The document provides an analysis of introducing Tata's Nano car into the US market. It begins with an introduction to Tata and its international presence. It then performs a SWOT analysis and identifies political, economic, social, technological, and competitive factors that could impact Nano's entry. Three scenarios are mapped out - Oasis (optimistic), Nostradamus (most likely), and Curse of Blossom (pessimistic). Competitors are analyzed for each scenario. The point of difference, brand image, product features, and pricing strategy are proposed for each scenario.
The document discusses discounts on new car prices from TrueCar data. It finds that large trucks have the greatest discounts on average at 11% below MSRP. Domestic makes like Chevrolet, Ford, and GMC offered the biggest discounts for model year 2010. The days with the best and worst deals in September 2010 are identified as well as vehicles with the largest price drops or longest/shortest times in inventory.
The document provides information on automotive pricing and deals. It discusses TrueCar's Price Flex Score, which measures how much negotiation room exists for different vehicle models based on inventory and sales data. Models with the highest and lowest Price Flex Scores for 2010 are listed. The document also notes that large trucks have the greatest discounts on average at 12% below MSRP, while domestic brands like Chevrolet, Ford, and Chrysler as well as Hyundai and Mercedes-Benz have the biggest discounts for 2010 models. The top discounted 2011 models are from Toyota, Chevrolet, Honda, BMW, and Subaru.
The TrueCar monthly report provides insights into new car pricing trends, including which vehicles have the most negotiating room (Price Flex Score), largest discounts from MSRP, and longest/shortest average days spent in dealer inventory. Some key findings include:
- Convertibles, wagons and coupes typically have the best discounts, while SUVs move quickly off lots. The Hyundai Sonata has a large inventory of 166 days on average.
- Domestic brands like Chevrolet, Ford and GMC offer the biggest discounts on 2010 models, while imports like Toyota, Honda, Kia and BMW discount 2011 models more. The best day to buy is projected as June 30th with a 9% average
The document provides tips for consumers to consider when choosing a new vehicle, including determining their budget and driving needs, researching safety ratings and maintenance costs, seeking recommendations, and maintaining flexibility in their options. Key factors discussed are evaluating driving habits, listing required features, comparing new versus used vehicles, and investigating depreciation costs.
This document provides a summary of car sales data and trends for the month of April 2010. It includes the following key points:
- Ford, Chrysler, Hyundai, and Jeep vehicles had the greatest discounts off MSRP in April at 11-14% on average. Several Chevrolet and Hyundai models saw discounts of 17-20%.
- The best day of the month to buy a vehicle was projected to be April 26th with an average discount of 6.56%, while the worst day was May 2nd at 5.38% discount.
- BMW 5 Series and Lexus LX 570 saw the largest price drops month-over-month at over $900 on
This document provides a summary of car sales data and trends for May 2010. It analyzes pricing discounts, days vehicles spend in dealer inventories, highest incentive models, and model year shares. Some key findings include that Ford, Chevrolet, Chrysler, GMC, and Lincoln had the largest discounts on 2010 vehicles in May (11-14% below MSRP). The 2010 Lexus GX 460 and Toyota Camry saw the biggest month-over-month price drops. The shortest average days in inventory were 10 days for the Hyundai Tucson and Mercedes GL350 BlueTEC. 92% of sales in May were for 2010 model year vehicles.
True Trends By True Car March 2010 Final V2TrueCar
The document summarizes vehicle sales data and pricing trends from TrueCar. It provides data on the percentage of new vehicle sales that TrueCar has transaction data for, discusses how TrueCar obtains its data from various sources, and highlights the vehicle models with the highest and lowest negotiation power based on their Price Flex Scores. It also lists the automakers and models with the largest average discounts off MSRP and indicates that the best day of the month to buy a car is typically in the middle of the month when discounts are highest.
The document discusses discounts on new car prices from TrueCar data. It finds that large trucks have the greatest discounts on average at 11% below MSRP. Domestic makes like Chevrolet, Ford, and GMC offered the biggest discounts for model year 2010. The days with the best and worst deals in September 2010 are identified as well as vehicles with the largest price drops or longest/shortest times in inventory.
