Automotive Intelligence for Professionals: The Spain AutoBook includes company profiles of OEM car makers, multinational and local automotive parts suppliers as well as organizations, media and exhibitions.
It also includes detailed statistics about Automotive sales, market share and OEM capacities.
The Spain AutoBook helps you to identify new customers in the Automotive industry and provides key contact information.
Tata Motors Limited is India's largest automobile company, with consolidated revenues of INR 1, 65,654 crores (USD 32.5 billion) in 2011-12. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. It is the world's fourth largest truck and bus manufacturer.Marketing mix, Brand Promotion.
Automotive Intelligence for Professionals: The Spain AutoBook includes company profiles of OEM car makers, multinational and local automotive parts suppliers as well as organizations, media and exhibitions.
It also includes detailed statistics about Automotive sales, market share and OEM capacities.
The Spain AutoBook helps you to identify new customers in the Automotive industry and provides key contact information.
Tata Motors Limited is India's largest automobile company, with consolidated revenues of INR 1, 65,654 crores (USD 32.5 billion) in 2011-12. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. It is the world's fourth largest truck and bus manufacturer.Marketing mix, Brand Promotion.
1. introduction
2. tata counsultancy service
3. tata nano
4. tata motors
5. marketing segmentation of tata nano and its targeting and positioning stratergy
6. tata nano sales graph
7. structure of the nano
8. worlds cheapest car
9. tata teleservice
10. history
11. services
12. market segmentation
13.target sales
14. conclusion
thank you............there are about 21 slides i hope it may helpfull to you.........
Global operations management at etisalatEllahWatson
Etisalat company is one of the largest telecommunication group in new markets. The company is headquartered in Abu Dhabi. The company had approximately AED 52.2 billion and approximately AED 8.7 billion for the year 2019. The company has high rankings, and this explains its strong balance sheet and its excellent performance over the years. The company has developed to become a blue-chip international organization which provides innovations solutions and services to over 146 million clients in over 15 countries across Africa, the Middle East and Asia. The company is the only service provider in the UAE, and it is ranked the 14th largest wireless service provider in the world
INTERSHIP DISCUSSION- Using image, You should recognize designated.docxnormanibarber20063
INTERSHIP DISCUSSION- Using image, You should recognize designated tasks that are being completed on this internship and many of those tasks can be viewed as knowledge acquired (day-to-day responsibilities).
Share 1-2 skills you have developed that are directly applicable to this career goal.
-.....:......:..-
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.
-.............-188 International Business StrategyCA.docxhoney725342
-.....:......:..-
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 were gener-
ated outside India. The Tara Group was a powerful
symbol of India's emergence as a world economic
powerand was India's largest private-sector emplo-
yer, WIth over 425,000 employees. A financial sum-
mary for theTaraGroup for fiscal 20 I0 through fiscal
2013 IS presented in Exhibit I.
COh ...
1. introduction
2. tata counsultancy service
3. tata nano
4. tata motors
5. marketing segmentation of tata nano and its targeting and positioning stratergy
6. tata nano sales graph
7. structure of the nano
8. worlds cheapest car
9. tata teleservice
10. history
11. services
12. market segmentation
13.target sales
14. conclusion
thank you............there are about 21 slides i hope it may helpfull to you.........
Global operations management at etisalatEllahWatson
Etisalat company is one of the largest telecommunication group in new markets. The company is headquartered in Abu Dhabi. The company had approximately AED 52.2 billion and approximately AED 8.7 billion for the year 2019. The company has high rankings, and this explains its strong balance sheet and its excellent performance over the years. The company has developed to become a blue-chip international organization which provides innovations solutions and services to over 146 million clients in over 15 countries across Africa, the Middle East and Asia. The company is the only service provider in the UAE, and it is ranked the 14th largest wireless service provider in the world
INTERSHIP DISCUSSION- Using image, You should recognize designated.docxnormanibarber20063
INTERSHIP DISCUSSION- Using image, You should recognize designated tasks that are being completed on this internship and many of those tasks can be viewed as knowledge acquired (day-to-day responsibilities).
Share 1-2 skills you have developed that are directly applicable to this career goal.
-.....:......:..-
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.
-.............-188 International Business StrategyCA.docxhoney725342
-.....:......:..-
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 were gener-
ated outside India. The Tara Group was a powerful
symbol of India's emergence as a world economic
powerand was India's largest private-sector emplo-
yer, WIth over 425,000 employees. A financial sum-
mary for theTaraGroup for fiscal 20 I0 through fiscal
2013 IS presented in Exhibit I.
COh ...
Faced with the challenge of turning Jaguar Land Rover into a global brand, manufacturing giant Tata has built a highly-interconnected manufacturing base to gain the benefits of both globalised and localised production.
