SUMMER TRAINING REPORT

On
“RECRUITMENT AND SELECTION OF EMPLOYEES IN TATA
MOTORS IN LUCKNOW”

Towards partial fulfillment of

Master of Business Administration (MBA)

Submitted To: Submitted By:

Dr. Aashi Rastogi Rachna Dwivedi
(Assistant Professor) Roll No. 1836170015
MBA 3rd Sem

R.R INSTITUTE OF MODERN TECHNOLOGY

LUCKNOW
Session 2019-20

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 DECLARATION

I, Vishwesh Raj Bhadouria hereby declare that the Summer Internship Report ,

entitled “RECRUITMENT AND SELECTION OF EMPLOYEES IN TATA

MOTORS IN KANPUR "submitted to the Dr.Virendra Swarup Institute Of

Computer Studies in partial fulfillment of the requirements for the award of the

Degree of Master of Business Administration is a record of original training

undergone by me during the June 2021 to Augorig2021 and it has not formed the

basis for the award of any Degree/Fellowship or other

similar title to any candidate of any University.

Place:KANPUR

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 ACKNOWLEDGEMENT

I am extremely thankful to my Guidance Mrs. ILA Pandey,(Assistant Professor)

Dr.Virendra Swarup Institute Of Computer Studies for her invaluable support. I

wish to express my profound gratitude to my venerable Head of Department,

Mrs.Sumegha Bhatia for their kind permission to undergo project work

successfully.

CONTENTS

1. INTRODUCTION

2. INDUSTRY PROFILE

3. COMPANY PROFILE

4. OBJECTIVE OF STUDY

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 5. RESEARCH METHODOLOGY

6. DATA ANALYSIS AND INTERPRETATION

7. FINDING

8. RECOMMENDATION

9. LIMITATION

10. CONCLUSION

11. BIBLIOGRAPHY

12. ANNEXURE

INTRODUCTION

Recruitment and selection process

Recruitment refers to the overall process of attracting, selecting and appointing

suitable candidates to a one or more jobs within an organisation, either permanent
or temporary. The term may sometimes be defined as incorporating activities which
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take place ahead of attracting people, such as defining the job requirements and
person specification, as well as after the individual has joined the organisation, such
as induction and on boarding. Recruitment can also refer to processes involved in
choosing individuals for unpaid positions, such as voluntary roles or training
programmes.

Depending on the size and practices of the organization, recruitment may be

undertaken in-house by managers, human resource generalists and/or recruitment
specialists. Alternatively, parts of the process may be undertaken by either public-
sector employment agencies, commercial recruitment agencies, or specialist search
consultancies.

The use of internet-based services and computer technologies to support all aspects
of recruitment activity and processes has become widespread and has revolutionised
recruitment activities ranging from recruitment agencies sourcing candidates
through online job boards and social media, or human resource professionals using
assessment or job simulation programs as part of the selection process.

Internal
Internal recruitment refers to the process of a candidate being selected from the
existing workforce to take up a new job in the same organization, perhaps as a
promotion, or to provide career development opportunity, or to meet a specific or
urgent organizational need. Advantages of this approach include the organization's
familiarity with the employee and their competencies (insofar as they are revealed
in their current job), and their willingness to trust said employee. It can also be
quicker and can have a lower cost to hire someone from another part of the same
organization.

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A temporary internal appointment for a period of a few months sometimes occurs,
after which the employee would normally be expected to return to their previous job.
This is known as a secondment; someone on a secondment is said to be seconded to
the new team. Secondments may also take place between related organizations.

RECRUITMENT PROCESS
Job analysis

In situations where multiple new jobs are created and recruited for the first time,
a job analysis might be undertaken to document the knowledge, skill, ability, and
other personal characteristics required for the job. From these the relevant
information is captured in such documents as job descriptions and job specifications.
Often a company will already have job descriptions that represent a historical
collection of tasks performed. Where already drawn up, these documents need to be
reviewed or updated to reflect present day requirements. Prior to initiating the
recruitment stages a person specification should be finalized to provide the recruiters
commissioned with the requirements and objectives of the project.

Sourcing
Sourcing is the use of one or more strategies to attract or identify candidates to fill
job vacancies. It may involve internal and/or external advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media,
professional publications, window advertisements, job centers, or in a variety of
ways via the internet. Alternatively, employers may use recruitment consultancies
or agencies to find otherwise scarce candidates who may be content in their current
positions and are not actively looking to move companies. This initial research for

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so-called passive candidates, also called name generation, results in a contact
information of potential candidates who can then be contacted discreetly to be
screened and approached.

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 SCREENING AND SELECTION
Suitability for a job is typically assessed by looking for that are required for a job.
These can be determined via: screening résumés (also known as curriculum vita or
CV); job application; Biographical Information Blanks which is an assessment that
asks for a more extensive background than an application; or a job interview.
Various psychological tests can be used to assess a variety of KSAOs,
including literacy. Assessment are available to measure physical. Many recruiters
and agencies use applicant tracking systems to perform the filtering process, along
with software tools for psychometric testing and performance based
assessment. Performance based assessment is a process to find out if job applicants
perform the responsibilities for which they are applying. In many countries,
employers are legally mandated to ensure their screening and selection processes
meet equal opportunity and ethical standards.

In addition to the above selection assessment criteria, employers are likely to

recognize the value of candidates who encompass "soft skills" such as interpersonal
or team leadership, and have the ability to reinforce the company brand through
behavior and attitude portrayal to customers and suppliers. Multinational
organizations and those that recruit from a range of nationalities are also concerned
candidates will fit into the prevailing company culture. Though many hold
attitudes that are more enlightened and informed than past years, the word
“disability” carries few positive connotations for most employers. Research has
shown that employer biases tend to improve through firsthand experience and
exposure with proper supports for employee and the employer making the hiring
decisions, less influenced by the disabled applicant perceived contribution. As for
most companies, money and job stability are two of the contributing factors to
productivity, which in return equates to the growth and success of a business. Hiring

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disabled workers produce more advantages than disadvantages. Disabled workers
are more likely to stay with the company and make their a work a career than most
due to the fact that they appreciate having a job and are more stable because they a
work at high levels. There is no difference in the daily production of a disadvantaged
worker. Given their situation, they are more likely to adapt to their environment
surroundings and acquaint themselves with equipment, enabling them to solve
problems and overcome adversity as other employees. Companies are granted
Disable Access Credit. Although there are eligibility requirements for these funds,
it could assist with costs of accommodations and other expenses. Additional
management to supervise and assist those who encounter problems are needed which
causes employers to hire more qualified personnel (in case supervisor unavailable)
and equate to higher wages, double shifts and incentives. Ensuring adequate space
and property changes such as ramps, restricting parking spaces, and posting
handicap signs can be fairly inexpensive, transformations still have to be in place
and tedious. Sometimes companies loose skilled workers due to depth of
responsibility entailed in overseeing employees that are less advantaged.

Lateral hiring

"Lateral hiring" refers to the hiring of someone into a position that is at the same

organizational level or salary. It could mean hiring someone from another, similar
organization, possibly luring them with a better salary and the promise of better
career opportunities. An example is the recruiting of a partner of a law firm by
another law firm. A lateral hire may also refer to an employee moving from one
position to another within the same organization.

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 APPROACHES
There are a variety of recruitment approaches and most organizations will utilize a
combination of two or more of these as part of a recruitment exercise or to deliver
their overall recruitment strategy. There are six common models:

• In-house or human resources personnel may in some case still conduct all stages
of the recruitment process. In smaller organizations, recruitment may be done by
individual managers or recruiters. More frequently, whilst managing the overall
recruitment exercise and the decision-making at the final stages of the selection
process, external service providers may undertake the more specialized aspects
of the recruitment process.

• Social Media Recruitment is the new trend which can implement in the current
recruitment process. Social media helps to drive passive candidates and
indirectly helps to create brand awareness about the company. A few tools
commonly used by social media recruiters
are LinkedIn, Facebook, Twitter, Google+, etc.

• Outsourcing of recruitment to an external provider may be the solution for some

small businesses and at times for large organizations.

• Employment agencies are established as both publicly funded services and as

commercial private sector operations. Services may support permanent,
temporary, or casual worker recruitment. They may be generic agencies that deal
with providing unskilled workers through to highly skilled managerial or

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 technical staff or so-called niche agencies that specialize in a particular industrial
sector or professional group.

• Executive search firms recruit for executive and professional positions. These
firms operate across a range of models such as contingency or retained
approaches, and also hybrid models where advertising is also used to ensure a
flow of candidates alongside relying on networking as their main source of
candidates.

• Internet recruitment services include recruitment websites and job search engines
used to gather as many candidates as possible by advertising a position over a
wide geographic area. In addition, social network sourced recruitment has
emerged as a major method of sourcing candidates.

TYPES OF RECRUITMENT PROCEDURE

In-house

Many employers undertake their own in-house recruitment, using their human
resources department, front-line hiring managers and recruitment personnel who handle targeted
functions and populations. In addition to coordinating with the agencies mentioned above, in-
house recruiters may advertise job vacancies on their own website and other job boards, coordinate
internal employee referrals, target and headhunt external candidates (much like an external agency
or search firm), work with external associations, trade groups and/or focus on campus graduate
recruitment. Some large employers choose to outsource all or some of their recruitment process
(recruitment process outsourcing), however a more common approach is for employers to
introduce referral schemes where employees are encouraged to source new staff from within their
own network.

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Internal recruiters

An internal recruiter (alternatively in-house recruiter or corporate recruiter) is member of

a company or organizationand typically works in the human resources department. Internal
recruiters may be multifunctional, serving in an HR generalist role or in a specific role focusing
all their time on recruiting. Activities vary from firm to firm but may include,
screening CVs or résumés, conducting aptitude or psychological testing, interviewing,
undertaking reference and background checks, hiring; administering contracts, advising
candidates on benefits, on boarding new recruits and conducting exit interviews with employees
leaving the organization. They can be permanent employees or hired as contractors for this
purpose. Contract recruiters tend to move around between multiple companies, working at each
one for a short stint as needed for specific hiring purposes. The responsibility is to filter candidates
as per the requirements of each client.

Employee referral

An employee referral program is a system where existing employees recommend prospective

candidates for the job offered, and in some organizations if the suggested candidate is hired, the
employee receives a cash bonus. Job seekers may also be referred or recommended by a third-
party affiliate within a particular field based on certain criteria resulting in a lead or interview with
a potential future employer.

In some cases the organization provides the employee referral bonus only if the referred employee
stays with the organization for stipulated time duration (most cases 3–6 months). Referral bonus
depends on the grade of the referred employee, higher the grade then higher the bonus however,
this method is not used for senior level hiring.

Outsourcing

An external recruitment provider may suit small organizations without the facilities to recruit.
Typically in large organizations, a formal contract for services is negotiated with a specialist
recruitment consultancy. These are known in the industry as Recruitment Process Outsourcing.
Recruitment process outsourcing may involve strategic consulting for talent acquisition, sourcing
for select departments or skills, or total outsourcing of the recruiting function.

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On-campus

Job Interview

Sometimes companies send recruiters to colleges to interview prospective employees.

Employment agencies
For more details on this topic, see employment agencies.

Employment agencies operate in both the public and private sectors. Publicly funded services have
a long history, often having been introduced to mitigate the impact of unemployment in economic
downturns, such as those which form part of the New Deal program in the United States, and
the Jobcentre Plus service in the UK.

The commercial recruitment industry is based on the goal of providing a candidate to a client for
a price. At one end of the spectrum, there are agencies that are paid only if they deliver a candidate
that successfully stays with the client beyond the agreed probationary period. On the other end,
there are agencies that are paid a retainer to focus on a client's needs and achieve milestones in the
search for the right candidate, and then again are paid a percentage of the candidate's salary when
a candidate is placed and stays with the organization beyond the probationary period.

The agency recruitment industry is highly competitive, therefore agencies have sought out ways
to differentiate themselves and add value by focusing on some area of the recruitment life cycle.
Though most agencies provide a broader range of service offerings, at the two extremes are the
traditional providers and the niche operators.

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Traditional agency

Also known as employment agencies, recruitment agencies have historically had a physical
location. A candidate visits a local branch for a short interview and an assessment before being
taken onto the agency’s books. Recruitment consultants then work to match their pool of
candidates to their clients' open positions. Suitable candidates are short-listed and put forward for
an interview with potential employers on a contract or direct basis.

