I has taken this opportunity to express our sincere gratitude towards the pillars of successful completion of my term paper at LPU university without whose unflinching assistance & co-operation at all times it would rather have been impossible for us to achieve the desired goal.
Technologically advancement will enable us to get the environment we desire. In this era of modernization & sophistication our endeavour to achieve complete and perfect knowledge in the field we choose will be successful only with the help of guidance, direction, stimulation & encouragement by our esteemed professors. I the student of MBA has proud to reiterate that our best professors have always emphasized on the importance of self-culture and stimulate us to gain possible knowledge by exercise of our own facilities. They have tried to make their students 'active partners' in the work of education, but not passive receivers of information. The great mantra of success according to our respected director "Know your passion quotient first, get hold of it and work with complete dedication to achieve your goal."
We express our sincere thanks to our respected director for availing us this great opportunity to learn vital element of this corporate world through my term paper. I also express our sincere gratitude toward all other faculties and staff of LPU who always helped us to know and learn various aspects of telecom management at various stages of our curriculum.
Tata Motors Limited is India's largest automobile company, with consolidated revenues of Rs.70,938.85 crores (USD 14 billion) in 2008-09. 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. The company is the world's fourth largest truck manufacturer, and the world's second largest bus manufacturer.
The company's 24,000 employees are guided by the vision to be "best in the manner in which we operate, best in the products we deliver, and best in our value system and ethics."
Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The company's dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009. Hispano's presence is being expanded in other markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the Xenon having been launched in Thailand in 2008.
Tata Motors is also expanding its international footprint, established through exports since 1961. The company's commercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia, Senegal and South Africa.
The foundation of the company's growth over the last 50 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D. With over 3,000 engineers and scientists, the company's Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. The company today has R&D centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Spain, and the UK. It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, India's first Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous passenger car. Within two years of launch, Tata Indica became India's largest selling car in its segment. In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first indigenously developed mini-truck.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the world have been looking forward to. The Tata Nano has been subsequently launched, as planned, in India in March 2009. A development, which signifies a first for the global automobile industry, the Nano brings the comfort and safety of a car within the reach of thousands of families. The standard version has been priced at Rs.100,000 (excluding VAT and transportation cost).
Designed with a family in mind, it has a roomy passenger compartment with generous leg space and head room. It can comfortably seat four persons. Its mono-volume design will set a new benchmark among small cars. Its safety performance exceeds regulatory requirements in India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India today. The lean design strategy has helped minimise weight, which helps maximise performance per unit of energy consumed and delivers high fuel efficiency. The high fuel efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the twin benefits of an affordable transportation solution with a low carbon footprint.
In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost.
Tata Motors is equally focussed on environment-friendly technologies in emissions and alternative fuels. . It has developed electric and hybrid vehicles both for personal and public transportation. It has also been implementing several environment-friendly technologies in manufacturing processes, significantly enhancing resource conservation
Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations.
Tata Motors is committed to improving the quality of life of communities by working on four thrust areas - employability, education, health and environment. The activities touch the lives of more than a million citizens. The company's support on education and employability is focused on youth and women. They range from schools to technical education institutes to actual facilitation of income generation. In health, our intervention is in both preventive and curative health care. The goal of environment protection is achieved through tree plantation, conserving water and creating new water bodies and, last but not the least, by introducing appropriate technologies in our vehicles and operations for constantly enhancing environment care.
With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.
Tata Motors gears up with CRM
The Head of CRM of Tata Motors is K R Sreenivasan. India's largest integrated automaker has real-time customer and product data thanks to its CRM rollout. Tata Motors needed a standardised application for its 1,200 dealers and their 10,000 users across the country. It also needed to integrate the new applications with an existing SAP ERP system. The goal was to ensure stronger dealer relationships, improve operational efficiency and provide a better customer experience.
Getting the right systems
The company was looking for real-time availability of customer and product data from its entire dealer network, faster response to customer requests, increased productivity and revenue generation, and a system that would give it a 360-degree view of customers across all possible touch points.