The document provides information on automotive pricing and deals. It discusses TrueCar's Price Flex Score, which measures how much negotiation room exists for different vehicle models based on inventory and sales data. Models with the highest and lowest Price Flex Scores for 2010 are listed. The document also notes that large trucks have the greatest discounts on average at 12% below MSRP, while domestic brands like Chevrolet, Ford, and Chrysler as well as Hyundai and Mercedes-Benz have the biggest discounts for 2010 models. The top discounted 2011 models are from Toyota, Chevrolet, Honda, BMW, and Subaru.
The TrueCar monthly report provides insights into new car pricing trends, including which vehicles have the most negotiating room (Price Flex Score), largest discounts from MSRP, and longest/shortest average days spent in dealer inventory. Some key findings include:
- Convertibles, wagons and coupes typically have the best discounts, while SUVs move quickly off lots. The Hyundai Sonata has a large inventory of 166 days on average.
- Domestic brands like Chevrolet, Ford and GMC offer the biggest discounts on 2010 models, while imports like Toyota, Honda, Kia and BMW discount 2011 models more. The best day to buy is projected as June 30th with a 9% average
The document provides tips for consumers to consider when choosing a new vehicle, including determining their budget and driving needs, researching safety ratings and maintenance costs, seeking recommendations, and maintaining flexibility in their options. Key factors discussed are evaluating driving habits, listing required features, comparing new versus used vehicles, and investigating depreciation costs.
This document provides a summary of car sales data and trends for the month of April 2010. It includes the following key points:
- Ford, Chrysler, Hyundai, and Jeep vehicles had the greatest discounts off MSRP in April at 11-14% on average. Several Chevrolet and Hyundai models saw discounts of 17-20%.
- The best day of the month to buy a vehicle was projected to be April 26th with an average discount of 6.56%, while the worst day was May 2nd at 5.38% discount.
- BMW 5 Series and Lexus LX 570 saw the largest price drops month-over-month at over $900 on
This document provides a summary of car sales data and trends for May 2010. It analyzes pricing discounts, days vehicles spend in dealer inventories, highest incentive models, and model year shares. Some key findings include that Ford, Chevrolet, Chrysler, GMC, and Lincoln had the largest discounts on 2010 vehicles in May (11-14% below MSRP). The 2010 Lexus GX 460 and Toyota Camry saw the biggest month-over-month price drops. The shortest average days in inventory were 10 days for the Hyundai Tucson and Mercedes GL350 BlueTEC. 92% of sales in May were for 2010 model year vehicles.
True Trends By True Car March 2010 Final V2TrueCar
The document summarizes vehicle sales data and pricing trends from TrueCar. It provides data on the percentage of new vehicle sales that TrueCar has transaction data for, discusses how TrueCar obtains its data from various sources, and highlights the vehicle models with the highest and lowest negotiation power based on their Price Flex Scores. It also lists the automakers and models with the largest average discounts off MSRP and indicates that the best day of the month to buy a car is typically in the middle of the month when discounts are highest.
This document provides instructions for authors submitting manuscripts to the journal. It outlines ethics in publishing, authorship guidelines, manuscript preparation and formatting requirements, the submission process, and reviewing and acceptance procedures. Key details include disclosing conflicts of interest, original unpublished work, adding or removing authors only with permission, open access policy, and providing references in correct journal abbreviation format. The submission checklist and online submission system are also described.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Making meditation a part of a daily routine, even if just 10-15 minutes per day, can have mental and physical health benefits over time by helping people feel more relaxed and better able to handle life's stresses.
The document outlines a business presentation for LMH Solutions, a staffing software company. It introduces the CEO and advisors. It then discusses the company's goal to build a national footprint using cutting-edge software to provide a cost-effective resume search tool. The timeline shows rapid early growth through word-of-mouth. It highlights the large size and growing investment in the staffing industry, and LMH's plan to capitalize on this opportunity by expanding to new divisions nationwide.
This document provides instructions for setting up a Facebook account and an overview of Facebook features. It explains that to set up an account you need your ten fingers, brain, keyboard, mouse, ability to document your life, and internet access. It describes applications, instant messaging, fan clubs, and friend requests as key Facebook features. It also includes a quiz asking how one can be lonely surrounded by 1000 friends, and lists the typical items seen on a Facebook home page like profile, friends, inbox, and settings.
