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CEAT is an Indian tyre manufacturer established in 1958 as a collaboration between CEAT International and the Tata Group. It manufactures over 10 million tyres per year and enjoys 55% market share for light truck and truck tyres in India. CEAT has a wide range of tyres across passenger, farm, commercial, and off-road vehicle categories. It has a large distribution network across India and also exports to markets in the US, Africa, and Asia. CEAT's competitors include other major Indian tyre companies like MRF and Apollo as well as global brands like Bridgestone and Michelin.
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CEAT
CEAT Tyres was established in 1958 and is the second largest tyre manufacturer in India. It produces over 6 million tyres per year and earned around 65% of its revenue from two-wheeler and three-wheeler segments in recent years. CEAT focuses on superior quality and durability and has seen significant increases in sales, profits, and exports over the past year. The company is involved in various social responsibility and community development programs.
MRF
MRF was founded in 1946 in Chennai, India and is now the country's largest tyre manufacturer. The company's vision is to be a global leader in polymers and help make India a global superpower in technology. MRF produces various tyre products as well as conveyor belts, coatings, and other rubber goods. It has a strong market presence in India through partnerships with major automakers and sponsorship of cricket and motorsports. While MRF faces competition and rising input costs, it maintains a leading position in India through innovation, brand recognition, and its large production and distribution network.
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Tata Motors is India's largest automobile manufacturer that has grown significantly in international markets. It has undertaken various strategies over the years through acquisitions, joint ventures, and R&D. Recently, it has lost momentum due to increased competition. Tata Motors is undergoing a transformation of its product lines, marketing strategy, and focus on customer satisfaction to regain market share. It has restructured through new product launches, improved quality, expanded distribution networks, and investments in branding. If successful, Tata Motors will emerge as a leading global automotive company.
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Titan watches
Titan Industries Limited is a leading manufacturer of watches and jewelry in India. It is a joint venture between the Tata Group and Tamil Nadu Industrial Development Corporation. Titan produces watches under brands like Titan, Fastrack, Sonata, and Tanishq and is India's largest watch maker and fifth largest in the world. It has a market share of 60% in India and exports to over 40 countries. Titan uses market segmentation and targets various demographic and psychographic groups with different product lines and brands.
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CEAT
CEAT Tyres was established in 1958 and is the second largest tyre manufacturer in India. It produces over 6 million tyres per year and earned around 65% of its revenue from two-wheeler and three-wheeler segments in recent years. CEAT focuses on superior quality and durability and has seen significant increases in sales, profits, and exports over the past year. The company is involved in various social responsibility and community development programs.
MRF
MRF was founded in 1946 in Chennai, India and is now the country's largest tyre manufacturer. The company's vision is to be a global leader in polymers and help make India a global superpower in technology. MRF produces various tyre products as well as conveyor belts, coatings, and other rubber goods. It has a strong market presence in India through partnerships with major automakers and sponsorship of cricket and motorsports. While MRF faces competition and rising input costs, it maintains a leading position in India through innovation, brand recognition, and its large production and distribution network.
Marketing Strategies Of MRF
MRF is a leading manufacturer and exporter of tires, conveyor belts, and paints headquartered in Chennai, India. It has 7 manufacturing plants in South India and over 2,500 distribution outlets across India and 65 other countries. MRF differentiates itself through high quality and durable products. It targets individual car owners as well as automotive companies. While it faces competition on factors like price and performance, MRF maintains its leadership through innovation, loyal customers, and financial strength.
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Tata Motors is India's largest automobile manufacturer that has grown significantly in international markets. It has undertaken various strategies over the years through acquisitions, joint ventures, and R&D. Recently, it has lost momentum due to increased competition. Tata Motors is undergoing a transformation of its product lines, marketing strategy, and focus on customer satisfaction to regain market share. It has restructured through new product launches, improved quality, expanded distribution networks, and investments in branding. If successful, Tata Motors will emerge as a leading global automotive company.
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Titan watches
Titan Industries Limited is a leading manufacturer of watches and jewelry in India. It is a joint venture between the Tata Group and Tamil Nadu Industrial Development Corporation. Titan produces watches under brands like Titan, Fastrack, Sonata, and Tanishq and is India's largest watch maker and fifth largest in the world. It has a market share of 60% in India and exports to over 40 countries. Titan uses market segmentation and targets various demographic and psychographic groups with different product lines and brands.
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MRF Tyres Strategy Analysis
MRF Tyres Strategy Analysis
The company, MRF Ltd., originally started as a small manufacturing unit of balloons, latex cast squeaking toys and industrial gloves.