The rollout for phase one of the project was completed by March 2005. It is interesting to note that although the rollout started recently, the deployment was conceptualised and work had begun a few years back. "The project was conceived five years back. There was work to be done at the back end, and physical and customer support processes. They were put in place within two to three years. Tata started in 2000 with the technology part being executed in mid-2003".
Although the first phase of the project has just been completed, Sreenivasan believes that they have already started reaping the benefits. For instance, he says, "Some of our dealers are very large. For example, there are two dealers in Mumbai; one dealing in commercial vehicles, and the other, passenger cars. Both have a business of at least Rs 1,000 crore. Both have, at any given time, at least 400 to 500 cars in stock. Since they can access their stock online, they can fill in any shortfall within a day."
The implementation began in a phased manner. With over 250 dealers already using the application, the first part also included the discovery, design, development and testing of the technology. This was completed by March 2005, and the rollout commenced in April 2005.
The reason for the phased development has been the size of the application. Explains Sreenivasan ,"We are taking a dealer-by-dealer approach. Each dealer is trained on the systems and requirements. Then, we help them move from their existing applications to new systems."
So, when are they going live? "It's not possible to put a benchmark date for going live. At each location, we need to spend about 10 to 12 days with at least four to five people to train the dealers. It's a huge project," he says.
CRM initiatives taken by TATA MOTORS
Being implemented in phases since 2003 the combined online CRM-DMS initiative now supports over 15,000 users, within the company and among its channel partners in India and abroad, to conduct all customer-facing transactions.
The real time availability of customer and product information is enabling the company and its channel partners to improve response time and customer service.
The success of this complex implementation extending across geographies is being made possible by partnerships with CMC, IBM, INCAT & Tata Technologies Ltd (TTL), Oracle, Mercuri International, Quality Kiosk, TCS, Tata Indicom, TIVS (Tatanet) and VSNL.
Tata Motors has built its DMS using Oracle's Siebel verticals and uses Siebel CRM and Siebel Analytics for all pre- and post-sales operations.
Tata Technologies announces ESOPs and preferential allotment for its employees
TataTechnologies India Ltd. (Tata Technologies), a global frontrunner in high-end consulting, application implementation and software development services for manufacturers and their partners world-wide, today announced an Employee Stock Option Plan (ESOP) for its employes.
Under the plan, the company has decided to offer its employees with options for up to 10 % of its subscribed equity. The company, which has a strong domain expertise in the automobile and aerospace industries, has also announced the preferential issue of its equity to all the employees.
Making these announcements, Ratan N. Tata, group chairman, said, "We have always believed that our people are our greatest assets. We are keen that they participate as co-owners and help enhance and consolidate the position of Tata Technologies at the high end of engineering automation, enterprise solutions and e-commerce marketplace."
Patrick McGoldrick, CEO and managing director of Tata Technologies, said, "Now, our people will have a chance to participate in the success of the company. This move will also foster an entrepreneurial spirit in all of us and make our goals as employees aligned with those of the shareholders."
The board recommendations to issue preferential shares and ESOPs to employees were ratified by all the shareholders of Tata Technologies India at an extra-ordinary general meeting (EGM) held on January 15, 2001.
About Tata Technologies
Tata Technologies, a member of the $8.8-billion Tata Group, India's first, best-diversified and most-renowned conglomerate, specializes in providing consulting services on the strategic use of information technology to manufacturers and their partners.
The company specializes in the implementation and use of e-business, Enterprise Resource Planning (ERP), Product Data Management (PDM), Customer Relationship Management (CRM), system integration services, engineering automation and Knowledge- Based Engineering (KBE) systems.
More recently, customers of Tata Technologies have benefited from its Internet-based e-business initiatives, including supplier self service through Tata Technologies' Value Chain Management software and its B2B portal, myValueChain.net.
Through its 1,100 IT professionals worldwide and strategic business partners, including SAP, SDRC, Parametric Technologies, Siebel, Oracle, Compaq and Microsoft, the company provides consulting, application implementation and software development services worldwide.
