Nano Tata

3.) How should the company decide on opportunities for entering new international markets? How much emphasis should be placed on this strategy?

Through the Tata Megapixel marketing campaign need for a stylish, reliable, ecofriendly and economic vehicle will be created.

Her case focuses on how the initial strategies for launching and positioning Tata Nano as a “People’s Car” backfired and its shortcomings and mistakes that led to the wrong positioning of Tata Nano as “Worlds Cheapest Car”. The consumers did not find pride in owning the cheapest car, it brought down there social status in the society. In India owning an expensive car is still a luxury. The reasons for Nano getting wrongly positioned was the failure of its primary positioning strategy that is its Price Positioning Strategy Tata Nano was positioned on the price attribute dimension and was widely publicized as the world's cheapest car. Now if the consumers brought the car there was the inherent danger of being viewed by his social group as poor as they were owning a car that is thought off as cheap. The actual market realty is that the car which was supposed to be a game changer has miserable failed to take off, in spite of the massive hype and the goodwill of Brand

To offer safe, environmentally friendly and mobile cars for the tough Indian market and represent the global benchmark. (Volkswagen.co.in)

Will the conversion of “TATA NANO” to a taxi affect brand image and consequently sales?

Tata motors have many other challenges as they are operating in many countries they have pay attention on their regional policies and environment. In this way, an organizational issue can address quickly or promptly without any hassle.

Tata Motors faced many challenges in the process of moving to produce passenger cars from producing commercial vehicles. They are as follows:

company’s business strategies. Given the high quality of the cars they produce, with better service provided, more targeted

The higher exposure of revenues from export markets for TATA is contributing to the valuation of the company. In China the revenues in the past few years for JLR was stunning. This contributed to the immense revenues as well as the improved stock market performance. But slowdowns in growth rate in China, USA, UK and Europe is a cause of concern. But in this regard TATA JLR’s prospects is not hindered because the company targets its vehicles to the upper segments of the society. This can thus bring in more numbers.

The case study throws light on the success story of two Indian based manufacturing companies and the strategies adopted by them to become the giants in the world market. Where one company Suzlon had shifted its roots from a former textile industry to an entirely different Wind Energy Industry, Bharat Forge entered the domestic market as automotive manufacturers stuck to their primary business of forging and expanded their business all over the world in the same field. Both the companies believed that an enhancement in technology is a mandate for a vast global footprint and development.

The main focus of our R&D activities is Europe. We have the highest know-how and corporate image there. During period 0 and one we decided to invest more in AP and gradually decrease our investments in

The other international strategy option is the joint ventures that Tata Motors created with numerous other car companies such as Daimler-Benz, Tata Holset, MG-Rover, Fiat and many others. The most profitable of those turned out to be the Jaguar-Land Rover and Fiat. After the official merger and acquisition of Jaguar-Land Rover in 2013 (JaguarLandRover 2016), Tata Motors was able to target a significantly different market in the premium market segment. The capital on growth opportunities with acquiring two globally recognized brands was considerably high.

and the British premium car maker Jaguar Land Rover in 2008. Jaguar-Land Rover PLC is a British

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 Daewoo commercial Vehicle Co. Ltd., Korea’s second- Largest truck manufacturer, and became the first Indian company to be listed on New York Stock Exchange. The next year, it acquired a 21% stake in a Spanish bus manufacturer, and in May 2008, it bought British automotive icons Jaguar and Land Rover from Ford Motor Co. The auto mobile industry in India benefited significantly from liberalization in the 1990s, when the

Ratan Tata, chairman of Tata Motors Ltd., hoped to raise the status of Middle class families in India by offering the Tata Nano. Expectations were increasing amongst the customers regarding the product features and its efficiency. Competitors were eagerly waiting for its arrival to find out what they were going to be up against. It had strong and convincing features and was actually a good product. Unfortunately there were too many strategic marketing problems that kept it from being as big as they thought it was going to be. We will explain the problems it met and showcase some alternative solutions that could be implemented.