A young entrepreneur, K. M. Mammen Mappillai, opened a small toy balloon manufacturing unit in a shed at Tiruvottiyur, Madras (now Chennai).
The company established its first office in 1949 at Chennai
It began the manufacturing of tyres in 1961.
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CEAT Ltd. is an Indian tyre manufacturer established in 1958 through collaboration between CEAT International and the Tata Group. The company manufactures over 6 million tyres annually through its plants in Mumbai, Nasik, and Halol. The tyre manufacturing process involves five main stages: compounding and mixing rubber and other materials; constructing components through calendaring and extrusion; assembling components onto a drum; curing and vulcanizing the assembly in a press; and final inspection. CEAT's vision is to be among the most profitable tyre companies in India and achieve leadership in select international markets.
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This document provides general information about a marketing project report on CEAT Limited's marketing mix prepared by Pritesh Radadiya for his college course. It includes a declaration, acknowledgements, preface, table of contents, and an initial section on general information about CEAT Limited including its history, vision, mission, size, types of products offered, market share, competitors, and covered areas.
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CEAT is considering expanding its operations into the Bangladesh automotive market. Some key points analyzed in the document include:
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CEAT analyzed its own social media presence as well as that of competitors from October 2014 to January 2015. CEAT had the highest number of mentions, driven by campaigns like #CeatRoadTrip. MRF and JK Tyres also saw increases from campaigns. Sentiment was generally positive for all brands except some negative user reviews for MRF and Michelin. CEAT should improve response time to complaints and focus on forums to address user issues and generate leads. Strong branding partnerships and campaigns can increase engagement.
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TYREPPT
The document provides an overview of the Indian tyre industry. It discusses the segmentation of the industry into replacement market, OEMs, and exports. It outlines the prominent B2C and B2B brands in India and how they segment based on type, pricing, usage, and benefits. It also discusses B2B buying behavior and marketing mix strategies. Finally, it performs a SWOT analysis of MRF Tyres and provides recommendations to strengthen its position in the industry.
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The document discusses the key processes involved in tyre manufacturing, including compounding and mixing rubber and other materials, milling and calendaring the rubber into sheets, extruding tread and other components, assembling the components on a tyre building machine, curing and vulcanizing the assembled tyre, and final inspection and finishing of the cured tyre. Tyre manufacturing requires combining many raw materials like various rubber compounds, carbon black, fabric, and steel wires and cables through mixing, shaping, building, and curing processes to produce the final product.
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- The presentation provides an overview of CEAT Limited, an Indian tyre company.
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The company MRF Ltd. was established in 1949 in Chennai, India as a small toy balloon manufacturing unit. It began tire production in 1961 and has since grown to be a leading tire manufacturer in India. MRF's vision is to be a global leader in polymers and help make India a global power in technology. The company produces tires, conveyor belts, industrial paints and has a global presence. It aims to have zero defects, breakdowns, accidents or pollution in its operations.
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The document provides an analysis of the Indian tyre industry. It discusses key details of the $47.5 billion industry, including that the top 10 companies account for over 90% of production. Domestic demand is driven by factors like industrial activity and personal income growth. Exports have grown at an 8% CAGR. The industry faces competition from cheaper Chinese tires. A PESTEL analysis identifies political issues like import duties and economic challenges from fluctuating demand cycles. Company profiles and financial analyses are provided for major players like MRF, Apollo, and CEAT to evaluate their performance and prospects.
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This document provides an overview of integrated marketing communications and its importance for automotive aftercare businesses. It discusses how applying Dave Brailsford's concept of "aggregated marginal gains" by improving every small component of a business by 1% can lead to significant overall improvements. Some key components of a business that must work together include physical aspects like location, workshop, and products as well as emotional aspects like appearance, pricing, advertising, and customer service. The document advocates taking each component of the "marketing wheel" and ensuring it is well-maintained and coordinated. It highlights research from Nielsen showing the top influences on customer actions, like recommendations from others and branded websites, and how focusing on improving these areas can increase sales and profitability
CEAT: US Launch Strategy
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Tata Motors has faced several problems in recent years including deep losses, poor sales, deteriorating relations with dealers and customers, and decreasing market share. A new chairman, N Chandrasekaran, hopes to implement short and long-term turnaround plans within 6-9 months to address issues in marketing strategies, planning, and results. While the Jaguar Land Rover segment is growing, margins have suffered in Tata's passenger vehicle segment. The chairman believes focusing on organizational effectiveness, new passenger vehicle models, an advanced modular platform, electric vehicles, and hiring top talent can help put Tata Motors back on a path of growth and shareholder dividends.
