Distribution Channel Of Tata Motors

The Death of a Car Salesman debates about how the traditional car dealership is declining due to the age of technology. A traditional car dealership is when a car salesman tries his best to sell a car to a consumer. The dealers needs to explain every specific features and details of a car to lure the consumers. Then, dealers discusses the car’s price to the buyers and have a tendency to sell the car in a higher profit. On the other hand, the internet can show all the information such as the features and specific details for an anticipated car with final quote price.

Distribution is an important marketing mix. Distribution strategy of a firm is a plan created by the management of a manufacturing business that specifies how the firm wishes to transfer its products to intermediaries, retailers and end consumers. In earlier days the consumers used to book for a car and wait for more than a year to actually buy it. Also the concept of Show rooms was non-existent. Even worse thing was the state of the after sales service. With an objective to change this scenario & to offer better service to customers, Maruti took initiative. To gain competitive advantage, Maruti Suzuki developed a unique distribution network. It has the largest distribution & Service network

This journal demonstrate that the relationship between 4S shops distribution intensity of cars and brand new car buyers’ choices in the U.S. automobile market. Different from price, effect of advertising, promotional activities and other factors, distribution intensity changes relatively slow, but the distribution intensity will be affected some variables, thereby might affect decisions of consumers buying cars. Additionally, this article used information on the U.S car sales transactions gave by the Power Information Network, which included the accurate geographic locations of consumers and dealers. Non-probability sampling method was used in 55 4S shops as a samples. Dealer accessibility, dealer concentration and dealer spread would determine distribution intensity and then will largely affect the choice of the people for the car brands.

The core competence of Tata Motors lies in its expertise in production of commercial vehicles and good financial and human resources at its disposal which help it in introducing cost effective passenger cars in the market. The company has access to good research and development capabilities also which help it in manufacturing excellent products for the market. This core competence stands on the test offered by Hamel and Prahalad as it can help the company in entering into new market segments, satisfy the demands of existing customers and give good profits.

Tata motors limited is the India’s largest automobile company, with the consolidated revenues of INR 2, 62,796 crores in the year of 2014-15. It is the leader in the commercial vehicles in each segment, and among the top in the passenger vehicles with the winning products in the compact, midsize cars and the utility vehicle segments. The Tata motors group has over 60,000 employees are been guided by the mission “to be passionate in anticipating and providing the best vehicle and experience that excite our customer globally. It has been established in the year of 1945, Tata motors presence cuts across the length and the breath of India. Over 8 million Tata vehicles ply on Indian roads, since the first rolled out

Customer-centric approach of Tata Motors has led to the development of vehicles with technology rich design, features and interiors, such as premium compact car Zest, Hatchbacks Bolt and GenX Nano cars.

The research was done to understand how a distributor works and various other factors that influence the sales of a distributor. The report includes a comprehensive research starting from its problem statement formulation to its

Above analysis shows the satisfaction level of Tata Motors customers towards the customer relationship managed by the Tata Motors. From the above it can be clearly stated that majority of the respondents are highly satisfied with the customer relationship managed by the Tata Motors.

Mahindra and Mahindra, the business sector pioneer in multi-utility vehicles in Asian nation. The corporate began creating business vehicles in 1945. Mahindra is that the pioneer by a long shot in business vehicle furthermore the second biggest inside of the voyager vehicle market. The corporate is that the world's 6th biggest medium and huge business vehicle creating.

The industry is located far away its customers and another large automotive manufacturer in India belt like Gurgaon, therefore networking and transport is also an area where Shiv industries at work, improving visibility and support needs, is a major priority Shiv doesn’t have any focus position, that is why there is also the heavy price competition for the low-end market. The need for an efficient supply chain network of good communication among customers, manufacturers and suppliers. Customer feedback plays a very important role in the supply chain, Shiv must evaluate and monitor industries some of its most important activities aimed at customer satisfaction, which would need to be dissatisfied customers to develop an effective system which better to avoid the delivery

Dealer Business Management enables efficient Service order Processing and billing designed for any given number of orders per day. it includes Service requests and Scheduling, Optimization of technicians, tools, and parts as well as their deployment and scheduling .User friendly interfaces provides ease of use and the integration technology ensure a seamless

One of the most important challenges for Beijing Hyundai was to develop distribution channels, and to decide where channels should be expanded geographically. Beijing Hyundai decided to adopt the 4S Shop model, but had to decide where the company should locate the shops. The company classified the China market into seven regions, north, south, east, northeast, central, southwest, and northwest. These seven regions were then regrouped into two major categories, an “all cities expansion group” (north, south, and east) and a “core cities expansion group” (northeast, central, southwest, and northwest). The company then established a sequential channel expansion strategy, following a hub and spoke pattern, for each of the two groups of regions. With the hub and spoke approach for the “all cities” expansion group, Beijing Hyundai‟s distribution channels made inroads into major hub cities in the north, south, and east, identified based on the consideration of income level,

Tata Motors was formerly known as TELCO (Tata Engineering and Locomotive Company) is a leading global automobile manufacturer. Originally it was manufacturer of locomotives named as TELCO, the company then manufactured its first commercial vehicle in 1954 having a tie-up with Daimler-Benz. Tata motors have a wide range of variety from heavy commercial vehicles to carriers, buses, SUVs and passenger cars that covers a wide range of cars, sports vehicles, buses, trucks and defense vehicles.

Access Distribution Channels: The access of distribution channels is barrier for new entrants into the automotive industry because it can sometimes be difficult for a new company in the industry to find a tolerable means of distribution due to the limited space within a dealership lot and the amount of money needed to access the level of marketing achieved by the top automakers today.

Silvaro Motors, a car dealership company, have four dealerships serving a metropolitan area of roughly two and a half million people with the latest dealership selling multiple makes of cars at the same location which includes a line of Daewoo’s from Korea, Mahindra’s from India and Chery’s from China (Waight 2015, p.2). The other three dealerships focus on three separate cars at each dealership (following an autonomous operation) which include Mitsubishi, Mazda and Hyundai (Waight 2015, p.2). The company gained immense strength and reputation from the three dealerships and prides itself on three success factors or policies namely volume, “hassle-free buying experience” and after sales service (Waight 2015, p.2). But, the new dealership complicated the issues of inventory management as it had to deal with three cars at the same dealership and balancing the stock was proving to be difficult and issues related to purchasing function and management of service parts, accessories and materials both at a supply chain level and as an internal function along with the lack of storage and financial resources added further pressures on the company (Waight 2015, p.2).