Read more>> http://bit.ly/1f6zCzY
Automotive Intelligence for Professionals: The India AutoBook includes company profiles of OEM car makers, multinational and local automotive parts suppliers as well as organizations, media and exhibitions.
It also includes detailed statistics about Automotive sales, market share and OEM capacities.
The India AutoBook helps you to identify new customers in the Automotive industry and provides key contact information.
1. From a trading company in early eighties, Nitol Niloy Group has become a household name in less than twenty
years. While it began its journey with Nitol Motors Ltd. as a marketer of TATA Motors' commercial vehicles, the
company has now expanded its activities into a wide range of sectors in order to ensure excellent service to the
customers. Because of its continuous diversification, it has metamorphosed into a true conglomerate from its
original identity as a transport based organization.
From a trading company in early eighties, Nitol Niloy Group has become a household name in less than twenty
years. While it began its journey with Nitol Motors Ltd. as a marketer of TATA Motors' commercial vehicles, the
company has now expanded its activities into a wide range of sectors in order to ensure excellent service to the
customers. Because of its continuous diversification, it has metamorphosed into a true conglomerate from its
original identity as a transport based organization.
www.nitolniloy.com.bd
Market
Putting forward its motto "One History-One Brand-
One Industry", Nitol Niloy Group has grown to
become the largest seller of commercial vehicles in
the country. The company has a formidable
presence in a wide range of product markets, while
it also operates in the service sector. The diversity
of its market presence is apparent in its marketing
of mass-sold products like commercial vehicles as
well as its being in the notably niche market of
helicopter transportation services.
Nitol Motors Ltd., one of the major concerns of the
conglomerate, began its journey in 1983, quickly
becoming an important marketer of commercial
vehicles in Bangladesh. In 1989, Nitol Motors Ltd.
became the sole distributor of TATA vehicles in
Bangladesh. Since then, it never had to look back as
it is currently the market leader in this sector.
In 1991 a joint venture company named Nita
Company Ltd. was formed between TELCO and
NITOL for assembly of TATA vehicles in
Bangladesh. This company is the flagship enterprise
of Nitol Group and is in the business of assembling
commercial vehicles. Chassis of trucks, buses and
minibuses that are imported in completely knocked
down condition (CKD) are assembled by this
company. It is currently one of the leading vehicle
assembling organizing corporations in the country.
Achievements
In the August 2010 issue of TATA Motors'
international publication 'Strides', the cover story
featured Nitol Motors Ltd. and the remarkable
success of its Project 500 - selling more than 500
trucks per month on a sustained basis. Nitol Motors
was on the verge of a major expansion and had
begun the year 2009 with a focus on projects that
would create more employment opportunities in
Bangladesh. Project 500 fit the bill perfectly and the
company had no hesitation in creating an exclusive
division for Ace.
Nitol Niloy Group became the highest seller of the
TATA Ace models worldwide. In addition to that,
the company's market contribution to Bangladesh
was no. 1 in all of TATA Motors.
Product
Nitol Niloy Group's flagship operation is in the
commercial vehicles sector as Nitol Motors Ltd.
However, they have further subsidiaries in
consumer product sectors such as grey and white
cement, sugar, paper, etc. as well as in the service
sector.
Nitol Cement Industries Ltd. is one of the earliest
cement industries in Bangladesh. It has been
producing quality cement since its inception and
marketing the same to Khulna-Jessore-Satkhira-
Kustia-Faridpur-Magura-Jhenidah and to parts of
North Bengal. The group produces two types of
cement: grey and white cement. The grey cement is
very popular in the market and is being used to
construct mainly bridges, highways, high rise
buildings and other national infrastructures. The
annual production capacity of the grey cement
plant is in the tune of 130,000 MT. In the white
cement front, the group produces Birla White
cement under the joint venture agreement with
Grasim Industries Ltd., India with an annual
production capacity of 20,000 MT. Birla White
cement is currently used for making tiles, ceramic
products, paints, etc.
NREACH.NET is an Internet Service Provider from
Nitol Group. It is licensed by Bangladesh Telecom
Regulatory Commission (BTRC) and member of
Bangladesh Internet Service Provider Association
(ISPAB). NREACH is in a position to provide the
whole spectrum of internet related services and
already the company has alternative VSAT &
Submarine Cable, two technologies that make each
other somewhat redundant. We also provide
internet connectivity through prudent and tested
technologies like optical fiber, WiFi, radio
connectivity and traditional cable connectivity.
NITS Service Ltd. is a leading provider of GPS
vehicle tracking systems from Nitol Group. The
company aims at offering innovative and cost
effective vehicle tracking solutions comprising of
hardware as well as software. This GPS tracking
technology is best suited for fleet management. It is
a unique way for companies and individuals to
monitor and control their cars, jeeps, trucks and
other vehicles to precise details by sitting in the
office. NTrack® GPS tracking system will enable
customers to monitor the movements of their
employees, drivers, vehicles or any other asset
accurately.