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MRF is India's largest tyre manufacturer headquartered in Chennai, Tamil Nadu. It was started in 1946 as a toy balloon manufacturing company and began tyre production in 1960. MRF's vision is to be a global leader in polymers and its mission focuses on quality, safety and environmental standards. The company uses a 4P marketing strategy of competitive pricing and nationwide distribution to promote its diverse product lines, including tyres, conveyor belts, and industrial paints.
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- CEAT was established in 1924 in Italy and began manufacturing tires in India in 1958 through a collaboration with TATA. It is now the second largest tire manufacturer in India.
- In the past year, CEAT saw sales increase 9% to Rs. 2603 crores and profit after tax increase 279% to Rs. 149 crores. It manufactures over 10 million tires annually.
- CEAT finances its operations primarily through long-term debt, which has increased as a percentage of its capital structure over the past few years, lowering its overall cost of capital.
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This document is a certificate from Tata Motors in Jamshedpur certifying that Saurabh Kumar Pal from Jadavpur University successfully completed a training and project work on the "Productionisation of Signa" from June 4th to July 2nd 2016 under the guidance of Subir Ganguly. It states that Saurabh worked hard and behaved well during his training. The document also includes an acknowledgement and details about Tata Motors, its facilities, mass production methods, and vehicles produced.
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Tata Motors and Toyota Motor Corporation are analyzed and compared. Both companies have strengths like large market share and reputation, but Tata Motors relies on older platforms and has lower returns than Toyota. Opportunities exist for expanding into new markets and developing electric vehicles. Threats include increased competition and rising costs. Overall, Toyota has a larger global presence and market share, while Tata Motors leads in India but lags in technology and luxury segments.
INTERSHIP DISCUSSION- Using image, You should recognize designated.docx
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Share 1-2 skills you have developed that are directly applicable to this career goal.
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188 International Business Strategy
CASE 18
Tata Motors in 2014: Its Multibrand
Approach to Competing in the
Global Automobile Industry
David L. Turnipseed
University of South Alabama
Tata Motors, Ltd.• was India's leading automo-biIe manufacturer by revenue and the number-three passenger-vehicle brand in India in 2012.
However, in 2013 and 2014, the company's name-
sake brand slid into a decline, hath domestically and
internationally, with the company eventually losing
its number-three rank in automobile sales in India
to Honda. Also, the company's sales of commercial
vehicles declined in 2013 and 2014, causing the
company to drop from fourth-largest seller of com-
mercial vehicles to fifth.
Some of the company's poor performance could
be attributed to poor macro-economic conditions
in India, increasing competition, and a variety of
other external factors such as the possible elimina-
tion of diesel subsidies by the Indian government.
However, much of the company's poor performance
was a result of a flawed strategy and poor execution.
For example, it was imperative that the company's
managers consider how to expand the market for
its low-priced Nano, which had required substantial
investment during its development and had fallen
far short of sales expectations. Plus, the company's
entire strategy for its Tara-branded vehicles seemed
to be in disarray.
However, the company's Jaguar Land Rover divi-
sion was achieving great success, with a 23 percent
year-over-year increase in revenues and a 55 percent
year-aver-year increase in profit after tax in fis-
cal 2014. In fact, Jaguar Land Rover accounted for
88 percent of the company's total automotive rev-
enues in fiscal 2014 and 89 percent of its income
John E. Gamble
Texas A&MUniversity-Corpus Christi
before other income, finance cost, tax, and excep-
tional items in fiscal 2014. Tata Motors' manage-
ment would be forced to evaluate its strategy for its
Tata passenger cars, Tata commercial vehicles, and
Jaguar Land Rover division if it was to compete
successfully with the world's leading automobile
producers.
THE HISTORY OF
TATA MOTORS
Tata MOlars was a division of the Tata Group, which
was India's largest corporation, owning more than
90 companies spanning seven business sectors
(chemicals, information technology and communi-
cations, consumer products, engineering, materials,
services, and energy). In 2012, the corporation had
operations in over 80 countries, and it had gross rev-
enues of $83.5 billion in 2011. The company's gross
revenues dipped to $96.8 million in fiscal 2013,
after having reached $100 million in 2012. Nearly
60 percent of the Tata Group's revenues w.
Order processing,company profile,about company,vision & mission, executive su...
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A case study on business turnaround of TATA Motors PV Segment
Tata Motors saw success in turning around its passenger vehicle segment through its "Turnaround 2.0" strategy. This included focusing on building a strong portfolio of products across high-demand segments through third-generation impact design models with high safety ratings. Maintaining a presence in all key segments and launching localized campaigns helped Tata Motors achieve its goal of becoming the third largest player in the domestic passenger vehicle market in India.