Loyalty Programs by TATA MOTORS
Empower Program is India's first Multi-Brand Loyalty Program. The Empower Program is a unique growing alliance of leading brands you use regularly.
The Empower Program offers the cardholder advantage of several loyalty programs, all packed into one card. Furthermore cardholder earns all reward points in one currency "The Empower Points" - that means his / her points soar higher and build up faster. This enables the cardholder to earn Empower Points for every Rs. 100/- spent.
The Empower membership brings to the customer another benefit - Instant Redemption. With this, the cardholder can also redeem Empower Points 'instantly' while shopping with partner brands by simply swiping the card.
This program is an exclusive benefit of the Tata Credit Card and the Empower Card. The Tata Credit Card combines the convenience of a powerful globally accepted Credit Card with the rewarding membership to the Empower Program. The Empower Card brings to the customer all the facilities of the Empower Program without the credit feature.
- Earn Higher Empower Points - earn upto 5 Empower Points when shopping with the partner brands.
- Accumulate Empower Points Faster - by earning points in one currency, both with the partner brands and even for normal spendings, the cardholder accumulates points faster.
- Redeem Empower Points instantly and at the time of redemption.
Customer Care and its Genuine Parts
If a Tata Vehicle requires a part, whether it is for general maintenance, service or repairs the value for money replacement is a Tata Genuine Part. Tata Genuine Parts give the longer upkeep and faster uptime of the vehicle compared to other non-genuine options available in market. Every part is not only specifically designed for Tata Commercial vehicle, but also has to pass constant quality control checks to ensure that every vehicle remains as safe and reliable as the new one. The manufacturers of counterfeit or fake parts are not concerned with the safety of the driver, other road users or damages on the vehicle. Such parts are made from sub-standard materials which may last only a short time or even cause concerns to the longevity of the vehicle. The short lived parts in turn cause frequent failures and longer down times.
Titan showrooms to distribute Tata Nano booking forms
Tata group firm Titan Industries said it will start distributing booking forms for Tata Nano from its showrooms across the country.
The Nano booking forms would be available at all 'World of Titan' showrooms across the country, Titan Industries said in a statement.
World of Titan network is the wristwatch retail chain of Titan Industries.
Along with the booking form, the prospective buyer would get a gift voucher worth Rs 200 redeemable on purchase of a watch at the Titan outlets and a free membership of the Titan Signet Loyalty Program, which offers several benefits.
"The launch of Nano is a moment of great pride for all of us in the Tata group. Therefore, at Titan, we have specially made available Nano booking forms in all our World of Titan showrooms," Titan Watches Chief Operating Officer Harish Bhat said.
Tata Motor launches new customer service initiative
Tata Motors launched Tata Motors Service Edge, a comprehensive customer service initiative. Tata Motors Service Edge is constructed on three core customer-desired service attributes -- 'Response in minutes, resolve in hours'; 'Service with unmatched reliability' and 'Assured value for money'. A host of distinctive facilities are being offered to deliver each of these attributes to customers in the company's nationwide service network of 800 service centers spread across 500 cities and towns.
Unveiling the brand identity, Rajiv Dube, President -- Passenger Cars, Tata Motors, said, "We thank our esteemed customers for their long-standing support to Tata passenger vehicles. To create an even deeper customer connect, we have harnessed our learnings from customers to conceive Tata Motors Service Edge. We believe it will help take our service to a greater level of effectiveness and customer satisfaction."
Tata Motors already has a network of over 800 authorized workshops which are located across more than 500 cities, and the company plans to expand to over 900 workshops by 2011. The 24x7 call center will receive and respond to customer queries, concerns & feedback. The company assimilates post service feedback from over 200,000 customers on an average every month through various customer engagement programmes.
The company also has over 15,000 technicians are trained annually to provide service through 8 training centers across the country, and has plans to build a world class training center in Sanand, India.
Tata Motors launches Service Edge to up customer service
Tata Motors launch of Tata Motors Service Edge, a comprehensive customer service initiative. A host of distinctive facilities are being offered to customers in the company's nationwide service network of 800 service centres spread across 500 cities and towns.