This document discusses how humans learn and form memories. It states that we remember 10% of what we read, 20% of what we hear, 30% of what we see, 50% of what we see and hear, 70% of what is discussed with others, and 80% of what we experience. We remember 95% of what we teach others. New memories are formed through neurons and synapses in the brain. There are three stages of memory: sensory, short-term, and long-term. Short-term memory can only hold 7 pieces of information for 20-30 seconds. Various techniques can help with long-term memory including acronyms, rhymes, chunking information, and practicing retrieval.
This document discusses Nissan's plans and goals for electric vehicles (EVs) and reducing emissions. It aims to provide zero-emission vehicles by 2050 through investments in lithium-ion battery technology and the launch of the all-electric Nissan Leaf starting in late 2010. Nissan is partnering with states and regions to rollout EVs and charging infrastructure, with a goal of mass market sales by 2012.
The document discusses Tata Nano, the world's cheapest car launched in India in 2009. It provides an overview of the Nano, what makes it affordable, Tata's other products and market share. It then performs a PESTLE, 5 forces, value chain and TOWS analysis of Tata Motors and the Indian automotive industry. A financial analysis compares Tata and Maruti Suzuki from 2008-2012. The document concludes that Tata's vision for the Nano was not fully realized, resulting in value erosion, and they need to ramp up production capacity to address opportunities while minimizing threats from new competition.
BMW conducted consumer research in the late 1990s that identified four segments of luxury car buyers with different mindsets and values. SIGMA research further predicted significant expansion in the luxury car market beyond traditional demographics. In response, BMW developed new models like the X5, Mini Cooper, and Rolls-Royce Phantom targeted at the upper liberals, modern mainstream, and post-moderns segments respectively. BMW faces opportunities in expanding markets but also threats from rising costs, the economic crisis, and increased competition.
The document discusses Tata Nano, India's cheapest car. It provides details on its features such as its small size, low price enabled by use of plastics instead of metal, and lack of luxury features to keep costs minimal. The Nano created a new market segment and shattered myths that an inexpensive car can't be safe, spacious or efficient. It generated much controversy during its launch due to protests over its proposed manufacturing plant in West Bengal.
The document outlines plans for a one year marketing campaign to launch the new smart electric drive vehicle in the United States, including generating awareness through an initial teaser campaign, driving engagement with an online puzzle contest where participants solve riddles to unlock clues across different cities, and culminating with a launch event and longer term social media presence to promote the brand's message that being green, tech-savvy and unique is the new definition of "cool".
The document summarizes a conference on adding value to vehicle interiors. It discusses OEM priorities to improve interior quality to levels of German and Japanese competitors. Research found safety and comfort features like seats were highly valued. It also overviewed trends in integrated center stacks, mobile entertainment, and hands-free communication. The conference highlighted opportunities for common interior architectures and flexible seating platforms to reduce costs while adding features customers demand.
This document discusses hybrid vehicles and their benefits. It introduces various hybrid models like the Toyota Prius, Honda Insight, and Ford Escape hybrid. Hybrids improve gas mileage and reduce emissions by combining a gas engine with an electric motor. They lower US dependence on foreign oil and cut greenhouse gas emissions that contribute to global warming. The technology uses different power train designs to run efficiently on both gas and electric power. Future advances may replace nickel-metal hydride batteries with ultracapacitors to further improve performance and efficiency.
The document discusses Tata Motors' launch of the Tata Nano car in India. It describes how Tata Motors chose to locate its Nano production plant in Singur, West Bengal with cooperation from the state government. However, political issues arose regarding the plant location, causing setbacks. Tata Motors then shifted Nano production to Sanand, Gujarat and was able to launch the car as planned in Mumbai in 2008. The Nano became the world's cheapest car and helped Tata Motors carve out a niche in the market.
The Indian auto industry is among the top 10 in the world for production of two-wheelers, small cars, and commercial vehicles. Key drivers of growth include increased financing availability, improved infrastructure, rising incomes, and changing lifestyles. However, the industry faces challenges in scaling up capacity, improving cost competitiveness, developing infrastructure, and ensuring access to cost-effective capital and raw materials. The future requires advanced technologies for fuel efficiency, emissions control, safety, and innovative features while maintaining cost effectiveness.