Niche recruiters

'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of their focus,
these firms can very often produce superior results due to their ability to channel all of their
resources into networking for a very specific skill set. This specialization in staffing allows them
to offer more jobs for their specific demographic, which in turn attracts more specialized
candidates from that specific demographic over time building large proprietary databases. These
niche firms tend to be more focused on building ongoing relationships with their candidates as is
very common the same candidates are placed many times throughout their careers. Online
resources have developed to help find niche recruiters. Niche firms also develop knowledge on
specific employment trends within their industry of focus (e.g., the energy industry) and are able
to identify demographic shifts such as aging and its impact on the industry.

Financial arrangements operated by agencies take several forms, the most popular are:

• A contingency fee paid by the company when an agency introduced candidate accepts a job
with the client company. Typical fees range from 15% to 35% based on the candidates first-
year base salary (fees as low as 12.5% can be found online). This type of recruitment usually
has a rebate or replacement guarantee should the candidate fail to perform or leave within a
set period of time (often up to a three-month period and as much as a 100% rebate).
• An advance payment that serves as a retainer, also paid by the company, is non-refundable and
paid in full depending on outcome and success (e.g., 40% up front, 30% in 90 days and the
remainder once a search is completed). This form of compensation is generally reserved for
high level executive search/headhunters
• Hourly charge for temporary workers and projects. A negotiated hourly fee in which the
agency is paid and then pays the applicant as a consultant for services as a third party. Many

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 contracts allow a consultant to transition to a full-time status upon completion of a certain
number of hours with or without a conversion fee.

EXECUTIVE SEARCH FIRMS OR HEADHUNTERS

An executive search firm or "headhunter" are industry terms for a third-party recruiter who seeks
out candidates often once normal recruitment efforts have failed. Headhunters are generally
considered more aggressive than in-house recruiters or may have existing industry experience and
contacts. They may use advanced sales techniques. They may also purchase expensive lists of
names and job titles but more often will generate their own lists. They may arrange a meeting or a
formal interview between their client and the candidate and will usually prepare the candidate for
the interview, help negotiate the salary and conduct closure of the search. They are frequently
members in good standing of industry trade groups and associations. Headhunters will often attend
trade shows and other meetings nationally or even internationally that may be attended by potential
candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate placements
(sometimes more than 30% of the candidate’s annual compensation). Due to their higher costs,
headhunters are usually employed to fill senior management and executive level roles.
Headhunters are also used to recruit very specialized individuals; for example, in some fields, such
as emerging scientific research areas, there may only be a handful of top-level professionals who
are active in the field. In this case, since there are so few qualified candidates, it makes more sense
to directly recruit them one-by-one, rather than advertise internationally for candidates. While in-
house recruiters tend to attract candidates for specific jobs, headhunters will attract both candidates
and actively seek them out as well. To do so, they may network, cultivate relationships with various
companies, maintain large databases, purchase company directories or candidate lists and cold
call prospective recruits.

Headhunters are increasingly using social media to find and research candidates. This approach is
often called social recruiting.

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Executive research & resourcing firms

These firms are the new hybrid operators in the recruitment world, able to combine the research
aspects (discovering passive candidates) of recruiting and combine them with the ability to make
hires for their clients. These firms provide competitive passive candidate intelligence to support
companies' recruiting efforts. Normally they will generate varying degrees of candidate
information from those people currently engaged in the position a company is looking to fill. These
firms usually charge a daily rate or fixed fee. Executive research can help companies uncover
names that cannot be found through traditional recruitment methods and will allow internal
recruitment and resourcing managers more time to deal with face to face interviews.

Internet recruitment services

Recruitment websites

Such sites have two main features:

Job boards and a résumé/curriculum vitae (CV) database. Job boards allow member companies to
post job vacancies. Alternatively, candidates can upload a résumé to be included in searches by
member companies. Fees are charged for job postings and access to search resumes. Since the late
1990s, the recruitment website has evolved to encompass end-to-end recruitment. Websites
capture candidate details and then pool them in client accessed candidate management interfaces
(also online). Key players in this sector provide e-recruitment software and services to
organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or
partly their recruitment process in order to improve business performance.

The online software provided by those who specialize in online recruitment helps organizations
attract, test, recruit, employ and retain quality staff with a minimal amount of administration.
Online recruitment websites can be very helpful to find candidates that are very actively looking
for work and post their resumes online, but they will not attract the "passive" candidates who might
respond favorably to an opportunity that is presented to them through other means. Also, some
candidates who are actively looking to change jobs are hesitant to put their resumes on the job
boards, for fear that their companies, co-workers, customers or others might see their resumes.

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Job search engines

The emergence of meta-search engines allows job-seekers to search across multiple websites.
Some of these new search engines index and list the advertisements of traditional job boards. These
sites tend to aim for providing a "one-stop shop" for job-seekers. However, there are many other
job search engines which index solely from employers' websites, choosing to bypass traditional
job boards entirely. These vertical search engines allow job-seekers to find new positions that may
not be advertised on traditional job boards, and online recruitment websites.

Recruitment agency directories

The emergence of the Internet provided the functionality to provide recruitment agencies with a
low-cost alternative to advertising. Unlike a standard directory, these niche directories have helped
those searching for employment representation, a way to narrow down their requirements based
on their own job-searching requirements. Recruitment agencies are then able to showcase their
services directly to those looking. Omm Rudra Placement Services Badambadi, Cuttack

Social recruiting

Social recruiting is the use of social media for recruiting including sites like Facebook, Twitter,
and LinkedIn. It is a rapidly growing sourcing technique, especially with middle-aged people. On
Google+, the fastest-growing age group is 45-54. On Twitter, the expanding generation is people
from ages 55–64.

Mobile social recruiting is rapidly expanding. CareerBuilder ran a recent survey of the Fortune
500 companies and discovered that 39% of people in the United States uses tablet computers.
Another recent survey done by Glassdoor. comrevealed that 43% of candidates research company
policy, culture, and history all within the fifteen minute time period before an interview begins.
However, 80% of Fortune 500 companies fail to use mobile-optimized career sites.

Candidate Paid Recruiters

Some recruiters work by accepting payments from job seekers, and in return help them to find a
job. Such recruiters often refer to themselves as "personal marketers" and "job application
services" rather than as recruiters.

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Strategic talent acquisition

Talent acquisition is the targeted recruitment/acquisition of high performing teams for example;
in sales management or financial traders into a company from a competitor or similar type of
organization. Organizations requiring external recruitment or head-hunting firms are now
employing "talent acquisition" specialists whose job it is to identify, approach and recruit top
performing teams from competitors. This role is a highly specialized role akin to that of a
traditional recruiter/headhunter specialist but carrying greater visibility and strategic importance
to a business. In many cases the talent acquisition person is linked directly to a company's
executive management, given the potential positive impact a company can benefit from by getting
high-performance sales people into the business, whilst removing the same performing sales
people from competitors.

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 INDUSTRY PROFILE

Automotive industry in India

Chennai is home to around 35–40% of India's total automobile industry.

A Tata Motors next generation concept car 2015 Geneva Motor Show

The automotive industry in India is one of the largest in the world with an annual production of
23.96 million vehicles in FY (fiscal year) 2015–16, following a growth of 2.57 per cent over the
last year. The automobile industry accounts for 7.1 per cent of the country's gross domestic product
(GDP). The Two Wheelers segment, with 81 per cent market share, is the leader of the Indian
Automobile market, owing to a growing middle class and a young population. Moreover, the
growing interest of companies in exploring the rural markets further aided the growth of the sector.
The overall Passenger Vehicle (PV) segment has 13 per cent market share.

India is also a prominent auto exporter and has strong export growth expectations for the near
future. In FY 2014–15, automobile exports grew by 15 per cent over the last year. In addition,
several initiatives by the Government of India and the major automobile players in the Indian
market are expected to make India a leader in the Two Wheeler (2W) and Four Wheeler (4W)
market in the world by 2020.

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Market Size

Auto Expo 2014, Noida

The industry produced a total 14.25 million vehicles including PVs, commercial vehicles (CVs),
three wheelers (3W) and 2W in April–October 2015, as against 13.83 in April–October 2014,
registering a marginal growth of 3.07 per cent, year-to-year.

The sales of PVs grew by 8.51 per cent in April–October 2015 over the same period in the previous
year. The overall CVs segment registered a growth of 8.02 per cent in April–October 2015 as
compared to same period last year. Medium and Heavy Commercial Vehicles (M&HCVs)
registered very strong growth of 32.3 per cent while sales of Light Commercial Vehicles (LCVs)
declined by 5.24 per cent during April–October 2015, year-to-year.

In April–October 2015, overall automobile exports grew by 5.78 per cent. PVs, CVs, 3Ws and
2Ws registered growth of 6.34 per cent, 17.95 per cent, 18.59 per cent and 3.22 per cent,
respectively, in April–October 2015 over April–October 2014.

Investments

Interior of Tata ConnectNext EV concept car at 2015 Geneva Motor Show

In order to keep up with the growing demand, several auto makers have started investing heavily
in various segments of the industry during the last few months. The industry has attracted foreign
direct investment (FDI) worth US$13.48 billion during the period April 2000 to June 2015,
according to data released by Department of Industrial Policy and Promotion (DIPP).

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Some of the major investments and developments in the automobile sector in India are as follows:

• Global auto maker Ford plans to manufacture in India two families of engines by 2017, a 2.2
litre diesel engine code-named Panther, and a 1.2 litre petrol engine code-named Dragon,
which are expected to power 270,000 Ford vehicles globally.
• The world's largest air bag suppliers Autoliv Inc, Takata Corp, TRW Automotive Inc and
Toyoda Gosei Co are setting up plants and increasing capacity in India.
• General Motors plans to invest US$1 billion in India by 2020, mainly to increase the capacity
at the Talegaon plant in Maharashtra from 130,000 units a year to 220,000 by 2025.
• US-based car maker Chrysler has planned to invest Rs 3,500 crore (US$525 million) in
Maharashtra, to manufacture Jeep Grand Cherokee model.
• Mercedes Benz has decided to manufacture the GLA entry SUV in India. The company has
doubled its India assembly capacity to 20,000 units per annum.
• Germany-based luxury car maker Bayerische Motoren Werke AG's (BMW) local unit has
announced to procure components from seven India-based auto parts makers.
• Mahindra Two Wheelers Limited (MTWL) acquired 51 per cent shares in France-based
Peugeot Motorcycles (PMTC).
Government Initiatives

Isuzu's newly inaugurated manufacturing plant in 2016 at Sri City,Andhra Pradesh, India

The Government of India encourages foreign investment in the automobile sector and allows 100
per cent FDI under the automatic route.

Some of the major initiatives taken by the Government of India are:

• The Government of India aims to make automobile manufacturing the main driver of
"Make in India" initiative, as it expects the passenger vehicles market to triple to 9.4
million units by 2026, as highlighted in the Auto Mission Plan (AMP) 2016-26.

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 • In the Union budget of 2015-16, the Government has announced plans to provide credit of
Rs 850,000 crore (US$127.5 billion) to farmers, which is expected to boost sales in the
tractors segment.
• The government plans to promote eco-friendly cars in the country—i.e. CNG-based
vehicles, hybrid vehicles, and electric vehicles—and also to make mandatory 5 per cent
ethanol blending in petrol.
• The government has formulated a Scheme for Faster Adoption and Manufacturing of
Electric and Hybrid Vehicles in India, under the National Electric Mobility Mission 2020,
to encourage the progressive introduction of reliable, affordable, and efficient electric and
hybrid vehicles into the country.
• The Automobile Mission Plan (AMP) for the period 2006–2016, designed by the
government is aimed at accelerating and sustaining growth in this sector. Also, the well-
established Regulatory Framework under the Ministry of Shipping, Road Transport and
Highways, plays a part in providing a boost to this sector.
History

A pre-Independence car showroom in Secunderabad

Indian Royalty were one of the largest buyers of luxury cars during pre-Independence British India

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Kolkata street traffic in 1945

In 1897, the first car ran on an Indian road. Through the 1930s, cars were imports only, and in
small numbers.

An embryonic automotive industry emerged in India in the 1940s. Hindustan Motors was launched
in 1942, long-time competitor Premier in 1944, building Chrysler, Dodge, and Fiat products
respectively.[4] Mahindra & Mahindra was established by two brothers in 1945, and began
assembly of Jeep CJ-3A utility vehicles. Following independence in 1947, the Government of
India and the private sector launched efforts to create an automotive-component manufacturing
industry to supply to the automobile industry. In 1953, an import substitution programme was
launched, and the import of fully built-up cars began to be restricted.

