* Once a foothold has been gained in one market, the company should move to another region. ZING - No guarantee of success: ZING might not be the huge success it aims for.
There might be a design-actuality gap, which can cause the plan to off-track and result in a failure. Conclusion For the first full year the sales are 10000 units, which result in a profit of Rs100 crores in the year 2008. Cost of capital is calculated at 10% for the project.
The Japanese manufacturer, which holds 60% in Tata Hitachi, has the first right to buy Tata Motors’ 40% stake in the 18-year-old joint venture.
To take a call on Tata Nano: After pulling the plug on the Indica and Indigo models, Tata Motors will take a call on its budget car Tata Nano. The plan could be an electric version of the jelly-bean shaped car.
This innovation caused major waves in the market enhancing the competitive advantages of Ford Motor Company and thereafter Ford made innovation as the way of doing business.
Acquisition of multiple popular car brands across the globe and supply chain centralization has been the key business strategies of Ford that has contributed considerably to the competitiveness of Ford in the respective regions/countries of operations.This should include launching of higher tonnage vehicles. This will give some time to the new transport policy to mature.Meanwhile the existing products in this segment can be continued to be pushed.In the same period of fiscal 2017, its loss was Rs 729 crore. Introduction INDIAN INSTITUTE OF MANAGEMENT BANGALORE Corporate Strategy and Policy PROJECT REPORT: TATA MOTORS Submitted to: Prof Deepak K Sinha March 23, 2004 By Raghav Bihani (0311150) Sainag C V (0311151) Harshdeep Jolly (0311165) (0311166) TATA MOTORS - THE ROAD AHEAD SUBMITTED TO TATA MOTORS TATA HOUSE, MUMBAI On 24th March, 2004 Table of Contents TATA MOTORS - THE ROAD AHEAD 4 Challenges for Tata Motors 5 Automobile Industry Overview 5 Competitive Analysis 5 Key Recommendations 6 Elaboration 7 Criteria for evaluation 8 Rationale behind the recommendations 8 Launch of Rs 1 Lakh Car 10 Product Mix 10 MAVs 10 LCVs 10 Export of Commercial Vehicles 10 Other Alternatives Considered 11 Launch of passenger car in higher segments 12 Launch of Vehicles in the MUV Segment 13 Plan for Implementation 14 Business Level strategy 14 Functional Level Strategies 14 Product and Marketing Strategy 14 Production and Operations Strategy 14 Engineering and R&D strategy 15 Organization and Control Strategy 15 Budget and Financial Projections 16 Net present Value of Project ZING 16 Costs 16 Revenue 16 Net Present Value 16 Funds requirements to meet recommendations 17 Timetable 18 Possible Objections to recommendations 19 Contingency Plan 20 Appendix 21 Appendix 1: Porter for CV Segment 21 Appendix 2: Porter for Passenger Car Market 25 Appendix 3: TOWS Analysis for TATA Motors 29 Appendix 4: Calculations for the project MAGNA 29 Appendix 5: NPV Calculations for launch of car in C & D segment 29 Appendix 6: Cash Flows from ZING for 10 years after launch 30 Appendix 7: Requirements of funds for the various projects for the next 4 years 30 Appendix 8: Procurement of funds over the next 4 years to meet requirements 31 Appendix 9: SWOT Analysis of Competitors 31 Mahindra & Mahindra 31 Ashok Leyland 32 Swaraj Mazda 32 Volvo India 32 TATA MOTORS - THE ROAD AHEAD Tata Motors is a major player in the commercial vehicles segment (nearly 60% market share) ..more.Tata Motors had acquired JLR a decade ago and the asset has been a money-spinner for the parent.In fiscal 2019, JLR will pay 25% of its profit as dividend, Tata Motors CFO P B Balaji said.While higher dividend boosts major shareholder Tata Motors’ income, the Indian company, on the other hand, hasn’t declared a dividend to its shareholders for nearly two years.Losses at its domestic operations had prevented Tata Motors from paying dividends.Sales are projected based on total market and market share for TATA Motors.Appendix 6: Cash Flows from ZING for 10 years after launch Appendix 7: Requirements of funds for the various projects for the next 4 years Appendix 8: Procurement of funds over the next 4 years to meet requirements Appendix 9: SWOT Analysis of Competitors Mahindra & Mahindra STRENGTHS WEAKNESS * Tie ups with Nissan, Renault * Capacity 113000 CVs and 895000 tractors * Leader in tractors market-33.6% market share * Strong rural presence-75-80% Market share * Restricted to southern region in LCV segment * In most regions , market share below 5% in LCV OPPORTUNITIES THREATS * Export market * MUVs * Poor Monsoon * Competition from foreign players * Economic downturn Ashok Leyland STRENGTHS WEAKNESS * Second largest player * Strong presence in south:66% market share * Network of 141 dealers and 76 service centers * Only manufacturer of double decked buses * No presence in LCV-0.7%MS * Drop in capacity utilization OPPORTUNITIES THREATS * Export market * LCVs market entry * Gain foothold in North Indian market * Competition from foreign players like Volvo * Economic downturn Swaraj Mazda STRENGTHS WEAKNESS * Largest supplier to government and army * Over 100 models * Second largest player in the North * Low production capacity:5000 vehicles per annum * Dependence mainly on one sector OPPORTUNITIES THREATS * Shift to retail segment * Tap the private sector demand * Economic downturn * Cut in Government expenses especially defense.