BMW and Audi are premium German automobile brands with similar business strategies. Both focus on premium quality vehicles across their model lines. They target high-income consumers seeking luxury, technology, and driving performance. While their target demographics and brand images are largely similar, BMW focuses more on driving dynamics while Audi emphasizes comfort and technology. Their direct competitors include each other and Mercedes. Both have well-established brands and concentrate entirely on their premium segments without licensing to other companies.
The document discusses the concept of "no frills" products and businesses. It provides examples of no frills approaches across various industries like transportation, consumer electronics, healthcare, and more. A key driver of no frills is the growing affluent middle class in places like India and China. The document also discusses how companies implement no frills strategies by stripping away unnecessary features and costs to lower prices and create new demand. It analyzes several successful case studies and poses questions about applying no frills approaches.
The document discusses Hindustan Motors, the manufacturer of the Ambassador car in India. It describes how the Ambassador was the leader in car sales until the 1980s as it was the first car manufactured in India. While it was popular for its spaciousness and comfort, it failed to modernize and keep up with competitors. This led to declining sales as it was not seen as up-to-date or high performing compared to new models. The fall of the Ambassador is seen as a case study in how companies can lose market leadership by not adapting to changes in customer preferences and the competitive landscape.
Analysis of Japanese entry in USA automobile industrySuyash Sharma
What are the reasons behind the rise in the presence of Japanese manufacturers in USA automobile industry?
This presentation explores the various channels and the best practices which helped them gain a competitive edge in the markets and led them to gain market share.
Pak Suzuki Motor Company is a leading automaker in Pakistan. It offers affordable and reliable vehicles like the Cultus, which is positioned as an executive car priced at Rs. 865,000. The Cultus competes in the compact sedan category and targets upper middle and lower class consumers. While the Cultus has strengths like fuel efficiency and styling, it faces threats from cheaper used imports and higher-priced domestic rivals that offer more features. To maintain market share, Pak Suzuki will need to enhance the Cultus while also expanding its range of affordable models.
Honda Motor Co. was founded in 1948 by Soichiro Honda and Takeo Fujisawa. It has 134 production facilities worldwide and sells millions of motorcycles, automobiles, power products each year. The document discusses Honda's strengths such as fuel efficiency and research, weaknesses like high costs, and opportunities in emerging markets and new models. Threats include new competitors and shifts in fuel prices and technology. Honda is a leader in green vehicles and has won awards for electric and hybrid models.
This document provides instructions for authors submitting manuscripts to the journal. It outlines ethics in publishing, authorship guidelines, manuscript preparation and formatting requirements, the submission process, and reviewing and acceptance procedures. Key details include disclosing conflicts of interest, original unpublished work, adding or removing authors only with permission, open access policy, and providing references in correct journal abbreviation format. The submission checklist and online submission system are also described.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Making meditation a part of a daily routine, even if just 10-15 minutes per day, can have mental and physical health benefits over time by helping people feel more relaxed and better able to handle life's stresses.
The document outlines a business presentation for LMH Solutions, a staffing software company. It introduces the CEO and advisors. It then discusses the company's goal to build a national footprint using cutting-edge software to provide a cost-effective resume search tool. The timeline shows rapid early growth through word-of-mouth. It highlights the large size and growing investment in the staffing industry, and LMH's plan to capitalize on this opportunity by expanding to new divisions nationwide.
This document provides instructions for setting up a Facebook account and an overview of Facebook features. It explains that to set up an account you need your ten fingers, brain, keyboard, mouse, ability to document your life, and internet access. It describes applications, instant messaging, fan clubs, and friend requests as key Facebook features. It also includes a quiz asking how one can be lonely surrounded by 1000 friends, and lists the typical items seen on a Facebook home page like profile, friends, inbox, and settings.
This document discusses how humans learn and form memories. It states that we remember 10% of what we read, 20% of what we hear, 30% of what we see, 50% of what we see and hear, 70% of what is discussed with others, and 80% of what we experience. We remember 95% of what we teach others. New memories are formed through neurons and synapses in the brain. There are three stages of memory: sensory, short-term, and long-term. Short-term memory can only hold 7 pieces of information for 20-30 seconds. Various techniques can help with long-term memory including acronyms, rhymes, chunking information, and practicing retrieval.