Unveiling the brand identity, Rajiv Dube, president, Passenger Cars, Tata Motors, said, "We have come off age from the era when the company wasn't very well known for its customer service and today having sold than more than 1.7 million Tata cars we have decided to put all our service initiatives under one umbrella - Service Edge.We believe it will help take our service to a greater level of effectiveness and customer satisfaction."
He said that having sold than more than 2.30,000 cars between the month of April '09 and February '10, it is the right time to launch the service package for Tata customers.
The Service Edge package includes 24X7 on-road assistance through a toll free helpline (1800 209 7979); Rapid repair - a quick and specialised body repair programme; e-Service appointments - an online service appointment facility; speed-o-service - quick repair service within 60 to 120 minutes using specialised manpower and infrastructure. The company has also put up a squad of 'Flying Doctors' - a pool of 10 on-call technical experts has been set up across the country for higher level diagnostics to address any issues where dealers & DETs need support.
Tata Motors has also tied up with global majors and experts in their areas to promote a host of value added services, like anti-corrosion, car enrichment, fuel additives, decarbonisation, to help retain newness of vehicles.
On whether the service package is also available for FIAT customers, Dube said that the offer is open for FIAT officials but no confirmation has been made yet.
He further said that offering 'service' forms a good part of the revenue earned and as more and more Tata cars (with more than 20,000 Nanos already on road) are being favoured by the Indian audience, getting all packages under one umbrella was the challenge. "Almost 9% of the total revenue earned comes from the service sector and so it is important that we concentrate more and up the percentage."
When asked about how the CarWale Team who are on an Endurance Run of the Nano across the country faced roadblocks in sourcing the spare parts, Dube said, "As far as we know, the kits are available to the dealers and there is no issue on getting the spare parts."
With the Nano on one end and the Land Rover-Jaguar deal at the other, is Tata Motors trying to do too much, in too little time?
Last fortnight, when Tata Group chairman Ratan Tata unveiled the company's Rs 1-lakh car, it was in a loud, crowded, chaotic gathering, prompting Financial Times to comment that the event was a possible indicator of what could happen on Indian roads, when the car is launched later this year.
On his part, Tata would prefer to not be distracted by such remarks, as the development of the Nano has seen opposition from various quarters; politicians, environmentalists, competitors.
"The toughest part was continuing to believe that we could do it," Tata told journalists covering the Auto Expo in New Delhi , where he unveiled the lowest-priced car in the world. He added that "a promise is a promise", hinting at the ability of his company to deliver even in the face of brutal scepticism.
But Nano is just one reason why the world is looking at Tata Motors, the Tata Group's automobile venture. The other big event is the company's likely association with American auto maker Ford's premium brands Land Rover and Jaguar.
Here, Tata is competing with a group of private equity players including one with Jacques Nasser, former Ford CEO, at the helm. Recent reports, though, indicate that Tata is the frontrunner. Between launching the Rs 1-lakh Nano and the Land Rover and Jaguar that are priced anywhere between 30 and 100 times more, Tata Motors is aiming for a presence across the spectrum.
At one level Tata might well compete with two-wheeler manufacturers - Ratan Tata has admitted that Nano has been inspired by the vision of middle-class Indian families, complete with children, balanced precariously on two-wheelers.
On another front, the company aspires to compete with giants like BMW , Mercedes and Audi, if it bags the Jaguar, and take on the Landcruisers of the world with the Land Rover acquisition. What drives the Tata Motors strategy? Will the company be able to pull it off?
The answer could be as complex as the question, say analysts. But they add that the company has little choice, particularly if it is nursing global ambitions like its group companies Tata Steel Tata Tea and others.
Already shackled by government regulations and licensing norms, Indian automakers are at least two, if not five, decades behind their global peers. "If Tata Motors wants to be at the forefront of the global automobile scene, it has to take the fast-track route to progress," says an automobile industry analyst. The company declined to comment.
Both the Nano, widely promoted as the common man's automobile, and the luxury brands are capable of doing exactly this: instantly push Tata Motors onto global centre stage.