1947-1970

The 1949 Hindustan 10 built by Hindustan Motors under license from Morris Motors, UK

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The Hindustan Ambassadordominated India's automotive market from the 1960s until the mid-
1980s and was manufactured till 2014

Fiat 1100D, built under license byPremier Automobiles later re-christened 'Premier Padmini' was
the Ambassador's only true competitor

The 1952 Tariff Commission

In 1952, the government appointed the first Tariff Commission, one of whose purposes was to
come out with a feasibility plan for the indigenization of the Indian automobile industry. In 1953,
the commission submitted their report, which recommended categorizing existing Indian car
companies according to their manufacturing infrastructure, with licensed capacity to manufacture
a certain number of vehicles, with capacity increases allowable, as per demands, in the future. The
Tariff Commission recommendations were implemented with new policies that would eventually
exclude companies that only imported parts for assembly, as well as those with no Indian partner.
In 1954, following the Tariff Commission implementation, General Motors, Ford, and Rootes
Group, which had assembly-only plants in Mumbai, decided to move out of India.[5]

The Tariff commission policies, including similar restrictions that applied to other industries, came
to be known as the "license raj", which proved to be the greatest undoing of the Indian automotive
industry, where bureaucratic red tape ended up causing demand to outstrip supply, with month-
long waiting periods for cars, scooters, and motorcycles.

Passenger Cars

• Hindustan Motors, Calcutta - technical collaboration with Morris Motors to manufacture

Morris Oxford models that would later become HM Ambassador.
• Premier Automobiles, Bombay - technical collaboration with Chrysler to
manufacture Dodge, Plymouth and Desoto models and with Fiatto manufacture the 1100D
models which would later with Premier Padmini range.

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• Standard Motor Products of India, Madras - technical collaboration from Standard-Triumph to
manufacture Standard Vanguard,Standard 8, 10 and later Standard Herald.

Utility and Light Commercial Vehicles

• Vehicle Factory Jabalpur - started manufacturing Jonga Light Utility Vehicles and Vahan 1
Ton (Nissan 4W73 Carriers) in India, under license from Nissan of Japan. They were the main
troop carriers of the Indian Armed Forces and much powerful than any other vehicle of their
class.
• Mahindra & Mahindra, Bombay - technical collaboration with Willys to manufacture CJ
Series Jeep.
• Bajaj Tempo, Poona now Force Motors - technical collaboration with Tempo (company) to
manufacture Tempo Hanseat, a three-wheeler and Tempo Viking and Hanomag, later known
as Tempo Matador in India.
• Standard Motor Products of India - technical collaboration from Standard has licence to
manufacture the Standard Atlas passenger van with panel van and one-tonne one tonne pickup
variants.

Medium and Heavy Commercial Vehicles

• Vehicle Factory Jabalpur - started manufacturing Shaktiman trucks with technical assistance
from MAN SE of Germany. The trucks were the main logistics vehicle of the Indian
Army with several specialist variants. VFJ still is the sole supplier of B vehicles to the Indian
Armed Forces.
• Heavy Vehicles Factory - was established in 1965 in Avadi, near Chennai to produce tanks in
India. Since its inception, HVF has produced all the tanks of India, including
Vijayanta, Arjun, Ajeya, Bhishma and their variants for the Indian Army. HVF is the only
tank manufacturing facility of India.
• Tata Motors, Poona, then known as TELCO - technical collaboration with Mercedes Benz to
manufacture medium to heavy commercial vehicles both Bus and Trucks.
• Ashok Motors, later Ashok Leyland, Madras - technical collaboration with Leyland Motors to
manufacture medium to heavy commercial vehicles both Bus and Trucks. Ashok Motors also

25
 discontinued its Austin venture formed in 1948 to sell Austin A40 and retooled the factory to
make trucks and buses.
• Hindustan Motors - technical collaboration with General Motors to manufacture
the Bedford range of medium lorry and bus chassis.
• Premier Automobiles - technical collaboration with Chrysler to manufacture
the Dodge, Fargo range of medium lorry, panel vans, mini-bus and bus chassis.
• Simpsons & Co, Madras - part of Amalgamations Group (TAFE Tractors)- technical
collaboration with Ford to manufacture medium lorry and bus chassis, but did not utilise that
option until the 1980s.

1970 to 1983

However, growth was relatively slow in the 1950s and 1960s, due to nationalisation and the license
raj, hampered the growth of Indian private sector.

The beginning of the 1970s saw some growth potential and most of the collaboration license
agreements came to an end but with option to continue manufacturing with renewed branding.
Cars were still meant for the elite and Jeeps were largely used by government organizations and
some rural belts. In commercial vehicle segments some developments were made by the end of
the decade to cater improved goods movements. The two-wheeler segment remained unchanged
except for to increased sales in urban among middle class. But more fillip was target towards farm
tractors as India was embarking on a new Green Revolution. More Russian and eastern bloc
imports were done to increase the demand.

But after 1970, with restrictions on the import of vehicles set, the automotive industry started to
grow; but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars still
remained a major luxury item. In the 1970s, price controls were finally lifted, inserting a
competitive element into the automobile market.[6] However, by the 1980s, the automobile market
was still dominated by Hindustan and Premier, who sold superannuated products in fairly limited
numbers.[7] During the eighties, a few competitors began to arrive on the scene.

The OPEC oil crisis saw increase need to installing or redesign some vehicle to fit diesel engines
on medium commercial vehicle. Until the early 1970s Mahindra Jeeps were on Petrol and Premier
commercial vehicles had Petrol model options. The Defence sector too had most trucks on Pertol
engines.

26
1984 to 1992

First generation Maruti 800 launched in 1984

From the end of the 1970s to the beginning of the 1980s saw no new models but the country
continued with 2 decade old designs forcing government to encourage and let more manufacturers
into fray.

In 1984, the then Prime Minister of India, Indira Gandhi established the Ordnance Factory Medak,
near Hyderabad. It started manufacturingInfantry Combat Vehicles christened as Sarath, the
backbone of India's mechanised infantry. OFMK is still the only manufacturing facility of ICVs
in India. To manufacture the high-power engines used in ICVs and main battle tanks, Engine
Factory Avadi, near Chennai was set in 1987. In 1986, to promote the auto industry, the
government established the Delhi Auto Expo. The 1986 Expo was a showcase for how the Indian
automotive industry was absorbing new technologies, promoting indigenous research and
development, and adapting these technologies for the rugged conditions of India. The nine-day
show was attended by then Prime Minister Rajiv Gandhi.

Post-1992 liberalisation

Tata Indica, launched in 1997

27
Mahindra Scorpio was launched in 2001

Maruti Suzuki Swift Dzire and its hatchback version are the largest selling cars in recent years in
India

Eventually multinational automakers, such as, Suzuki and Toyota of Japan and Hyundai of South
Korea, were allowed to invest in the Indian market, furthering the establishment of an automotive
industry in India. Maruti Suzuki was the first, and the most successful of these new entries, and in
part the result of government policies to promote the automotive industry beginning in the
1980s. As India began to liberalise its automobile market in 1991, a number of foreign firms also
initiated joint ventures with existing Indian companies. The variety of options available to the
consumer began to multiply in the nineties, whereas before there had usually only been one option
in each price class. By 2000, there were 12 large automotive companies in the Indian market, most
of them offshoots of global companies.

Slow export growth

Exports were slow to grow. Sales of small numbers of vehicles to tertiary markets and
neighbouring countries began early, and in 1987 Maruti Suzuki shipped 480 cars to Europe
(Hungary). After some growth in the mid-nineties, exports once again began to drop as the
outmoded platforms provided to Indian manufacturers by multinationals were not
competitive. This was not to last, and today India manufactures low-priced cars for markets across

28
the globe. As of 18 March 2013, global brands such as Proton Holdings, PSA
Group, Kia,Mazda, Chrysler, Dodge and Geely Holding Group were shelving plans for India due
to the competitiveness of the market, as well as the global economic crisis.

Emission norms

In 2000, in tune with international standards to reduce vehicular pollution, the central government
unveiled standards titled "India 2000", with later, upgraded guidelines to be known as Bharat
stages. These standards are quite similar to the stringent European standards, and have been
implemented in a phased manner, with the latest upgrade being implemented in 13 cities and, later,
in the rest of the nation.
Delhi (NCR), Mumbai, Kolkata, Chennai, Bangalore, Hyderabad, Ahmedabad, Pune, Surat, Kan
pur, Lucknow, Solapur, and Agra are the 13 cities where Bharat Stage IV has been imposed while
the rest of the nation is still under Bharat Stage III.

Local manufacture encouraged

India levies an import tax of 125% on electric cars, while the import tax on components such as
gearboxes, airbags, drive axles, is 10%. Therefore, the taxes encourage cars to be assembled in
India rather than be imported as completely built units.

Manufacturing facilities

The majority of India's car manufacturing industry is evenly divided into three "clusters".
Around Chennai is the southernmost and largest, with a 35% revenue share, accounting for 60%
of the country's automotive exports, and home of the operations of Heavy Vehicles Factory,Engine
Factory Avadi, Ford, Hyundai, Renault, Mitsubishi, Nissan, BMW, Hindustan
Motors, Daimler, Caparo, Mini, and Datsun.

Near Mumbai, Maharashtra, along the Chakan corridor near Pune, is the western cluster, with a
33% share of the market. Audi,Volkswagen, and Skoda are located in Aurangabad. Mahindra and
Mahindra has an SUV and engine assembly plant at Nashik. General Motors, Tata
Motors, Mercedes Benz,Land Rover, Jaguar Cars, Fiat, and Force Motors have assembly plants in
the area.

29
The northern cluster is around the National Capital Region, and contributes
32%. Gurgaon and Manesar, in Haryana, are where the country's largest car manufacturer, Maruti
Suzuki, is based.

An emerging cluster is the state of Gujarat, with a manufacturing facility of General

Motors in Halol, and a facility for Tata Nano at their plant in Sanand. Ford, Maruti Suzuki,
andPeugeot-Citroen plants are also planned for Gujarat.

Kolkata with Hindustan Motors (inactive), Noida with Honda, and Bengaluru with Toyota are
other automotive manufacturing regions around the country.

Passenger vehicles

• Hindustan Motors Limited - Kolkata (Inactive)

Exports[edit]

Mahindra Scorpio in service withItaly's CNSAS.

India's automobile exports have grown consistently and reached $4.5 billion in 2009, with the
United Kingdom being India's largest export market, followed by Italy, Germany, Netherlands,
and South Africa.[80]

According to the New York Times, India's strong engineering base and expertise in the
manufacturing of low-cost, fuel-efficient cars has resulted in the expansion of manufacturing
facilities of several automobile companies like Hyundai, Nissan, Toyota, Volkswagen, and Maruti
Suzuki.

In 2008, South Korean multinational Hyundai Motors alone exported 240,000 cars made in
India. Nissan Motors plans to export 250,000 vehicles manufactured in its India plant by

30
2011. Similarly, US automobile company, General Motors announced its plans to export about
50,000 cars manufactured in India by 2011.

In September 2009, Ford Motors announced its plans to set up a plant in India with an annual
capacity of 250,000 cars, for US$500 million. The cars will be manufactured both for the Indian
market and for export.[84] The company said that the plant was a part of its plan to make India the
hub for its global production business. Fiat Motors announced that it would source more than
US$1 billion worth auto components from India.

A Tata Safari on display in Poznań,Poland.

In 2009 India (0.23m) surpassed China (0.16m) as Asia's fourth largest exporter of cars after Japan
(1.77m), Korea (1.12m) and Thailand (0.26m).

In July 2010, The Economic Times reported that PSA Peugeot Citroën was planning to re-enter
the Indian market and open a production plant in Andhra Pradesh that would have an annual
capacity of 100,000 vehicles, investing € 700M in the operation. PSA's intention to utilise this
production facility for export purposes however remains unclear as of December 2010.

The Maruti Ertiga, a model exported by Maruti Suzuki, India.

In recent years, India has emerged as a leading center for the manufacture of small cars. Hyundai,
the biggest exporter from the country, now ships more than 250,000 cars annually from India.
Apart from Maruti Exports' shipments to Suzuki's other markets, Maruti Suzuki also manufactures
31
small cars for Nissan, which sells them in Europe. Nissan will also export small cars from its new
Indian assembly line. Tata Motors exports its passenger vehicles to Asian and African markets,
and is preparing to sell electric cars in Europe in 2010. The firm is planning to sell an electric
version of its affordable car the Tata Nano in Europe and in the U.S. Mahindra & Mahindra is
preparing to introduce its pickup trucks and small SUVmodels in the U.S. market. Bajaj Auto is
designing a low-cost car for Renault Nissan Automotive India, which will market the product
worldwide. Renault Nissan may also join domestic commercial vehicle manufacturer Ashok
Leyland in another small car project. While the possibilities for the Indian automobile industry are
impressive, there are challenges that could thwart future growth. Since the demand for automobiles
in recent years is directly linked to overall economic expansion and rising personal incomes,
industry growth will slow if the economy weakens.