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Tata motors final project on consumer satisfaction.
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Tata Motors Presentation - Managerial Economics
Tata Motors is an Indian automotive manufacturing company founded in 1945 with headquarters in Mumbai, India. It is India's largest truck manufacturer and second largest bus manufacturer globally. Key milestones include launching India's first indigenous passenger car in 1991 and people's car (Nano) in 2008. Tata has a global footprint with operations in the UK, South Korea, Thailand and other countries. It acquired Jaguar and Land Rover from Ford in 2008. Despite facing challenges during the global recession, Tata Motors was able to prosper through strategic mergers and ventures such as partnerships with FIAT and acquiring shares in Hispano Carrocera.
Tata Motors
Tata Motors is India's largest automobile company with over 60,000 employees and revenues of Rs. 188,818 crores in 2012-13. It produces cars, trucks, buses, as well as owning Jaguar and Land Rover. Tata introduced India's first indigenous passenger car and people's car. It has a global presence with manufacturing in India, Japan, UK, and South Korea. Tata aims to be the most admired company for customers, employees, partners and shareholders through passion, integrity and innovation.
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This document discusses rebranding strategies for Tata Motors to improve its brand image and positioning. It identifies problems with Tata's current brand such as weak brand loyalty and a lack of aspirational products. Primary research was conducted through surveys and interviews. The recommendations propose a 3 stage rebranding process over 3 years:
1) Rebranding existing Tata Motors brand in year 1 to improve perceptions of heritage and reliability.
2) Launching a new luxury sub-brand in year 2 positioned as aspirational to attract newer customers. The first vehicle under this sub-brand, called Aurum, will be an ultra-luxury sedan priced over 18 lakhs.
3) Eventually re
Tata motors
The document discusses the marketing strategy and launch of the Tata Nano vehicle. It describes Tata's unconventional marketing approach that relied heavily on word-of-mouth and social media rather than traditional advertising. Tata launched an online community website where potential customers could discuss and customize the Nano design. This innovative and low-cost strategy helped generate significant pre-launch interest in the Nano as the world's most affordable car. The strategy allowed Tata to engage customers and test ideas for the Nano.
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Tata Motors is India's largest automobile company with consolidated annual revenue of over $34 billion. It has a presence in key automotive segments like passenger cars, commercial vehicles, and defense vehicles. Some of its popular models include the Indica, Safari, Ace, and Nano. Tata aims to improve quality of life through leadership in sectors of national importance. It has a global footprint with operations in over 30 countries through subsidiaries and joint ventures like Jaguar Land Rover. Tata is committed to innovation, customer satisfaction, and environmental sustainability.
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Tata Motors is one of the largest vehicle manufacturers in India and worldwide. It produces commercial vehicles, passenger vehicles, and defense vehicles. Some of its most popular models include the Indica, Safari, and Nano (aimed at lower income groups). While the Nano did not achieve expected sales, Tata engages in marketing initiatives like online campaigns and partnerships. It also focuses on sustainability and corporate social responsibility programs in local communities. Tata has operations globally and several subsidiaries and joint ventures, including acquiring Jaguar Land Rover in 2008.
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Presentation is prepared by Management Students. It includes brief information about TATA Motors and Maruti Suzuki.
Tata motors : Fundamental & Ratio Analysis
The document provides an overview of Tata Motors including general facts about the company, its mission and vision, subsidiaries, manufacturing locations, and dealership network. It also includes analyses of the political, economic, social, and technological factors impacting Tata Motors. Ratio analyses are presented covering profitability, liquidity, leverage, and valuation metrics for Tata Motors compared to competitors like Ford, GM, and Mahindra. The analyses show Tata Motors has struggled recently with negative profit margins but maintains better asset turnover than peers.
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Ceat pcm 19
- 1. BRAND REVIEW Prashant C M MMM Roll no. 19
- 2. TYRE INDUSTRY OVERVIEW MEN’S ARE FROM MARS..TYRES ARE FROM INDIA! THE SHOW IS ON ... The heavyweights like MRF, CEAT, JK TYRES & APOLLO etc & midsize like METRO TYRES etc & some regional players of tyre industry cover more than Rs.70 billion of market share in Indian tyre industry.
- 3. INTRODUCTION CEAT International was first established in 1924 at Turino in Italy and manufactured cables for telephones and railways. In 1958, CEAT came to India, and CEAT Tyres of India Ltd was established in collaboration with the TATA Group. In 1982, the RPG Group took over CEAT Tyres of India, and In 1990, renamed the company CEAT Ltd.