This document discusses Nissan's plans and goals for electric vehicles (EVs) and reducing emissions. It aims to provide zero-emission vehicles by 2050 through investments in lithium-ion battery technology and the launch of the all-electric Nissan Leaf starting in late 2010. Nissan is partnering with states and regions to rollout EVs and charging infrastructure, with a goal of mass market sales by 2012.
The document discusses Tata Nano, the world's cheapest car launched in India in 2009. It provides an overview of the Nano, what makes it affordable, Tata's other products and market share. It then performs a PESTLE, 5 forces, value chain and TOWS analysis of Tata Motors and the Indian automotive industry. A financial analysis compares Tata and Maruti Suzuki from 2008-2012. The document concludes that Tata's vision for the Nano was not fully realized, resulting in value erosion, and they need to ramp up production capacity to address opportunities while minimizing threats from new competition.
BMW conducted consumer research in the late 1990s that identified four segments of luxury car buyers with different mindsets and values. SIGMA research further predicted significant expansion in the luxury car market beyond traditional demographics. In response, BMW developed new models like the X5, Mini Cooper, and Rolls-Royce Phantom targeted at the upper liberals, modern mainstream, and post-moderns segments respectively. BMW faces opportunities in expanding markets but also threats from rising costs, the economic crisis, and increased competition.
The document discusses Tata Nano, India's cheapest car. It provides details on its features such as its small size, low price enabled by use of plastics instead of metal, and lack of luxury features to keep costs minimal. The Nano created a new market segment and shattered myths that an inexpensive car can't be safe, spacious or efficient. It generated much controversy during its launch due to protests over its proposed manufacturing plant in West Bengal.
The document outlines plans for a one year marketing campaign to launch the new smart electric drive vehicle in the United States, including generating awareness through an initial teaser campaign, driving engagement with an online puzzle contest where participants solve riddles to unlock clues across different cities, and culminating with a launch event and longer term social media presence to promote the brand's message that being green, tech-savvy and unique is the new definition of "cool".
The document summarizes a conference on adding value to vehicle interiors. It discusses OEM priorities to improve interior quality to levels of German and Japanese competitors. Research found safety and comfort features like seats were highly valued. It also overviewed trends in integrated center stacks, mobile entertainment, and hands-free communication. The conference highlighted opportunities for common interior architectures and flexible seating platforms to reduce costs while adding features customers demand.
This document discusses hybrid vehicles and their benefits. It introduces various hybrid models like the Toyota Prius, Honda Insight, and Ford Escape hybrid. Hybrids improve gas mileage and reduce emissions by combining a gas engine with an electric motor. They lower US dependence on foreign oil and cut greenhouse gas emissions that contribute to global warming. The technology uses different power train designs to run efficiently on both gas and electric power. Future advances may replace nickel-metal hydride batteries with ultracapacitors to further improve performance and efficiency.
The document discusses Tata Motors' launch of the Tata Nano car in India. It describes how Tata Motors chose to locate its Nano production plant in Singur, West Bengal with cooperation from the state government. However, political issues arose regarding the plant location, causing setbacks. Tata Motors then shifted Nano production to Sanand, Gujarat and was able to launch the car as planned in Mumbai in 2008. The Nano became the world's cheapest car and helped Tata Motors carve out a niche in the market.
The Indian auto industry is among the top 10 in the world for production of two-wheelers, small cars, and commercial vehicles. Key drivers of growth include increased financing availability, improved infrastructure, rising incomes, and changing lifestyles. However, the industry faces challenges in scaling up capacity, improving cost competitiveness, developing infrastructure, and ensuring access to cost-effective capital and raw materials. The future requires advanced technologies for fuel efficiency, emissions control, safety, and innovative features while maintaining cost effectiveness.
BMW and Audi are premium German automobile brands with similar business strategies. Both focus on premium quality vehicles across their model lines. They target high-income consumers seeking luxury, technology, and driving performance. While their target demographics and brand images are largely similar, BMW focuses more on driving dynamics while Audi emphasizes comfort and technology. Their direct competitors include each other and Mercedes. Both have well-established brands and concentrate entirely on their premium segments without licensing to other companies.