Top 10 export destinations

India exported $14.5 billion worth of automobiles in 2014. The 10 countries below imported 47.8%
of that total.

32
 Rank Country Value (US$) Share

1 United States 1.2 billion 8.4%

2 Mexico $1 billion 6.9%

3 South Africa $888.8 million 6.1%

4 United Kingdom $637.4 million 4.4%

5 Sri Lanka $596.9 million 4.1%

6 Bangladesh $592.1 million 4.1%

7 Turkey $580.4 million 4%

8 Nigeria $546.8 million 3.8%

9 United Arab Emirates $433.6 million 3%

10 Colombia $428.9 million 3%

Passenger vehicles in India

This list is of cars that are officially available and serviced in India. While other cars can be
imported to the country at a steep 105% import duty, car-makers such as Alfa Romeo,
McLaren, Pagani, Cadillac, Chrysler, SSC, Lincoln, Zenvo, SEAT, Smart, Daihatsu,
Lexus, Infiniti, Acura, Saab, Spyker, Lotus, Ariel, Caterham, Peugeot-Citroën, Mazda, Jeep,
Kia, GAZ, and Proton in various stages of official introduction into the Indian automobile
industry.

33
 INDIAN AUTOMOTIVE COMPANIES

Models currently manufactured by Indian companies

Maruti Swift in India. Maruti Suzuki is a subsidiary of Suzuki Motor Corporation of Japan

Mahindra XUV500, one of India's best selling indigenously developed SUV

• Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Sailster

• Force Motors (earlier known as Tempo): One
• Hindustan Motors: Ambassador
• Hradyesh: Morris Street
• ICML: Rhino Rx
• Mahindra: Major, Bolero, Scorpio, Thar, Xylo, Quanto, Verito, Verito
Vibe, Genio, XUV500, e2o, TUV300, KUV100, NuvoSport.
• Premier Automobiles Limited: Sigma, RiO
• San Motors: Storm
• Maruti Suzuki (subsidiary of Japanese auto maker Suzuki) Alto
K10, Alto800, WagonR, Swift, SwiftZire, Omni, Eeco, Gypsy,Ertiga, Celerio, Ciaz, Vitara
Brezza, Baleno, Ignis, S-Cross.
• Tata Motors: Nano, Indica, Vista, Indigo, Manza, Indigo
CS, Sumo, Movus, Venture, Safari, Xenon, Aria, Zest, Bolt, Tiago.

34
Defunct Indian automotive companies

• Sipani Automobiles
• Standard Motor Products of India

Foreign automotive companies in India

Hyundai, Suzuki, BMW, Volkswagen, Audi, Mercedes Benz, Ford, Fiat, Honda, Chevrolet (of
General Motors), Toyota, Lamborghini, Jaguar, and Skoda are the foreign automotive companies
that manufacture and market their products in India.

Vehicles currently manufactured or assembled in India

Manufactured only in Chennai, India, the i10 is one of Hyundai's best selling globally exported
cars.

• Audi India: A3, A4, A6, Q3, Q5.

• BMW India: 1 Series, 3 Series, 3 Series GT, 5 Series, 7 Series, X1, X3, X5.
• Chevrolet: Spark, Beat, Sail, Cruze, Tavera, Enjoy.
• Fiat India: Punto, Linea, Avventura, Urban Cross.
• Ford India: Figo, Ecosport, Endeavour, Figo Aspire.
• Datsun: Go, Go+, Redi-Go
• Honda Cars India Limited: Brio, Jazz, Amaze, BR-V, City.
• Hyundai Motor India: Eon, i10, i20, Xcent, Verna, Elantra, Creta, Tucson.
• Isuzu: MU-7, V-Cross.
• Jaguar (Subsidiary of Tata Motors): XE, XF, XJ.
• Land Rover (Subsidiary of Tata Motors): Freelander, Range Rover Evoque.
• Mercedes-Benz India: C-Class, E-Class, M-Class, GL-Class, S-Class.
• MINI: Countryman.
35
• Mitsubishi (in collaboration with Hindustan Motors): Pajero.
• Nissan Motor India: Micra, Sunny, Terrano.
• Renault India: Pulse, Duster, Scala, Kwid, Lodgy.
• Škoda Auto India: Rapid, Octavia, Yeti, Superb.
• Toyota Kirloskar: Etios Liva, Etios, Corolla Altis, Innova Crysta, Fortuner, Camry.
• Volkswagen India: Polo, Cross Polo, Vento, Jetta.

Opel was present in India until 2006. As of 2013, Opel only provides spare parts and vehicle
servicing to existing Opel vehicle owners.

Vehicles currently imported into India

Suzuki Kizashi. Kizashis are sold by Maruti in the Indian market

• Aston Martin: Vantage, Vanquish, Rapide, Virage, DB9, DBS, One-77.

• Audi: A8 L, Q7, S5 Sportback, TT, RS 7 Sportback, RS 6 Avant, RS5, R8.
• Bentley: Arnage, Azure, Brooklands, Continental GT, Continental Flying Spur, Mulsanne.
• BMW:[153] 5 Series GT, 6 Series, 7 Series, X5 M, X6, X6 M, M3, M5, M6 and Z4.
• Bugatti: Veyron.
• Chevrolet: Trailblazer.
• Ferrari: California, 458 Italia, F12, FF.
• Fiat: Abarth 595 Competizone
• Ford: Mustang.
• General Motors: Hummer H2, Hummer H3.
• Gumpert: Apollo.
• Honda: Accord Hybrid.

36
Honda civic MugenRR

• Hyundai: Santa Fe.

• Isuzu Motors India:D-Max
• Jaguar (Subsidiary of Tata Motors): XJS, XK, F-Type.
• Koenigsegg: CCX, CCXR, Agera.
• Lamborghini:[164] Huracan, Aventador.
• Land Rover (Subsidiary of Tata Motors): Discovery 4, Range Rover Sport, Range Rover.
• Maserati: Quattroporte, Ghibli.
• Mercedes-Benz: Viano.
• MINI: Cooper, Cooper S, Convertible.
• Mitsubishi: Montero.

Mitsubishi Lancer Evolution X

• Nissan:GT-R.
• Porsche: 997, Boxster, Panamera, Cayman, Cayenne, Carrera GT, Macan.
• Rolls Royce: Ghost, Wraith, Phantom, Phantom Coupé, Phantom Drophead Coupé.
• SsangYong (subsidiary of Mahindra & Mahindra): Rexton.
• Toyota: Land Cruiser, Land Cruiser Prado, Prius.
• Volkswagen: Beetle.

37
• Volvo: V40, S60, S80, XC60, XC90.
Commercial vehicle manufacturers in India

Indian brands[edit]

• AMW
• Eicher Motors
• Force
• Hindustan Motors
• Mahindra & Mahindra
• Premier
• Tata Motors
• Hero Motocorp
• Bajaj Auto
• TVS Motor

Joint-venture (JV) brands[

• Ashok Leyland - originally a JV between Ashok Motors (owned by the Hinduja Group)
and Leyland Motors, now joint ventures between Ashok Leyland and Nissan Motors(Japan)
for LCV's; and John Deere (USA) for construction equipment.
• KaMAZ Vectra - A JV between Russia's KaMAZ and the Vectra Group
• MAN Force - A JV between Force Motors and MAN AG (Germany)
• SML Isuzu - originally, as Swaraj Mazda, a JV between Punjab Tractors and Mazda, now
53.5% owned by Sumitomo Group and with its current name since 2011.
• Tatra Vectra Motors Ltd - (defunct) Initial truck partnership with India by Vectra. Replaced
by Kamaz. Tatra trucks for sale in India are now manufactured in collaboration withBharat
Earth Movers Limited.
• VE Commercial Vehicles Limited[182] - VE Commercial Vehicles limited - A JV between
Volvo Group and Eicher Motors Limited.
• Maruti Suzuki - A joint venture of Indian Maruti and Japanese Suzuki.

38
Foreign-owned brands

• J. C. Bamford (JCB) (Owned by British multinational corporation J. C. Bamford).

• BharatBenz (Owned by Daimler AG of Germany and affiliated with
Daimler's Fuso and Mercedes-Benz brands)
• Caterpillar Inc.
• DAF
• Hino
• Isuzu
• Iveco
• MAN
• Mercedes-Benz - manufactures luxury coaches in India.
• Piaggio
• Rosenbauer.
• Scania
• Tatra.
• Volvo.
Electric vehicle and Hybrid vehicle (xEV) industry

During April 2012, the Indian government planned to unveil the road map for the development of
domestic electric and hybrid vehicles (xEV) in the country. A discussion between the various
stakeholders, including Government, industry, and academia, was expected to take place during
23–24 February. The final contours of the policy would have been formed after this set of
discussions. Ministries such as Petroleum, Finance, Road Transport, and Power are involved in
developing a broad framework for the sector. Along with these ministries, auto industry
executives, such as Anand Mahindra (Vice Chairman and Managing Director, Mahindra &
Mahindra) and Vikram Kirloskar (Vice-Chairman, Toyota Kirloskar), were involved in this task.
The Government has also proposed to set up a Rs 740 crore research and development fund for
the sector in the 12th five-year plan during 2012-17. The idea is to reduce the high cost of key
imported components such as the battery and electric motor, and to develop such capabilities
locally.

39
Electric car manufacturers in India

• Ajanta Group.
• Hero Electric.
• Mahindra.
• REVA now Mahindra Reva Electric Vehicles.
• Tara International.
• Tata Motors.
Defunct motor vehicle manufacturers of India

• Automobile Products of India or API - founded in 1949 at Bombay (now Mumbai), by the
British company Rootes Group, and later bought over by M. A. Chidambaram of the MAC
Group from Madras (now Chennai). The company manufactured Lambretta scooters, API
Three Wheelers under licence from Innocenti of Italy and Automobile ancillaries, notably
Clutch and Braking systems. API's registered offices were earlier in Mumbai, later shifted
to Chennai, in Tamil Nadu. The manufacturing facilities were located
in Mumbai and Aurangabad in Maharashtra and in Ambattur, Chennai. The company has not
been operational since 2002.
• Escorts Yamaha - in 1984 Escorts formed a joint venture with Yamaha to manufacture
motorcycles. In 2008 became India Yamaha Motor.
• Hero Motors is a former moped and scooter manufacturer based in Delhi, India. It is a part of
multinational company Hero Group, which also currently owns Hero
Motocorp(formerly Hero Honda) and Hero Cycles, among others. Hero Motors was started in
the 1960s to manufacture 50 cc two-stroke mopeds but gradually diversified into making larger
mopeds, mokicks and scooters in the 1980s and the 1990s. Noteworthy collaborators and
technical partners were Puch of Austria and Malaguti of Italy. Due to tightening emission
regulations and poor sales, Hero motors have discontinued the manufacture of all gasoline
powered vehicles and transformed itself into an electric two-wheeler and auto parts
manufacturer.
• Ideal Jawa - motorcycle company based in Mysore, sold licensed Jawa and ČZ motorcycles
beginning in 1960 under the brand name Jawa and later Yezdi.

40
• Standard - produced by Standard Motor Products in Madras from 1949 to 1988. Indian
Standards were variations of vehicles made in the U.K. by Standard-Triumph. Standard Motor
Products of India Ltd. (SMPI) was incorporated in 1948,[204] and their first product was
the Vanguard, which began to be assembled in 1949. The company was dissolved in 2006 and
the old plant torn down.

41
 COMPANY PROFILE
Tata Motors

Tata Motors Limited

Type Public

Traded as BSE: 500570 (BSE SENSEX Constituent)

NSE: TATAMOTORS
NYSE: TTM

Industry Automotive

Founded 1945

Headquarters Mumbai, India

Area served Worldwide

Key people Natarajan Chandrasekaran(Chairman)

Chandrasekaran Ramakrishnan (President
and Group CFO)
Guenter Butschek (CEO)

Products Automobiles
Sport Cars
Commercial vehicles
Coaches
Buses

42
 Construction equipment
Military vehicles
Automotive parts

Services Automotive design, engineering and

outsourcing services
Vehicle leasing
Vehicle service

Revenue ₹2.697 trillion(US$40 billion) (2016)[2]

Operating ₹216.5 billion(US$3.2 billion) (2016)

income

Profit ₹95.88 billion(US$1.4 billion) (2016)

Total assets ₹2.619 trillion(US$39 billion) (2016)

Total equity ₹763.5 billion(US$11 billion) (2016)

Number of 60,000 (2016)

employees

Parent Tata Group

Divisions Tata Motors Cars

Subsidiaries Jaguar Land Rover

Tata Daewoo
Tata Hispano

43
 Website www.tatamotors.com

Tata Motors Limited (formerly TELCO, short for Tata Engineering and Locomotive
Company) is an Indian multinational automotive manufacturing company headquartered
in Mumbai, India, and a member of the Tata Group. Its products include passenger cars, trucks,
vans, coaches, buses, sports cars, construction equipment and military vehicles.