- 4. CURRENT SCENARIO Manufactures over 10 million tyres every year. Enjoys 55% of the local market for light truck and truck tyres. Operates from plants in Mumbai and Nasik. Exports to USA, Africa and other parts of Asia
- 5. 4P’s of CEAT
- 6. PRODUCT CEAT has inner tubes, flaps & the widest range of tyres in all categories such as Passenger Tyres - Cars, Motorcycle & Scooter tyres Auto-rickshaw tyres. Farms Tyres - Tractors, Trailers etc Heavy duty tyres - Heavy-duty Trucks and Buses, Light Commercial Vehicles, Earthmovers & Forklifts,
- 8. PLACE - DISTRIBUTION 3 different channel process in its Local & Global market OEM REPLACEMEN T TYRES EXPOR T TYRES OEM’s follow the B2B sales process hence they do not require an elaborate distribution network. Tyres that are exported use the distribution network of some other company CEAT has one of the largest distribution network for tyres in India. It has divided the Indian sub continent into 33 regions and has set up a Regional Office for each region
- 9. PLACE - DISTRIBUTION 3 level distribution structure RDC (Regional Dis centres) The tyres, tubes and flaps are transported to these from factories. The set is formed at RDCs and strapped CFAs (Carrying & forwd Agents) The CFAs pull the goods from RDCs according to demand Dealer FACTORIE S (Nasik, Bha ndup, Halol guj)
- 10. PRICE TYRE TOTAL PAIRS PRICE RANGE TRUCK Rs.21375 - Rs. 45758 LIGHT TRUCK Rs.12834 - Rs.19436 CAR RADIAL Rs. 1311 - Rs. 4444 SCOOTER Rs.887 - Rs. 1041 3 WHEELER Rs. 1042 - Rs.1351 BIKE Rs.835 - Rs. 1914 FARM TYRES Rs.3485 - Rs. 34435 O.T.R. / GRADER Rs. 39825 - Rs. 140968
- 11. Pricing Reduction Announcement In Dec 2011, CEAT announced price cuts to the tune of 3- 4 % on its truck tyres & that was the 2nd round of price cuts announced by CEAT within a span of 10 days, the first tyre manufacturer to do so. CEAT believe in giving optimum benefit to its consumers through the six parameters viz. Quality, Trustworthiness, Credible Image, Value, Innovative & Understanding Consumers, that is why CEAT has been rated as the Most Trusted Brand by the upper class as well as lower class customer
- 12. PROMOTION CEAT spends Rs 40-50 crores in a year on various ATL BTL From 1958 CEAT Tyres has successfully held its own. Tagline ‘Born Tough’ particularly because the rhino logo. Focus on heavy weight vehicles
- 14. PROMOTION While observing ceat marketing strategy we come across various segment which connect with the latent needs of consumers. Later ceat come up with new logo focusing youth of country & passenger segment of market like car owner’s & biker’s with an emotional touch as showcase of product feature (Grip) as a solution to real time problem and establish the brand as most relevant tyre brand to the biker. Ceat mainly dealt with seminars, campaign type promotional activities It’s main promotional activities include on-ground consumer meets for commercial segments, knowledge seminars like CEAT PRO, digital platforms focusing on cricket(eg. CEAT Cricket Rating and India Road Transportation Awards is a big frame for them) & Safety Zone activity for school kids which teaches safe road habits to school children, & engage with youth through social media & through brand platforms like www.beidiotsafe.com Post this campaign the sales for CEAT increased by 40-45% and expecting a similar growth for the next 2-3 quarters.
- 16. CUSTOMERS TATA motors, Tvs motros. Hero Honda Bajaj tempo Swaraj mazda Eicher L& T Maruti, Mahindra & Mahindra Ashok Leyland Piaggio
Editor's Notes
- Indian tyre industry is in high spirits
- Heavy pressure being applied by the ever rising input costs & increasing competition
- 4ps’ plays a vital role in all industry… even main 4ps i.e. product, price, place, promotion are the success gorw of the CEAT
- Replacement Tyres : Most challenging Sales and Distribution network is developed for the Replacement Market
- Replacement Tyres : Most challenging Sales and Distribution network is developed for the Replacement Market
- In actual high competition & new arrival of car… facing difficulties to improve on B2B
- 1) ATL - (above the line eg. Tv ads (motion types adv)) 2) BTL (below the line (non motion adv) activities.3) From 1958 CEAT Tyres has successfully held its own. Having established itself in the consumers’ minds with its tagline ‘Born Tough’ particularly because the rhino logo. Considering the deteriorating state of Indian roads, the original position of ‘Born Tough’,4) focus on heavy weight vehicles which use for commercial transportation.