The group's products expands to other subsidiary
companies including Nitol Bay-Resort, Nitol
Insurance Company Ltd., Central Properties Ltd.,
Nitol Cement Industries Ltd., VIP-Nitol Industries
Ltd., NITS Service,(Pvt.) Ltd., NREACH NET, Nitol
Tours & Travels and Nitol Aviation Services Ltd.
Recent developments
The company has recently acquired a sugar mill in
Kaliachapra as well as a paper mill in Sylhet, from
the government. This paper mill has acquired a 70-
tonne capacity paper production setup from
Scotland, capable of 60-350 gm paper production.
2. History
1988
Nitol Motors Ltd: Importer
& Distributor of TATA
vehicles from TELCO, India
1988
Nikita and Company Ltd:
International trading wing
for the company
1982
Trading in Automobiles
from England and Japan
1985
Dealership: Hindustan
Motors Ltd. And Eichner
Ltd.
1989
Nikita and Company Ltd:
Manufacturing artificial
flowers for export
1991
Nita Company Ltd:
Assembling TATA
vehicles under joint
venture with TELCO,
India
1996
Nitol Construction
Company Ltd.:
Construction company for
Nitol Niloy Group
1996
Niloy Cement industries
Ltd: Grey cement plant
(Public Limited Company
1992
Capital Service Centre Ltd.:
Countrywide network for
after sales servicing of
TATA vehicles in
Bangladesh
1994
Central Properties Ltd.:
Real Estate Management
for Nitol Group
1999
Niloy Motors Ltd:
Motorcycles
manufacturing plant
1999
Nitol Insurance Company
Ltd.: General Insurance
(Public Limited
Company)
2001
Nitol Tyre Ltd: On-Going
Project
2001
Nitol Software
Development Industry
Ltd: On-Going Project.
1999
Nitol White Cement
Industry: Manufacturer of
white cement
2000
Peter Khong Aviation Ltd:
Private Helicopter Service
2004
Nitol Sugar Mills Ltd.
2004
Nitol Paper & Pulp Mills
Ltd. (Ongoing Project)
2007
NREACH ISP (Internet
Service Provider)
2007
NITS - GPS Unit
It has also started its work to launch operations in
the footwear and denim industries. Recently the
company launched NITS Service, a company
providing human and vehicle tracking services on a
commercial basis. Using this service, any vehicle or
any person with a mobile phone can be pinpointed.
Promotion
Nitol Niloy Group believes in relationship
marketing. Its customer relationship has helped the
company grow through word-of-mouth promotion,
which enabled it to expand its operations
nationwide and into so many sectors. In remote
rural regions, where mobile communication is only
just beginning to grow, Nitol Niloy Group's reliance
on viral marketing proved to be a crucial strategy
behind the success.
The company also uses heavy trade promotion
tools, offering higher than industry-standard profit
sharing programs to its marketing partners. At the
same time, it provides installment buying option.
This enables customers to pay over time based on
trust rather than showing collateral, which has been
the norm for a long period of time.
An excellent example of the sales promotion tools
is providing international tour packages as gifts to
high performing marketing partners. People
distributing the company's products were found
traveling to Malaysia, Thailand and other popular
global tourist destinations.
For the promotion of the TATA Ace under Project
500, the ACE campaign was launched grandly in
April 2009 and was followed up by publicity and
brand-building campaigns in various media such as
print, radio, hoardings, etc. The customer contact
program initiated by Nitol Motors supported
product claims with vehicle trials and clearly
communicated the product's advantages on
operating economics over other vehicles in the
market.
Brand value
The core value of Nitol Niloy Group is trust.
Especially when marketing high involvement
products such as tractors in remote locations of the
country, it is only by gradually building trust through
solid products and genuinely efficient after-sales
service can a brand excel.
The brand also stands for teamwork, not only
within its wide network of employees but also
business partners at both supplying and marketing
ends.
Things you didn't know
NITS Service (Pvt.) Ltd., one of the
conglomerate's subsidiaries, was the first
company in Bangladesh to introduce human
and vehicle tracking system in Bangladesh. This
service installs a minute device inside a mobile
phone or vehicle. Then, upon the customer's
request, the company uses its custom
designed 3D mapping system to notify the
customer of the exact location of a person or
vehicle.
Due to its sustained expansion over the past
few years, Nitol Niloy Group had to purchase
new premises for its operations on a
continuous basis. This has led to such massive
growth that currently the company owns 0.1%
of the entire area of Bangladesh.
The company's recently purchased equipment
from Scotland for its paper mill in Sylhet will
enable it to become the first producer of
security paper in Bangladesh. Even now, all
paper of this category has to be imported.