Tata Motors has auto manufacturing and assembly plants

in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad, and Pune in India, as well as in
Argentina, South Africa, Great Britain and Thailand. It has research and development centres in
Pune, Jamshedpur, Lucknow, and Dharwad, India and in South Korea, Great Britain and Spain.
Tata Motors' principal subsidiaries purchased the English premium car maker Jaguar Land
Rover (the maker of Jaguar and Land Rover cars) and the South Korean commercial vehicle
manufacturer Tata Daewoo. Tata Motors has a bus-manufacturing joint venture with Marcopolo
S.A. (Tata Marcopolo), a construction-equipment manufacturing joint venture with Hitachi (Tata
Hitachi Construction Machinery), and a joint venture with Fiat Chrysler which manufactures
automotive components and Fiat Chrysler and Tata branded vehicles.

TATA Tiago

Founded in 1945 as a manufacturer of locomotives, the company manufactured its first

commercial vehicle in 1954 in a collaboration with Daimler-Benz AG, which ended in 1969. Tata
Motors entered the passenger vehicle market in 1991 with the launch of the Tata Sierra, becoming
the first Indian manufacturer to achieve the capability of developing a competitive indigenous
automobile.[4] In 1998, Tata launched the first fully indigenous Indian passenger car, the Indica,
and in 2008 launched the Tata Nano, the world's cheapest car. Tata Motors acquired the South

44
Korean truck manufacturer Daewoo Commercial Vehicles Company in 2004 and purchasedJaguar
Land Rover from Ford in 2008.

Tata Motors is listed on the (BSE) Bombay Stock Exchange, where it is a constituent of the BSE
SENSEX index, the National Stock Exchange of India, and the New York Stock Exchange. The
company is ranked 226th on the Fortune Global 500 list of the world's biggest corporations as of
2016.[5]

On 17 January 2017, Natarajan Chandrasekaran was appointed chairman of the company.

TATA Hexa is a crossover vehicle launched in January 2017. This vehicle is the successor
of TATA Aria.

History

The first-generation(1998–07) Tata Indica; one of the best-selling cars in the history of the Indian
automobile industry

45
Tata Bolt

Tata entered the commercial vehicle sector in 1954 after forming a joint venture with Daimler-
Benz of Germany. After years of dominating the commercial vehicle market in India, Tata Motors
entered the passenger vehicle market in 1991 by launching the Tata Sierra, a multi utility vehicle.
Tata subsequently launched the Tata Estate (1992; a station wagon design based on the earlier
'TataMobile' (1989), a light commercial vehicle), the Tata Sumo (1994; LCV) and the Tata Safari
(1998; India's first sports utility vehicle).

Tata launched the Indica in 1998, the first fully indigenous Indian passenger car. Although initially
criticized by auto analysts, its excellent fuel economy, powerful engine, and an aggressive
marketing strategy made it one of the best-selling cars in the history of the Indian automobile
industry. A newer version of the car, named Indica V2, was a major improvement over the previous
version and quickly became a mass favourite. Tata Motors also successfully exported large
numbers of the car to South Africa. The success of the Indica played a key role in the growth of
Tata Motors.

In 2004, Tata Motors acquired Daewoo's South Korea-based truck manufacturing unit, Daewoo
Commercial Vehicles Company, later renamed Tata Daewoo.

On 27 September 2004, Tata Motors rang the opening bell at the New York Stock Exchange to
mark the listing of Tata Motors.

In 2005, Tata Motors acquired a 21% controlling stake in the Spanish bus and coach
manufacturer Hispano Carrocera. Tata Motors continued its market area expansion through the
introduction of new products such as buses (Starbus and Globus, jointly developed with subsidiary
Hispano Carrocera) and trucks (Novus, jointly developed with subsidiary Tata Daewoo).

In 2006, Tata formed a joint venture with the Brazil-based Marcopolo, Tata Marcopolo Bus, to
manufacture fully built buses and coaches.[10]

In 2008, Tata Motors acquired the English car maker Jaguar Land Rover, manufacturer of the
Jaguar and Land Rover from Ford Motor Company.

In May 2009, Tata unveiled the Tata World Truck range jointly developed with Tata Daewoo; the
range went on sale in South Korea, South Africa, the SAARC countries, and the Middle East at
the end of 2009.

46
Tata acquired full ownership of Hispano Carrocera in 2009.

In 2009, its Lucknow plant was awarded the "Best of All" Rajiv Gandhi National Quality Award.

In 2010, Tata Motors acquired an 80% stake in the Italian design and engineering company Trilix
for €1.85 million. The acquisition formed part of the company's plan to enhance its styling and
design capabilities.[18]

In 2012, Tata Motors announced it would invest around ₹6 billion in the development of Futuristic
Infantry Combat Vehicles in collaboration with DRDO.

In 2013, Tata Motors announced it will sell in India, the first vehicle in the world to run on
compressed air (engines designed by the French company MDI) and dubbed "Mini CAT".

In 2014, Tata Motors introduced first Truck Racing championship in India "T1 Prima Truck
Racing Championship".

On 26 January 2014, the Managing Director Karl Slym was found dead. He fell from the 22nd
floor to the fourth floor of the Shangri-La Hotel in Bangkok, where he was to attend a meeting of
Tata Motors Thailand.

On 2 November 2015, Tata Motors announced Lionel Messi as global brand ambassador at New
Delhi, to promote and endorse passenger vehicles globally.

On 27 December 2016, Tata Motors announced the Bollywood actor Akshay Kumar as brand
ambassador for its commercial vehicles range.

On 9 March 2017, Tata Motors announced that it has signed a memorandum of understanding
with Volkswagen to develop vehicles for India's domestic market.

Operations

Tata Motors has vehicle assembly operations in India, Great Britain, South Korea, Thailand, Spain
and South Africa. It plans to establish plants in Turkey, Indonesia, and Eastern Europe.

47
 TATA MOTORS CARS
Tata Motors Cars

The Tata Prima

Tata Motors Cars is a division of Tata Motors which produces passenger cars under the Tata
Motors marque. Tata Motors is among the top four passenger vehicle brands in India with products
in the compact, midsize car, and utility vehicle segments. The company's manufacturing base in
India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh),
Pantnagar (Uttarakhand), Dharwad (Karnataka) and Sanand (Gujarat). Tata's dealership, sales,
service, and spare parts network comprises over 3,500 touch points. Tata Motors has more than
250 dealerships in more than 195 cities across 27 states and four Union Territories of India. It has
the third-largest sales and service network after Maruti Suzuki and Hyundai.

Tata LPT Trucks made at overseas plants

Tata also has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia,
and Senegal. Tata has dealerships in 26 countries across 4 continents. Tata is present in many
countries, it has managed to create a large consumer base in the Indian Subcontinent, namely India,
Bangladesh, Bhutan, Sri Lanka and Nepal. Tata is also present in Italy, Spain, Poland, Romania,
Turkey, Chile, South Africa, Oman, Kuwait, Qatar, Saudi Arabia, United Arab Emirates, Bahrain,
Iraq, Syria and Australia.

48
Tata Daewoo

The Tata Prima heavy truck on the roads of Lucknow

Tata Daewoo (officially Tata Daewoo Commercial Vehicle Company and formerly Daewoo
Commercial Vehicle Company) is a commercial vehicle manufacturer headquartered in Gunsan,
Jeollabuk-do, South Korea, and a wholly owned subsidiary of Tata Motors. It is the second-largest
heavy commercial vehicle manufacturer in South Korea and was acquired by Tata Motors in 2004.
The principal reasons behind the acquisition were to reduce Tata's dependence on the Indian
commercial vehicle market (which was responsible for around 94% of its sales in the MHCV
segment and around 84% in the light commercial vehicle segment) and expand its product portfolio
by leveraging on Daewoo's strengths in the heavy-tonnage sector.

Tata Motors has jointly worked with Tata Daewoo to develop trucks such as Novus and World
Truck and buses including GloBus and StarBus. In 2012, Tata began developing a new line to
manufacture competitive and fuel-efficient commercial vehicles to face the competition posed by
the entry of international brands such as Mercedes-Benz, Volvo, and Navistar into the Indian
market.

Tata Hispano

Tata Hispano Habit bus at Madrid Airport

49
Tata Hispano Motors Carrocera, S.A. was a bus and coach manufacturer based in Zaragoza,
Aragon, Spain, and a wholly owned subsidiary of Tata Motors. Tata Hispano has plants in
Zaragoza, Spain, and Casablanca, Morocco. Tata Motors first acquired a 21% stake in Hispano
Carrocera SA in 2005,[9] and purchased the remaining 79% for an undisclosed sum in 2009,
making it a fully owned subsidiary, subsequently renamed Tata Hispano. In 2013, Tata Hispano
ceased production at its Zaragoza plant.

Jaguar Land Rover

The Range Rover Evoque.

Jaguar Land Rover

Jaguar Land Rover PLC is an English premium automaker headquartered in Whitley, Coventry,
Great Britain, and has been a wholly owned subsidiary of Tata Motors since June 2008, when it
was acquired from Ford Motor Company of USA. Its principal activity is the development,
manufacture and sale of Jaguar Cars luxury and sports cars and Land Rover premium four-wheel-
drive vehicles.

Jaguar Land Rover has two design centres and three assembly plants in Great Britain. Under Tata
ownership, Jaguar Land Rover has launched new vehicles including the Range Rover
Evoque, Jaguar F-Type, the Jaguar XF, the Jaguar XE, the Jaguar XJ (X351) the second-
generation Range Rover Sport, the fourth-generation Land Rover Discovery, and the Range Rover
(L405).

TML Drivelines

TML Drivelines Ltd. is a wholly owned subsidiary of Tata Motors engaged in the manufacture of
gear boxes and axles for heavy and medium commercial vehicles. It has production facilities at
Jamshedpur and Lucknow. TML Forge division is also a recent acquisition of TML Drivelines.
TML Drivelines was formed through the merger of HV Transmission and HV Axles .

50
Tata Technologies

Tata Technologies Limited (TTL) is an 86.91%-owned subsidiary of Tata Motors which provides
design, engineering, and business process outsourcing services to the automotive industry. It is
headquartered in Pune (Hinjewadi) and also has operations in London, Detroit and Thailand. Its
clients include Ford, General Motors, Honda, and Tata Motors.

The British engineering and design services company Incat International, which specialises in
engineering and design services and product lifecycle management in the automotive, aerospace,
and engineering sectors, is a wholly owned subsidiary of TTL. It was acquired by TTL in August
2005 for ₹4 billion.

European Technical Centre

The Tata Motors European Technical Centre (TMETC) is an automotive design, engineering, and
research company based at Warwick Manufacturing Group (WMG) on the campus of
the University of Warwick in Great Britain. It was established in 2005 and is a wholly owned
subsidiary of Tata Motors. It was the joint developer of the World Truck.[38]

In September 2013, it was announced that a new National Automotive Innovation Campus would
be built at WMG at Warwick's main campus at a cost of £100 million. The initiative will be a
partnership between Tata Motors, the university, and Jaguar Land Rover, with £30 million in
funding coming from Tata Motors.

Joint ventures

Tata Marcopolo

Tata Marcopolo

A Tata Marcopolo bus in use inChandigarh, India

51
Tata Marcopolo is a bus-manufacturing joint venture between Tata Motors (51%) and the Brazil-
based Marcopolo S.A. (49%). The joint venture manufactures and assembles fully built buses and
coaches targeted at developing mass rapid transportation systems. It uses technology and expertise
in chassis and aggregates from Tata Motors, and know-how in processes and systems for
bodybuilding and bus body design from Marcopolo. Tata Marcopolo has launched a low-floor city
bus which is widely used by transport corporations in many Indian cities. Its manufacturing facility
is based in Dharwad, Karnataka State, India.

52
Fiat-Tata

Fiat-Tata is an India-based joint venture between Tata and Fiat Automobiles which produces Fiat
and Tata branded passenger cars, as well as engines and transmissions. Tata Motors has gained
access to Fiat's diesel engine and transmission technology through the joint venture.