The document discusses the concept of "no frills" products and businesses. It provides examples of no frills approaches across various industries like transportation, consumer electronics, healthcare, and more. A key driver of no frills is the growing affluent middle class in places like India and China. The document also discusses how companies implement no frills strategies by stripping away unnecessary features and costs to lower prices and create new demand. It analyzes several successful case studies and poses questions about applying no frills approaches.
The document discusses Hindustan Motors, the manufacturer of the Ambassador car in India. It describes how the Ambassador was the leader in car sales until the 1980s as it was the first car manufactured in India. While it was popular for its spaciousness and comfort, it failed to modernize and keep up with competitors. This led to declining sales as it was not seen as up-to-date or high performing compared to new models. The fall of the Ambassador is seen as a case study in how companies can lose market leadership by not adapting to changes in customer preferences and the competitive landscape.
Analysis of Japanese entry in USA automobile industrySuyash Sharma
What are the reasons behind the rise in the presence of Japanese manufacturers in USA automobile industry?
This presentation explores the various channels and the best practices which helped them gain a competitive edge in the markets and led them to gain market share.
Pak Suzuki Motor Company is a leading automaker in Pakistan. It offers affordable and reliable vehicles like the Cultus, which is positioned as an executive car priced at Rs. 865,000. The Cultus competes in the compact sedan category and targets upper middle and lower class consumers. While the Cultus has strengths like fuel efficiency and styling, it faces threats from cheaper used imports and higher-priced domestic rivals that offer more features. To maintain market share, Pak Suzuki will need to enhance the Cultus while also expanding its range of affordable models.
Honda Motor Co. was founded in 1948 by Soichiro Honda and Takeo Fujisawa. It has 134 production facilities worldwide and sells millions of motorcycles, automobiles, power products each year. The document discusses Honda's strengths such as fuel efficiency and research, weaknesses like high costs, and opportunities in emerging markets and new models. Threats include new competitors and shifts in fuel prices and technology. Honda is a leader in green vehicles and has won awards for electric and hybrid models.
Detail explanation of Ultra low cost car segments.
brief explained with an example of TATA NANO CAR
Global Market study and forecast of Ultra low cost car.
Its product development and Approach.
Challenges and Opportunities of Ultra low cost car segments
XYZ company wants solutions for dealership sales personnel to effectively sell a new car range and minimize reducing sales of other models. The budget for the solutions is INR 50 lakh. The document then provides background information on the Indian passenger car market and segmentation. It discusses the complex consumer decision making process and the salesperson's important role in customer education. Potential tools are proposed to help salespeople including a product handbook, mobile app for training and market intelligence, and a customer questionnaire.
This document provides an overview of the automaker Lamborghini. It discusses Lamborghini's history, starting as a company founded in 1963 in Italy. Lamborghini was acquired by Volkswagen Group subsidiary Audi AG in 1998. The document also outlines Lamborghini's competitors in the luxury sports car market and provides a SWOT analysis. Key strengths include its renowned design and status symbol appeal to wealthy customers. Weaknesses include high fuel consumption and maintenance costs.
The document summarizes the strategic alliance formed in 1999 between Renault and Nissan, who were both facing challenges from increasing global competition and saturated markets. Nissan was $20 billion in debt and had issues with complacency and bureaucracy. Renault lacked international presence and a diverse product line. The alliance aimed to develop synergies while preserving autonomy, improve quality, and benefit from each other's strengths. Key goals achieved included becoming the third largest automaker with a 9% global market share and a significant presence worldwide.
The document outlines details of a business strategy for an airline, including its group members, strategies to focus on corporate segments and long-distance flights while providing all classes at low fares. It also includes analyses of the airline industry using Porter's 5 Forces and PEST frameworks, a SWOT analysis of the company, and recommendations to aggressively expand in Asia and South America while increasing its aircraft fleet and forming strategic alliances.