Strategies which are being followed by different kind of industries for the retention of their employees. He also discussed the policies and strategies that are being followed by their organization for the retention of their employees. As he mentioned that the recruitment in IT sector is getting tougher and many new opportunities are coming up in the field of IT. It is still becoming tougher to retain their trained and good performers. He also brought it in the notice of the students about the cost involved in retention of the employees. He also stated that Employee Retention Strategies helps organizations provide effective employee communication to improve commitment and enhance workforce support for key corporate initiatives. He also mentioned the key areas involved in the retention of the employees, out of which five of the parts are taken as the most important:
- Employee benefits/hidden pay checks
- Workforce motivation and engagement
- Strategic planning
- Organizational change initiatives
- Continuous quality improvement
Innovative Hiring Strategies
But when Tesco, the British retail giant, set up its service support arm in Bangalore in 2004, it spent a huge chunk of its recruitment budget on hoardings. It was important for the firm to build its employer brand. This was because a majority of its prospective recruits, had either never heard of Tesco, or had no shopping experience at any of its stores across 13 countries. "We put hoardings in the corridor where IT folks travel, and Bangalore having slow moving traffic, you can't even escape it," says Sudeesh Venkatesh, Head, HR, Tesco HSC.
The company not only altered the medium but also the message. Some of Tesco HSC's IT recruitment campaigns showed potatoes and carrots, while the underline message was that "you use technology to keep food fresh."
The move by Tesco HSC is just an example of how companies are working on innovative ideas with the ultimate goal of attracting the best minds. Talent crisis is not just restricted to the hiring part alone. Training and retention also pose big challenges. Given the demand-supply gap in the market, firms devise multi-prong strategies to beat competition. This includes campus recruitments, internal job postings, employee-referrals, availing the services of placement consultants, participating in job fairs and advertising in newspapers and job portals. The trend, however, is now moving towards leveraging the benefits of online social networking. Many companies are now bringing in global talent on board, with the clear intention of meeting their client requirements in specific geographies. Also, welcoming ex-employees back into the fold in no more an exception.
Marketing Strategies of Tata Motors
Tata Motors is an Automobile Company in India and is a very high earning company. It's revenues reportedly in the year 2008-2009, is 14 billion. But it's achievements do not stop there. It is among the world's top automobile companies, reportedly the 4th lagest truck manufacturer.
The question that many may ask is, "What can we learn from such a large company, with such great profits?" The age old statement, "Success often leaves traces" may be appropriate to add in this junction.
With 23,000 employees what is notable in Tata Motors approach is the fact that it's marketing approach is novel and founded on clear cut internet marketing guidelines. One only has to go to the Tata Motors website to find that it integrates multiple media outlets in it's marketing approach. From its use of flash to its sleak webiste design, the comapny useswhat is essential to great profits,- innovation.
Innovation is simply the proccess by which companies increase thei profitabiliyt in the marketplace by staking out a position that other companies in the market can't do. It clears out space in their prospect's mind as to what their company is able to offer them that no other company can.
For Tata Motors- excellence in service and presentation- is the perception that comes to the prospect 's mind, for others it may understanding a customer's family needs for a car.
Essentially what Tata Motors has done is they've brought a new range of value to their market by bringing media and technology that have not been overemphasized by their competitors so that they could carve out an unshakable space in the minds of their customers and thus lead to increased sales.
IT infrastructure CRM by TATA
TATA Motors chose IBM as its partner to provide an infrastructure solution. IBM created a Siebel solution to provide a DMS solution for TATA Motors and then provided a reliable and scalable IT infrastructure for developing and deploying its DMS application.
The result - Motoring is child's play. The IBM solution has simplified the IT infrastructure for TATA Motors. The benefits include - low total cost of ownership, a more comprehensive view of customers, enhanced customer experiences and improved loyalty. With reengineered business process, the company can also analyse customer interactions and other information more accurately, improve capacity planning and increase profitability.
The new infrastructure from IBM also gives the company a foundation to accommodate rapid future growth and ever-changing demands from the market place.
- www.slideshare.net/prijit/tata-motors - United States