The two companies formerly also had a distribution joint venture through which Fiat products
were sold in India through joint Tata-Fiat dealerships. This distribution arrangement was ended in
March 2013; Fiats have since been distributed in India by Fiat Automobiles India Limited, a
wholly owned subsidiary of Fiat.

Tata Hitachi Construction Machinery

Tata Hitachi Construction Machinery is a joint venture between Tata Motors and Hitachi which
manufactures excavators and other construction equipment. It was previously known as Telcon
Construction Solutions.

53
 PRODUCTS

For details of Tata Motors passenger cars, see Tata Motors Cars. For details of Land Rover
products, see Land Rover. For details of Jaguar products, see Jaguar Cars.

Commercial vehicles

The Tata TL

A Tata 407 water truck

A Tata Starbus

54
Tata Motors trucks in Rajasthan, India

A loaded semi-forward Tata truck

TATA Semi-Forward Cab 1210SE Truck

TATA 1210 Series - long running production model

55
Tata twin-axle lorry in South India

• Tata Ace
• Tata Ace Zip
• Tata Super Ace
• Tata TL/Telcoline/207 DI pickup truck
• Tata 407 Ex and Ex2
• Tata 709 Ex
• Tata 807 (Steel cabin chassis, cowl chassis, medium bus chassis, steel cabin + steel body
chassis)
• Tata 809 Ex and Ex2
• Tata 909 Ex and Ex2
• Tata 1109 (Intermediate truck/ LCV bus)
• Tata 1512c (medium bus chassis)
• Tata 1515c/1615 (medium bus chassis)
• Tata 1612c/1616c/1618c (heavy bus chassis)
• Tata 1618c (semilow-floor bus chassis)
• Tata 1623 (rear-engined low-floor bus chassis)
• Tata 1518C (Medium truck) 10 ton
• Tata 1613/1615c (medium truck)
• Tata 1616/1618c (heavy duty truck)
• Tata 2515c/2516c,2518c (heavy duty 10 wheeler truck)
• Tata Starbus (branded buses for city, intercity, school bus, and standard passenger
transportation)
• Tata Divo (Hispano Divo fully built luxury coach)

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• Tata CityRide (12- to 20-seater buses for intracity use)
• Tata 3015 (heavy truck)
• Tata 3118 (heavy truck) (8×2)
• Tata 3516 (heavy truck)
• Tata 4018 (heavy truck)
• Tata 4923 (ultraheavy truck) (6×4)
• Tata Novus (heavy truck designed by Tata Daewoo)
• Tata Prima (the World Truck designed by Tata Motors and Tata Daewoo)
• Tata Prima LX (stripped-down version of Tata Prima)
• Tata Prima (Racing Trucks)
• Tata Ultra (ICV Segment)
• Tata Winger - Maxivan

Military vehicles

• Tata LSV (Light Specialist Vehicle)

• Tata Mine Protected Vehicle (4×4)
• Tata 2 Stretcher Ambulance
• Tata 407 Troop Carrier, available in hard top, soft top, 4×4, and 4×2 versions
• Tata LPTA 713 TC (4×4)
• Tata LPT 709 E
• Tata SD 1015 TC (4×4)
• Tata LPTA 1615 TC (4×4)
• Tata LPTA 1621 TC (6×6)
• Tata LPTA 1615 TC (4×2)
• Tata Landrover 1515 F
• TATA SUMO 4*4
• Tata Xenon
• Tata 207

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Tata Motors proposed overhaul of armoured fighting vehicles and infantry main combat vehicles
in 2015. The inter-ministerial committee was chaired by Secretary in the Department of Industrial
Policy and Promotion (DIPP) approved most of the proposals from the defense Manufacturing
sector in India.

Electric vehicles

Tata Motors has unveiled electric versions of the Tata Indica passenger car powered by TM4
electric motors and inverters, as well as the Tata Ace commercial vehicle, both of which run on
lithium batteries.

Tata Motors' UK subsidiary, Tata Motors European Technical Centre, has bought a 50.3% holding
in electric vehicle technology firm Miljøbil Grenland/Innovasjon of Norway for US$1.93 million,
which specialises in the development of innovative solutions for electric vehicles, and plans to
launch the electric Indica hatchback in Europe next year. In September 2010, Tata Motors
presented four CNG–Electric Hybrid low-floored Starbuses to the Delhi Transport Corporation, to
be used during the Commonwealth Games. These were the first environmentally friendly buses to
be used for public transportation in India.

Notable vehicles

Tata Nano

Tata Nano is often cited as the world's most affordable car

The Nano was launched in 2009 as a city car intended to appeal as an affordable alternative to the
section of the Indian populace that is primarily the owner of motorcycles and has not bought their
first car. Initially priced at ₹100,000 (US$1,500), the vehicle attracted a lot of attention for its
relatively low price.

58
Tata Ace

Tata Ace was India's first mini truck

Tata Ace, India's first indigenously developed sub-one-ton minitruck, was launched in May 2005.
The minitruck was a huge success in India with auto analysts claiming that Ace had changed the
dynamics of the light commercial vehicle (LCV) market in the country by creating a new market
segment termed the small commercial vehicle segment. Ace rapidly emerged as the first choice
for transporters and single truck owners for city and rural transport. By October 2005, LCV sales
of Tata Motors had grown by 36.6% to 28,537 units due to the rising demand for Ace. The Ace
was built with a load body produced by Autoline Industries. By 2005, Autoline was producing 300
load bodies per day for Tata Motors.

Ace is still a top seller for TML with 500,000 units sold by June 2010. In 2011, Tata Motors
invested Rs 1000 crore in Dharwad Plant, Karnataka, with the capacity of 90,000 units annually
and launched two models of 0.5-T capacity as Tata Ace Zip, Magic Iris.

Ace has also been exported to several Asian, European, South American, and African countries
and all-electric models are sold throughPolaris Industries' Global Electric
Motorcars division.[53] In Sri Lanka, it is sold through Diesel and Motor Engineering (DIMO) PLC
under the name of DIMO Batta.

Tata 407

The Tata 407 is a light commercial vehicle (LCV) that has sold over 500,000 units since its launch
in 1986 In India, this vehicle dominates market share of the LCV category, accounting for close
to 75% of LCV sales.

TATA MOTORS

59
The largest passenger automobile and commercial vehicle manufacturing company of India Tata
Motors Limited, was formerly called TELCO (TATA Engineering and Locomotive Company),
has its headquarters in Bombay, now Mumbai, India. Established in 1945, listed on the New York
Stock Exchange in 2004 has created Rs. 320 billion wealth and was one of the top
10 wealth creators in India, with manufacturing facilities in the towns of Jamshedpur, Lucknow,
and Pune. This company was founded by Jamshetji Tata and is run by Ratan Tata under the flagship
company known as Tata and sons group. He commands 22000 employees working in three plants
as well as other regional and zonal offices across the length and breadth of India.
Tata motor’s passenger cars still need to reach acceptable international requirements. The company
commands an imposing 65% share of the domestic commercial vehicle market and is trying to
modernize this segment. The financial business of Tata motors was separated into a subsidiary
company in sep. 2006, where it recorded a strong financial performance during the last 5 year
period. From year 2005-2009, the profits of the company went up at a CAGR of 36.4%, to attain
Rs. 331, 525 million in 2008from Rs. 95, 731 Million in 2003. By floating two rights issues at the
end of Sep 2009 Tata Motors Ltd expected to raise Rs 4, 150 crores. They are offering one ordinary
share valued at Rs. 340 every six shares expecting to net Rs. 2.90 Crores, the so called “A” share
would have different voting and dividend rights, for every such 6 shares held at a face value of
305 would raise Rs. 1.960 Crores, these proceed would be utilized for an early repayment of the
short term funding of 2.3 Billion $ (Rs. 10,189 Crores) Borrowed for Acquisition of jaguar and
Land Rover from their principle “The Ford Motor Company’s”.
As TATA MOTORS is regarded as one of the best fuel efficient cars. Hence I conducted a study
on the consumer perception about small cars. Firstly, I took three brands of small cars; Zen estilo,
Indica and Santro for a comparative study of small car segment.
Later I went through the process of filling the questionnaires, to know exactly what the customer’s
of small cars perceived about their cars. Tata motors were established on September 1, 1945,
originally for the manufacture of Steam Locomotives at Jamshedpur.

60
All the cars taken for the sample showed that the consumers perceived them as almost same in all
the attributes like safety, comfort and luxury. But, at the end the research was limited due to small
sample size, small sample area and time constraints.

TELCO (TATA Engineering and Locomotive Company)

• Multinational Corporation.
• Headquarters in Mumbai.
• India's largest passenger automobile and commercial vehicle manufacturing company.
• World's 19th largest automaker.
• Sales: 19,654.41cr.
• Stock price: Rs. 347

In 1969 Tata motors had become an independent producer of Medium Commercial Vehicles. It
had also developed the capability of designing, testing and manufacturing such vehicles.
Leading commercial vehicle manufacturer and has significant presence in the multi-utility and
passenger car segments.

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With the Launch of Tata Indica, a Euro 2 compliant vehicle is the country’s first indigenously
designed, developed and manufactured passenger car.
With the launch of Tata nano, Tata has penetrated the market to its extreme by making a car
available for Rs. 132000 only. This is the cheapest car in India till date and with the announcement
of its diesel variant it has made potential buyers to eagerly wait for it.

62
Products of TATA Motors

63
[1] Passenger cars and utility vehicles

64
[2]Commercial vehicles

[3] Military vehicles

65
[4] Concept vehicles
2000 Aria Roadster
2001 Aria Coupe
2002 Tata Indica
2002 Tata Indica
2004 Tata Indigo Advent
2005 Tata Xover
2006 Tata Cliffrider
2007 Tata Elegante
2009 Tata Prima

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Tata Indicia Xeta

Webster's
Dictionary circa
2050 Indica: A successful Indian product of truly Indian origins. The word is derived from the first
automobile to be designed, manufactured and sold successfully by an Indian company. Several
variants of its original hatchback design were spawned and eventually over one million vehicles
based on the platform were sold. The diesel-engine vehicle sold in large numbers across the nation
and even has the notable achievement of having been exported to several countries across the
globe. The diesel-engine Indica received notable appreciation from all around, whereas the petrol-
fuelled versions played second fiddle on the sales graphs.
TATA Motors has launched a new version of its small car. Christened Indica V2 Xeta, the petrol-
powered car with a 1.4-litre engine is said to deliver a mileage of 14 kmpl under standard test
conditions. The Xeta's engine, delivering 70 PS, is far more powerful than the earlier version.
Besides common black and silver, the car is available in three flashy hues. The Xeta is touted be
among the first few small cars to sport beige interiors. Besides these compelling features, the
pricing is also attractive, at Rs 2.94 lakh for the AC model. The Xeta range is priced between Rs
2.69 to Rs 3.65 lakh ex-showroom Delhi. Customers may avail themselves of loans of up to 90
per cent from select financiers over a seven-year period with EMIs as low as Rs 4,471.
We can have some inside view of this wonderful car:

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68
 MARKETING STRATEGIES

TATA unveiled its long awaited 1 Lakh rupee car (actually a little over 1 lakh after tax) for the
masses and they call it “The People’s Car”. It’s a sweet looking small car, just enough to take
four people around the city. 1 Lakh rupees roughly translate to 2500 rupees monthly installment
and because of this reason TATA is expect to sell record breaking numbers and leave Indian roads
blocked.
TATA Nano
TATA Nano will hit the roads and as it is a definite threat to Maruti 800. TATA stated that the
initial production of this car will be of 250,000 a year. After about four years of hard efforts TATA
Nano (1 lakh rupee car) was on road now.
The introduction of the Nano received media attention due to its targeted low price. The car is
expected to boost the Indian economy, create entrepreneurial-opportunities across India, as well
as expand the Indian car market by 65%. The car was envisioned by Ratan Tata, Chairman of the
Tata Group and Tata Motors, who has described it as an eco-friendly "people's car". Nano has been
greatly appreciated by many sources and the media for its low-cost and eco-friendly initiatives
which include using compressed-air as fuel and an electric-version (E-Nano). Tata Group is
expected to mass manufacture the Nano, particularly the electric-version, and, besides selling them
in India, to also export them worldwide.
Critics of the car have questioned its safety in India (where reportedly 90,000 people are killed in
road-accidents every year), and have also criticized the pollution that it would cause (including
criticism by Nobel Peace Prize winner Rajendra Pachauri). However, Tata Motors has promised
that it would definitely release Nano's eco-friendly models alongside the gasoline model.