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
2. INTRODUCTION
Tata’s International Presence
• First Indian engineering company to be listed on New York Stock
Exchange
• Acquired international companies Daewoo (South Korea), Carrocera
(Spain), Jaguar Land Rover (Britain)
• Commercial and passenger vehicle cars marketed and exported in
Europe, Africa, Middle East, South East Asia, South Asia and South America
High Fuel
Vision : Best in the manner in which Efficiency
we operate, best in the products we deliver, and
best in our value system and ethics
Roomy
Passenger
PEOPLE’S Minimum
Weight
Compartment CAR
Low CO2
Emissions
3. SWOT ANALYSIS
STRENGTHS WEAKNESSES
• Cheap car • Does not comply with US safety
• Compact, cute and adorable standards
• Use for a year and change • Labeled as “cute death trap” in
attitude US
• Other smart car brands expensive • Unfit for travel on highways
like Mercedes • Labeled as a kids use car
• Easy parking
OPPORTUNITIES THREATS
• Fuel Efficient • Low profit margins
• Environment friendly • Safety low as compared to large
• Large single population heavy cars
• Large Generation Y
• Budget conscious buyers
• Sexy factor
4. MAJOR EVENT EFFECT OF THE PROBABILITY OF
EVENT ON OUR THE EVENT
BUSINESS(+3 OCCURING (0 TO
TO -3) 100)
Termination of Cash for Clunkers program – POL1 -1 80
Obama’s second term /Democrats – POL2 1 60
USA emission cut target by 2020 for Copenhagen meet
leads to new emission standards for new cars – ECL1 1 60
Global protest on resource wastage – ECL2 2 50
Hybrid cars becoming technologically superior &
cheaper – TEC1 -2 50
Increased penetration of Information Technology for
consumers – TEC2 -1 60
Change in cultural norms – SOC1 2 70
Change in consumer attitudes – SOC2 2 60
Revival of Economy – ECO1 -1 70
Depreciation of USD with respect to INR – ECO2 -2 70
5.
6. SCENARIO MAPPING
OASIS – Most Optimistic Scenario •Based on consumer awareness and
regulatory requirements
•Environmental Friendliness
•Safety
•Cost efficiency
NOSTRADAMUS – Most Likely •Cash for Clunkers
Scenario •Preference for US products
•Depreciation of USD with respect to
INR
•Nullification of the cost advantage
enjoyed by Indian and Chinese car
manufacturers
CURSE OF BLOSSOM – Most •Increase in purchasing power due to
Pessimistic Scenario end of recession
•Increase penetration level of IT
•Breakthrough in Hybrid technology
7. COMPETITOR ANALYSIS
OPTIMISTIC MOST LIKELY PESSIMISTIC
KEY SUCCESS Cost of Customer’s Design
FACTORS ownership brand Convenience
Environmental perception Variance
friendliness Customer value Fuel efficiency
Safety for money
Fuel efficiency
and
environmental
friendliness
MAIN Chinese cars US Brand cars US Cars
COMPETITORS US cars imported from Japanese Cars
Japanese Cars India & China Hybrid/ Electric
Chinese & Indian Cars
Cars
Japanese cars
8. OPTIMISTIC
SCENARIO - OASIS
Very
Important
US cars Chinese cars NANO
Japanese cars
Cost of
Ownership
US cars
Environment
Friendliness
Chinese cars NANO Japanese cars
Safety Chinese cars NANO Japanese cars US cars
Less
Important
Weak Strong
9. MOST LIKELY SCENARIO -
NOSTRADAMUS
Very
Important
Chinese cars Japanese cars US cars
NANO
Brand
Perception
US cars NANO
Value For Money
Chinese cars Japanese cars
Fuel efficiency US cars Japanese cars Chinese cars NANO
Less
Important
Weak Strong
10. PESSIMISTC SCENARIO –
CURSE OF BLOSSOM
Very
Important
Chinese cars NANO US cars Japanese cars
R&D
US cars
Environment
Friendliness
NANO Chinese cars Japanese cars
NANO US cars Japanese cars
Purchasing factor Chinese cars
Less
Important
Weak Strong
11. 1
OPTIMISTIC MOST LIKELY PESSIMISTIC
Point of Lowest price, fuel efficient Fuel efficient, convenience Mass customization and
difference convenience
Brand/ •Inexpensive •Small •Convenient
Image
•Safe •Efficient •Hip
Propositi
on •Fuel efficient car for short distance •Less pollution car - caters to the •Affordable
travel primarily within the city needs of all the low income
customers
•Budget car with a superior
performance
Product -Basic Model: Comes in 5 different -Nano comes with Basic and -Meet existing US automobile
colours. Micro-Hybrid versions. emission standard and safety
standard
- More colour variance
- Tata should also speed up its R&D - 5 different colors.
