in a competitive market, corporations must make profit. The basic structure of all interactions under competitive conditions can be a Catch-22 (McGrath, 1984). There will always be mutual and contradictory interests at the same time. Chrysler Corporation had common economic interest, however they had conflicting cultural and moral views. In order to create value in and for organizations, it is sometimes effective to focus on expanding options, creating new ideas, self-organizing
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Reducing cultural shock with global brands and advertising Eliane Karsaklian - Advancia-Negocia Abstract This paper aims at demonstrating that expatriates represent a specific target for companies as they tend to consume global brands during their stay abroad in order to avoid cultural shock and thus should be addressed with specific communication. The literature review articulates global brands and advertising with cultural shock, explained on the basis of Trompenaars and Hampden-Turner’s dilemmas’
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General Motors (GM) is one of the world's largest automakers of its kind. The company was founded back in 1908 in Detroit, Michigan. The auto industry was devastated by a weakened US and global economy in 2007. The slowing economy landed GM in substantial financial trouble. Luckily, the US government devised a bailout plan, which allowed GM to continue operating business by avoiding bankruptcy. This financial bailout prompted for a new company structure, and new company leadership as well. The GM
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an affordable iconic British car, now it has become a cool luxury car dominantly for a young segment. Its international marketing strategy is differentiated in a way that a brand is built up on the historical iconic image of Mini for the UK and associated market, but it is not associated with any values in the past for the US customers. Overall, Mini’s marketing strategy is considered to be innovative, creative, and sometimes “silly”, which is of great value for its young energetic target audience
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Considering the first half of 2010, the total production reached 547,022 vehicles, a jump of 39 percent compared with the same period of 2009. Also exports and imports increased by 4.5 percent and 43.8 percent respectively.2 As the effects of the global financial crisis recede, it is expected that the Turkish automotive sector will reach average annual growth rates of 4.5-5 percent per year in 2011 and follow this trend through till 2013. There are 22 automotive manufacturers in Turkey. The total
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