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 CURRENTS FACTS
❖ Today Advertising is one of the most common ways to make car buyer or car enthusiast aware
of the new car with special promotion price. Another more important way of advertising is to
create an image or brand image. Take BMW Z3 for example, it was introduced in 1996 and
shortly the car has been used in the famous James Bond movie. Over the years Tata Motors
have been successful in creating their brand image.
❖ The packaging, innovations, and quality control. Tata Motors provide many innovative
features to attract car lover. One of these innovations is the Tata Safari 4X4 Dicor that has
“Reverse Guide System”. A weather-proof camera is fixed to the rear car to help the driver
while reversing the car.
❖ There are various factors to determine a price of a car. These factors are such as market
condition (it can’t be too low or too high with the prices of same vehicle from competitors, it
has to be at par), cost incurred to build a car, profit by company, dealer profit. Giving discount
every month and special promotion for certain type of vehicle also one of the strong strategy
use by Tata Motors. Discount can be made from Company’s profit or from dealer’s profit at
certain range.
❖ Place of dealership does play an important role. The channel of distribution, physical location,
and dealership method of distribution and sales is generally adopted. The distribution of
vehicle must be in a very systematic way, from the plant to dealership and to end user. This is
not only in India itself but also to the world-wide dealership.

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 OUTLOOK OF INDUSTRY

❖ The industry witnessed a change in demand dynamics in last few years. The demand for LCVs
in the <=3.5 tones segment is rising at the cost of demand in 5 to 7.5 tones category, while
demand in 7.5 to 12 tones segment and 16.2 to 25 tones segment is booming at the cost of
demand in 12 to 16.2 tones segment. Demand for trailers of >35.2 tones is witnessing a surge
while demand for semi-trailers in 26.4 to 35.2 tones segment is suffering. This structural shift
in demand dynamics is due to the evolution of Hub & Spoke model of distribution, which is
now adopted by transportation players because of improved road infrastructure and also the
ban on trucks in many cities by the authorities to tackle the traffic congestion issues. According
to the Hub & Spoke model, HCVs plying over the highways to transport goods to different
states and districts, while MCVs are used in distributing goods to different cities and the last
leg of distribution in intra city is done by using <=3.5 tonner vehicles

GLOBAL OPERATIONS
Tata Motors has been aggressively acquiring foreign brands to increase its global presence. 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. Tata Motors
has also acquired from Ford the rights to three other brand names: Daimler, Lanchester and Rover.

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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, giving it controlling rights of the company. Hispano’s presence is being expanded
in other markets. On Tata's journey to make an international foot print, it continued its expansion
through the introduction of new products into the market range of buses (Starbus & Globus) as
well as trucks (Novus). These models were jointly developed with its subsidiaries Tata Daewoo
and Hispano Carrocera. In May, 2009 Tata unveiled the Tata World Truck range jointly developed
with Tata Daewoo. They will debut in South Korea, South Africa, the SAARC countries and the
Middle-East by the end of 2009. In 2006, it formed a joint venture with the Brazil-based Marco
polo, a global leader in body-building for buses and coaches to manufacture fully-built buses and
coaches for India and select international markets. Tata Motors has expanded its production and
assembly operations to several other countries including South Korea, Thailand, South Africa and
Argentina and is planning to set up plants in Turkey, Indonesia and Eastern Europe. Tata also
franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia and Senegal.
Tata has dealerships in 26 countries across 4 continents. Though Tata is present in many counties
it has only managed to create a large consumer base in the Indian Subcontinent namely India,
Bangladesh, Bhutan, Sri Lanka and Nepal and has a growing consumer base in Italy, Spain and
South Africa.
The Government of India announced an automobile policy in December 1997. The policy required
majority-owned subsidiaries of foreign car firms to invest at least US$50 million in equity if they
wished to set up manufacturing projects in India. It also forced them to take on export obligations
to fund their auto part imports and required them to submit to a schedule for increasing the share
of locally made parts in their cars. Mere car assembling operations were not welcomed. An Indian
cabinet panel will soon consider a new automobile policy that aims to set fresh investment
guidelines for foreign firms wishing to manufacture vehicles in the country. Investments in making
auto parts by a foreign vehicle maker will also be considered a part of the minimum foreign
investment made by it in an auto-making subsidiary in India. The move is aimed at helping India

72
emerge as a hub for global manufacturing and sourcing for auto parts. The policy sets an export
target of $1 billion by 2005 and US$2.7 billion by 2010.
The policies adopted by Government will increase competition in domestic market, motivate many
foreign commercial vehicle manufactures to set up shops in India, whom will make India as a
production hub and export to nearest market. Thus Tata Motors CV will have to face tough
competition in near future, which might affect its growth negatively.

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ORGANIZATION STRUCTURE OF TATA MOTORS

74
 REASONS WHY ONE SHOULD JOIN
TATA MOTORS
• Rewarding career

As an Tata Motors employee, one will help people realize their dreams by fulfilling their financial
goals. The difference employee makes to their lives is more rewarding & satisfying than one can
ever imagine.

• A successful team

By joining Tata Motors, employee becomes a part of the country’s finest team of Tata Motors is
the No.1 private player. Recently it has been adjudged the Best for yr 2015

• Attractive remuneration

Tata Motors offers one of the best remuneration systems in the industry that not only takes care of
employee ’s current earnings, but also guarantees earnings for the future. What’s more, employee
can set his own income targets with a potential to earn as much as one wants for the rest of his life.

• Independence

As employee, one will be a true entrepreneur. One has the freedom to be his own boss, work for
himself, choose his own clients & make his own money. All of this, without making any initial
capital investment.

• World-class training

Tata Motors provides you with the best-in class training system, since that is what differentiates
Tata Motors employees from the rest. Even if one doesn’t have previous experience in selling,
their multi-dimensional training program conducted by their qualified in-house training personnel,
will make you a specialist in life insurance sales. Their training program is conducted.

• Commitment to career agency system

Their Commitment to career agency system means that, they support their employee s & their
efforts not just today but at every stage of their business. They believe in encouraging their

75
employee s to strive towards the highest level of success, throughout their careers. Infact,
depending on the performance, they offer a management career option with the company.

• Infrastructure support

They have invested in creating a state-of-the-art infrastructure at each of their offices. Employees
have access to the necessary tools, technology & people support that will enable you to build a
profitable long-term business.

• Sales & marketing support

Tata Motors supports their employee s with innovative sales & marketing tools. The sales,
promotions & marketing collaterals that they provide will help the employee s take their business
to new heights.

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 RECRUITMENT PROCEDURE AT TATA
MOTORS
At the beginning of every year, Tata Motors certain strategic objectives for achieving its annual
business targets. Based on this, each center of the organization plans out its manpower requirement
and then the Finance Department analyzes the costs involved in recruiting the required manpower.
After discussions with various Circle Heads, the recruitment plan is finally set in motion.
1. The recruitment process at Tata Motors essentially starts with the Manpower Requisition
Form as per the manual provided by the Company. This form details the type of vacancy that
is existing for a particular department and the number of personnel and their qualifications
required for the job.
External sources of recruitment used at Tata Motors
a. Recruitment through consultants
Manpower consultancies are an important source for providing prospective candidates.

77
 b. Trainee Program Campus Recruitment
The primary objective of recruiting students from campus is to groom young and fresh
talent to fit into the organization’s culture through a well planned learning process. This
resource pool can be utilized to contribute a new perspective to the technical and non-
technical aspects of business.
c. Job Portals
Job portals like www.naukri.com , www.monster.cometc are also a source of
recruitment at Tata Motors .

Internal sources of recruitment used at Tata Motors

a. CV Data Bank
The internal databank of cv’s is an important source of profiles, especially with
regard to local candidates. After the applications are received, they are screened
and short-listed for further processing.

78
b. Employee Referral
Employee referral is an efficient and cost effective way of attracting qualified
candidates. Employees not only get the referral fee, but they also play a role in
shaping the company’s future.

c. Outsourced Employee
Hiring an outsourced employee simplifies the induction process as the employee is
acquainted with the job complexities and the organization culture. The term
“outsourced employees” refers to the employees working in contract basis. These
employees are on the pay roll of an external agency and are primarily employed at
entry level positions.

d. Internal Job Posting

This method is used for identifying qualified internal candidates. It has the
advantage of redeploying people already acquainted with the company’s business
processes and culture and hence, job training can be reduced.

79
2. Screening of applications is done and the appropriate applicants are sorted out and interview
calls/aptitude tests arranged at the appointed dates.

Business Process Aptitude Test (BPAT): This test is only applicable for screened applicants.
Business Process Aptitude Test
Module Time Taken Minimum Candidate’s Maximum Percentage
(seconds) Passing Score Score
Score
Analytical
Numerical
Sentence
Completion
Series
TOTAL
Only those candidates are sent for the interview who clear the BPAT.

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3. Filling up of the Interview Assessment Form and undergoing the Psychometric
Assessment Test is an important aspect of the recruitment process. Here the following
parameters of the candidate are tested and ratings are given:
• Overall Appearance & Self Presentation
• Education & Past Work Experience
• Communication Skills
• Customer Focus
• Result Orientation
• Initiative with Speed
• Self Confidence
• Passion for Achievement

The Psychometric Assessment Test evaluates the candidate on the CRISP parameters:
C - Customer Focus
Implies demonstrating a knack for anticipating customer needs, servicing them and
constantly seeking new ways to surpass customer expectation so as to build equity with
respect to business objectives.

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R - Responsibility for Results
This implies demonstrating a result focused approach rather than activity orientation,
having the ability to create a high performance work climate, drive high and stretched goals
and relentless sly focus on value creation, taking the ownership and responsibility for one’s
own actions and coming up as a self motivated individual focusing on deliverables and
deliveries.

I - Initiative with Speed

This implies demonstrating a desire to take the first step, thinking new and ahead and being
swift without compromising on quality, being creative and innovative and having the
willingness to experiment and take risks, proactively engaging others to create new value
in whatever is being done.
S - Self Confidence with Consciousness
This implies demonstrating the ability to handle complex and adverse situations, without
being overawed by complexity and mounting hazards, always being aware of the
consequences of one’s own behaviors and desired outcomes from a particular situation
without getting confused.

P - Passion for Achievement

This implies demonstrating zeal relentlessly to surmount handicaps, bottlenecks, and
constraints to achieve goals, converting perceived threats in to opportunities and taking
every assignment to its logical conclusion.
The scores for each parameter are depicted in the following manner
Very Low: Implies that the test taker has restricted access to this competency and he is
normally expected not to demonstrate the competency at the work place and expression of
positive behavioral indicators is likely to be rare. The test taker has limited ability to utilize
this competency.
Low: This means that the test taker has limited access to this competency and his
performance on this competency is more likely to be conditional (if conditions are
favorable, he/she may exhibit a satisfactory level on this competency). The test taker has
less than adequate ability to transform decisions related to this competency into action.

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Moderate: The test taker has moderate ability to this company and is normally expected
to demonstrate a medium level on this competency under most situations. A higher level
can be reasonably expected under favorable conditions.
Strength: The test taker has very good ability to utilize the competency especially in well
defined areas. However, there are specific situations, especially under pressure, that can
interfere with the translation of his/her ability into decisions and actions. His behavior may
be characterized by frequent display of positive behavioral indicators of this company.
Towering Strength: The test taker has excellent ability to translate his competencies into
decisions and actions thereby reducing the potential for errors and mistakes. The test taker
has very good ability to translate his competencies into measurable action steps and he/she
consistently displays positive behavioral indicators of this competency.

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 PERSONAL FILE CHECK – LIST

1. CV

2. ID PROOF

3. SOURCE OF RECRUITMENT

4. RECRUITMENT EXAMS WORKSHEET(BPAT & CRISP)

5. APPOINTMENT LETTER OF CURRENT COMPANY

6. PRE-EMPLOYMENT APPROVALS(SALARY TEST NOTICE PAY ETC)

7. SELF DECLARATION

8. OFFER LETTER SIGNED

9. MARKSHEETS

10. PERMANENT ADDRESS PROOF

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 OBJECTIVE OF THE STUDY
The main objectives of this project are:
• To study the recruitment procedure of employee used at Tata Motors
• To analyze the effectiveness of this very important function in terms of development of the
organization and the individual.

The business report covers two main areas of the organization strategy for recruitment and
selection. These areas are the recruitment processes and selection processes. Encompasses those
two areas are the specific steps that are used to implement the organization recruitment and
selection process. All steps were assessed and issues were found in the following:

• Recruitment process

• Employment agencies

• Vacancy promotion

• Selection process

• Interview structure

• Interview environment

• Orientation

• Timing of orientation

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 RESEARCH METHODOLOGY
This Research involves the collection of primary data through survey approach because data is to
be collected only by meeting people of different age groups, different segments and different
working groups who are interested in doing work for earning money. Survey helps to know that
which type of persons’ profile has been more interested in earning money.