on hybrid technology to launch
hybrid version along with gas- - Allow customers to customize
- Add some accessories to appeal
powered version the car stickers or to add
to university students
accessories to appeal to the
- Leverage brand image of Jaguaar
young and modern customer
- Leverage brand image of Jaguaar segments
- Leverage brand image of Jaguaar
12. OPTIMISTIC MOST LIKELY PESSIMISTIC
Price •Recommended price is •Target customers – Price •Target Customers - Less price
USD2600 Sensitive. Hybrid version to be sensitive. Price is USD3000
sold at USD3500 with the
•Target profit margin is 8% • The profit margin is 15%
promise of mileage of 65 mpg
(compared to 2-3% for current (compared to 2-3% for current
based on EPA fuel efficiency
model) model). The hybrid version will
test.
be sold at USD3700.
•Recommended price is
•Price can be increased to raise
USD2800
the contribution margin.
•Target profit margin is 10% Higher margins would make
(compared to 2-3% for current mass-customization viable.
model)
Place/ - Use dealers for distribution, competitive distributor margin is given
Distributio - Selective strategy in the short term, start with smaller cities
n - Increase the Intensity gradually to reach throughout the country
- Set up show rooms and service centers at major cities
- Customers can also book their cars through internet website and select the required features.
13. OASIS
Oasis (in USD '000s)
2010 2011 2012
No of Units Sold 80 120 180
Profit Margin Per unit 0.4 0.45 0.4
Revenue 208000 312000 468000
COGS 176000 264000 396000
Gross Profit 32000 54000 72000
Marketing Expenses
TV, Media 5200 7800 11700
Internet 6240 9360 14040
PR 5200 7800 11700
Road Shows Etc. 4160 6240 9360
TOTAL Marketing Exp 20800 31200 46800
Other Expenses 8320 12480 18720
Net Profit 2880 10320 6480
Cummulative Profit 13200 $19,680.00
Break Even 73 97 164
14. NOSTRADAMUS
Nostradamus (in USD '000s)
2010 2011 2012
No of Units Sold 46 51 60
Profit Margin Per unit 0.6 0.55 0.55
Revenue 138000 153000 180000
COGS 101200 112200 132000
Gross Profit 27600 28050 33000
Marketing Expenses
TV, Media 3450 3825 4500
Internet 4140 4590 5400
PR 3450 3825 4500
Road Shows Etc. 2760 3060 3600
TOTAL Marketing Exp 13800 15300 18000
Other Expenses 5520 6120 7200
Net Profit 8280 6630 7800
Cummulative Profit 14910 $22,710.00
Break Even 32 39 46
15. CURSE OF BLOSSOM
Curse of Blossom (in USD '000s)
2010 2011 2012
No of Units Sold 20 22 19
Profit Margin Per unit 0.8 0.75 0.7
Revenue 60000 66000 57000
COGS 44000 48400 41800
Gross Profit 16000 16500 13300
Marketing Expenses
TV, Media 1500 1650 1425
Internet 1800 1980 1710
PR 1500 1650 1425
Road Shows Etc. 1200 1320 1140
TOTAL Marketing Exp 6000 6600 5700
Other Expenses 2400 2640 2280
Net Profit 7600 7260 5320
Cummulative Profit 14860 $20,180.00
Break Even 11 12 11
17. 5
NOSTARDAMUS
50%
Market share
3 7 1.5%of small
30 70
Car market
% %
1 1 Units sold
EVA ( in $ ’0,000 ) 0 1 100
Relative market 35000
% % Units
5 share
3 7
1 1
Payback period(in 0
years)
NOSTRADAMUS – Most likely Scenario
18. 5 CURSE OF BLOSSOM
50%
3 7 30 70 Market share
% % 2.5%of small
Car market
1 1 1 100
0 % % Units sold
Brand Development
Relative market 59000
Index
share Units
5
3 7
1 1
Percent Good 0
Value
NOSTRADAMUS – Most likely Scenario