Approached people through various means. We did cold calling, targeted on various segments.
Invited people for COPs, a meeting that talks about the career opportunity being provided and the
benefits that employee can avail once he starts with his work.

We mainly approached people ones who seemed to be on a look out for a job.

Once people are short listed and recruited, we follow a series of procedures through which they
are finally selected. The procedure is known as the selection process explained in detail.

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 RESEARCH INSTRUMENT

The research instrument used here for collecting primary data is questionnaire. This has provided
flexibility in substantial Information from diversified people. This survey helped to know that how
people be an employee in a organisation.

SAMPLING PLAN:

• Sampling unit: 30

(Qualified people of age above 18 yr )

• Sample size : 30
• Sampling Procedure

Random sampling

• Big sample size helps in getting more reliable result & information about the
respondents preferences for being as an employee.

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 CONTACT METHOD:

Following contact methods through which information was gathered:

• In depth interview

IN-DEPTH INTERVIEW:

After collecting the data I made an appointment with respondents for their detailed
interview to check whether the candidate have zeal to earn money by making relationship
with customers. Their qualification and work experience was also checked.

DATA COLLECTION:

• Primary Data: Data collected through market survey and cold calling.
• Secondary Data: Data collected from magazines, yellow pages and from
other indirect sources.

Primary Data:

For collecting data I directly approached to persons of different profile with questionnaire.
With the help of pilot I took the relevant information out of them.

Primary data is the kind of data, which is collected by the investigator himself for the purpose of
the specific study. The data such collected is original in character. The advantages of this method
of collections authentic.

For Primary data we did Market surveys where we approached people through questionnaire, used
posters & banners (many people came enquiring & we got questionnaires filled on which calls
were made later, we also did cold calling on random numbers telling people about the career
opportunity & those that seemed interested were called to the office for formal meeting. The
method of sampling was the random convenient sampling method.

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MARKET SURVEY

We carried out various surveys where we approached people and offered them a service
opportunity that Tata Motorswas offering. We approached people who appeared, and showed
interest in Tata MotorsTheir name & contact numbers were taken & later on they were called and
invited for a COP (Career Opportunity Path), at the office premises.

The various places where surveys were conducted:

At the above places, we approached people with a questionnaire taking their information. Through
that we also asked if they were satisfied with their current earnings. Also since how many years
was a person residing in Lucknow All this helps in judging who will be a better person to approach
first and who fulfills the criteria we were looking out for the most.

SECONDARY DATA: First I segmented the market of candidates of required profile

for being as an employee . Then I took data containing their information from other sources.

These data was taken When an investigator uses the data that has been already collected by others
is called secondary data. The secondary data could be collected from journals, Reports, internet
and various publications. The advantages of the secondary data can be it is economical, both in
terms of money and time spent.

For secondary data we used various sources like, CA’s directory, Yellow pages, references & also
data from various internet sites like naukri.com, monster.com where there are few free resumes
available. We were also given data by our respective B.A.’s to work on.

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 DATA ANALYSIS AND INTERPRETATION
The data gathered was analyzed qualitatively. The analysis was aimed to figure the
ideal type of employees to make the distribution chain more effective. Data getting
from questionnaire categorized into four category as:

• People who were interested in doing job & not satisfied with their
earning.

• People who were interested in doing job & satisfied with their earning.

• People who were not interested in doing job & satisfied with their earning.

• People who were not interested in doing job & not satisfied with their
earning.

All the data taken from the survey classified into three segment. Findings changes
according to profile.

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 DATA ANALYSIS AND INTERPRETATION

FINDING 1
Reasons of being Employee with Tata Motors
Income 14%

Career progression 14%

Recognition 5%

Flexibility
3%

All the above 64%

Interpretation:

Since the above finding shows that most of the employee with Tata Motors have a mix
reason for being an employee so, the dominating feature will be that one which forms the major
portion of the mix reaction Thus, Tata Motors is able to satisfy the two major desires of its
employee s those are money and growth.

FINDING 2
Annual Business Provide by employee

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 0-35000
5%

35000-70000
14%

MORE THAN 70000

81%

Interpretation:

A majority of employee s are able to deliver a good results and giving good figures. About 81%
are giving business more than Rs. 70,000 a year but it is not last it needs some proper attention to
develop it more.

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Findings 3
Reasons of Liking with Tata Motors
Integrity 27%

Good Working Environment 11%

Customer-friendly policies 32%

Can work all over the country 30%

Interpretation:

The finding is able to tell that the Employee Liking Tata Motors because in Tata Motors. Customer
friendly policy and can work all over the country. Its benefit of the Employee s and for the
company.

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Findings 4

Working Environment
Very Good
5%

Good
32%

Average
39%

Poor
24%

Interpretation:

The finding shows the most Employee Perceptions for the Tata Motors Good working
environment and somebody are says very good environment. It is benefits for the company then
they can provide the better facility for the Employees.

Findings 5

Durations of Working with Tata Motors

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 0-1 yrs 41%

1-2 yrs 42%

2-3 yrs 14%

More than 3 yrs 3%

Interpretation:

In the Tata Motors maximum Employees are working between one to two years. The findings
show the employee’s growth in the company.

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1. People interested in joining Tata Motors
yes 45%

no 24%

cant say 31%

Interpretation:

Above graph shows 45% respondent said that they interested in joining Tata Motors, 24% not
interested, but 31% can't said.

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2 . Age group of the employee
Year

15-18 0%

19-25 36%

26-30 30%

31-40 26%

More than 40
8%

Interpretation:

Above graph shows that max no of employee s are at the age group of 19 to 25 year.

5. What is your last academic qualification?

12th 24%
Graduate 52%
Post Graduate 8%

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 MBA 16%
C.A Nil

Interpretation:

Above graph shows 24% last academic qualification is 12th, 52% graduate, 8% post graduate,
16% MBA.

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 6. Are you satisfied with Tata Motors?
Yes 85%
No 15%

Series1, No ,
15%, 15%

Yes
No

Series1, Yes ,
85%, 85%

Interpretation

Above graph shows 85% respondent satisfied with Tata Motors but 15% not satisfied.

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7. What inspire you for hard working?

Motivational session 28%

Joint field visit 12%
Commission incentive and reward 70%

Series1,
Motivational
session , 28%,
25%

Motivational session

Joint field visit

Series1, Series1, Joint
Commission Commissionfield
incentive
visit ,and
12%,
incentive and reward 11%
reward, 70%,
64%

Analysis:

Above graph shows 28% respondent said that they inspire for hard working is Motivational
session, 12% joint field visit, and 60% are commission, incentive and reward.

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 FINDINGS
The data shows that to recuiting a employee varies according to person’s profile.
Most of the unemployed person want to get a job with salary.

Unemployed don’t have any kind of job. They just want to do something which can
give them a position in corporate world. Since the work profile of an employee is to
interacting with the people and convincing them for purchasing.

Private employees whose salary within Rs 15,000, are highly interested to become
an employee. They just want to make money. Age also matters here, most of the
private employee who were showing their interest. Hence they have the higher
percentage among all the employee.

The Tata Motors multinational concern is busy in recruiting and selecting employees
tactfully, skillfully and with expertise. In view of the competition, especially in the
private sector, the Tata Motors Makes efficient sales team effort with expertise to
create excellent customer relationship management with great online support and
personal contacts.

The Tata Motors is one of the most prominent companies with expertise and
experience. Employee are extensively trained in understanding customers needs with
a dedicated work force behind it, the Tata Motors success story is a result of the
unique vision of the company.

Hence, recruitment of employees is one of the most important jobs. Inefficient

employees are burden for the company. Hence only the capable people who have
desire to earn and work hard are selected.

The intensive market research shows that most of the respondents are showing their
interest in Tata Motors. They are looking for high commission slab and marvelous
career growth path.

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During my research report I took the help of the above described things.
Consequently I became able to recruit maximum employee.

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 RECOMMENDATION AND SUGGESTION
New following suggested techniques & their implementation
• Market survey for doing job in fastest growing sector, conducted in different region in
Lucknow
• New flexible tele-calling script based on data collected by survey. It changes according
to person’s profile.
• Full exhibition of posters showing the benefits of being a employee.
• Presentation to visitors has done one by one.
• Advertisement in print media.
• SMS to mobile holders about job.
• New designed posters and banners.
• References
• Sticking the banners within the office and outside the office which shows the extra benefit
for becoming employee of Tata Motors

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Utilization of following sources for attracting more people towards Tata
Motors

Print Media: Advertisements were given out in the classifieds section of the leading
Newspapers like Hindustan Times and Times of India stating the opportunity available and
interested people were asked to send in their resumes.

SMS: No’s of the probable prospects were taken from the classifieds sections and a SMS was
sent to them starting the opportunity.

References: We also took References from the people we interviewed regarding whom they
thought would be the best suited and willing to work and we then contacted them.

Posters & Banners: We had got posters printed stating the carrier opportunity available and
posters were put up at strategic places We also had got Banners made stating the opportunity
available to have an earning and stood at strategic places like bus stops and public places. To
increase the job satisfaction level of the employee the company should concentrate 'mainly on the
commission, incentive and reward structure rather then the motivation session and joint field visit.

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 LIMITATIONS
➢ Most of the result that is spelt out has been of qualitative aspect.

➢ Research had to be cut short because of limited time and working hours.

➢ Sample size was restricted by the guide to 30, which might lead to improper findings from the
date gathered.

These 8 weeks at Tata Motors have taught me a great deal. Since it was my first experience of
working, I initially had my inhibitions but all of them went away very soon.

Interacting with people, knowing their ideas & way of thinking had been quiet interesting. I now
have a slightly better understanding about people & how they behave. I met a number of people &
each of them was so different.

I have learnt a lot about the art of communication after interacting with different sets of people.

I also have better knowledge about the Tata Motors & its working.

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 CONCLUSION
The today’s scenario signals that there is a lot of potential for the growth of
technology as the people are becoming more & more Concerned about the safety &
security of themselves & their loved ones This increasing awareness & concern
about the need for cement requires the presence of expert people who can guide &
advice people be an employee in Tata Motors& suggest them the products that fits
their needs perfectly. An Employee is the one who can take up this responsibility
& help people in this It will not only be beneficial for the society but it will also
give him an opportunity to grow, to earn & achieve self-satisfaction. And with a
backup of a reputed company like Tata Motors , there seems no barrier in achieving
this. In the end, I would like to say that it was an amazing learning experience to be
a part of Tata Motors

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 BIBLIOGRAPHY
Books
❖ MAMORIA C.B personnel management ,2000, Himalaya publishing house, New Delhi
❖ Prof P.C Tripathi ,Human Recourse Development , Himalaya publishing house, New
Delhi
❖ P.SUBA RAO Essentials Of Human Recourse Management And Industrial Relations
❖ R.S. DWIVEDI Managing Human Recourse
❖ Human Recourse week Magazine
❖ Kotler Philip, “Marketing Management” Eleventh Edition.

Websites :-
❖ www.google.com
❖ Information Brochure of Tata Motors
❖ Product Manuals of Tata Motors

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 QUESTIONNAIRE FOR EMPLOYEE

1. Personal Information
Name:
Sex: M/ F
Adders:..................................................………………………………..
Material status:
(a) Single...........
(b) Married ........... .....
Age group.. . ... . . .. (a) 15-18 (b) 19-25 (c) 26-30 (d) 31-40
(e) more than 40
2. What is your last academic qualification?
12th ( ), Graduate ( ), Post Graduate ( )
Others___________________________
3. Are you joined in this job in Tata Motors
Yes ( ), No ( )
5. At present you are working in job
Yes ( ), No ( )
6. If you are doing any other job?
Yes ( ), No ( )
7. Are you preferred job in S.S. Developer?
Yes ( ), No ( )
8. Are you satisfied about commission and incentive structure of Tata Motors ?
Yes ( ), No ( )
9. What inspire you for hard working?
A. Motivational session ()
B. Joint field visit ()
C. Commission, incentive and reward ()

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11. Do you think that achieving of target and amount was easy for you?
Yes ( ), No ( )
1. If yes, then what factor made it easy?
A. Your own network and capability ( )

B. Market Demand ()

12. What are the things you like in your organization?

a. For commission and Incentive Structure
b. For Job Opportunity
c. For Good Working Environment and Management Support
d. For Good Reputation of Tata Motors

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