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Author Name Akash Ranjan

Title Akash Ranjan
Paper/Submission ID 573776
Submission Date 2022-07-26 09:31:01
Total Pages 17
Document type Project Work

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EMPLOYEES PERFORMANCE TATA MOTORS BY 19UE1E0002
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28 Comparing Designers Problem-Solving Behavior in a Parametric Design Publication

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 NTCC
Team
Paper

Non-Teaching Credit Course(NTCC)

TATA MOTORS
Submitted By- Akash Ranjan
BBA (2021-2024)
Roll No- F12
Enrolment No- A3906421239
Faculty Guide- Dr. Mamta Sharma
 Introduction
The largest automaker in India, Tata Motors Limited (TML), has a $42 billion market cap
and is a top producer of automobiles, utility vehicles, buses, trucks, and defence vehicles
worldwide. Tata Motors, which was incorporated in India in 1945, is a division of the more
than $100 billion Tata Group, which Jamsetji Tata founded in 1868. The Company is on the
way to influencing India's future of mobility because to its reputation for superior quality,
creativity, engineering, and design. Our company's guiding principle is sustainability and the
idea of "giving back to society," and we take good corporate citizenship very seriously.
6
With a vast global reach, the Company has consolidated its position as the Tata Motors
7
Group through mergers and acquisitions. It offers a wide range of engineering and
automotive solutions through a network of 76 companies in India and other countries.
The Group's automotive businesses include some of the most recognisable brands in the
3
world, including Tata Daewoo in South Korea and Jaguar Land Rover in the UK.

History
The business was established in 1945 as a producer of locomotives and was formerly known
2
as Tata Engineering and Locomotive Company (TELCO). In 1954, the business produced its
first commercial vehicle as part of a partnership with Daimler-Benz AG that lasted until
1969. Tata Motors became the first Indian company to build a competitive domestic
automobile when it introduced the TataMobile in 1988, followed by the Tata Sierra in 1991,
and so entered the passenger vehicle market. Tata introduced the Indica, the world's first
wholly indigenous Indian passenger automobile, in 1998. The Tata Nano, the world's most
cheap car, was introduced in 2008. In 2004, Tata Motors purchased Daewoo Commercial
Vehicles Company, a South Korean producer of trucks. Since the firm created it for the 2008
acquisition of Jaguar Cars and Land Rover from Ford, Tata Motors has served as Jaguar Land
Rover's parent company.

Major Plants
Plants in India:
 Jamshedpur
 Pantnagar
 Lucknow
 Sanand
 Dharwad
 Pune

Plants Overseas:
 Argentina
 South Africa
 United Kingdom
 Thailand
Board Of Directors
 Automobile Industry Analysis
5
By 2026, it is anticipated that the Indian automotive market would be worth $300 billion.
India is the world's largest producer of tractors, the second-largest producer of buses, and the
third-largest producer of heavy trucks, giving it a significant position in the market for heavy
vehicles.

In FY21, India produced 22.65 million cars annually, with 13 million of those built between
April and October 2021.

All divisions experienced growth for the calendar year (CY) 2021, and overall sales grew by
5.8% to 18.49 million units from 17.47 million units from January to December 2020.

Sales of passenger automobiles rose from 2.43 million in CY20 to 3.08 million in CY21, a
26.6 percent rise. 677,119 commercial vehicles were sold in total, a 34% increase from
505,102 the year before.

For Q3 FY22, passenger vehicle sales totaled 761,124 units.

A total of 1,860,809 passenger vehicles*, three-wheelers, two-wheelers, and quadricycles

were produced as of January 2022.
9
Mercedes Benz is the most popular luxury car manufacturer, with sales of 2,259 units in
December 2021, representing a YoY gain of 19.7 percent.

Exports of automobiles reached 4.13 million units in FY21, increasing at a CAGR of 3.47
percent from FY16 to FY21. The majority of India's exports were two-wheelers (79.38
percent), passenger cars (9.79 percent), and three-wheelers (9.52 percent). The Indian auto
sector aims to five-fold its car exports between 2016 and 2026.
7
Several automakers have started making significant investments in various sectors of the
business over the past few months in order to keep up with the escalating demand. Between
April 2000 and September 2021, the sector attracted FDI equity inflows (FDI) of US$30.78
billion, or 5.49 percent of all FDI equity, during that time.
 17
Sales of electric vehicles (EVs) hit a new high of 5,592 units in the third quarter of FY22.
Overall, 329,190 electric vehicles (EVs) were sold in India in 2021, representing a 168
percent YoY increase over the 122,607 units sold in the previous year.

The cost of developing electrical architecture, including batteries, electrification, e-motors,

and power electronics, was Rs. 48,215 crores (US$ 6.39 billion) in 2021.

By roughly 255 percent, or Rs. 3,307 crore (US$ 444 million), investment flow into EV start-
ups reached an all-time high in 2021. Ola Electric ($253 million), Blusmart ($25 million),
Simple Energy ($21 million), Revolt ($20 million), and Detel ($20 million) were the EV
firms that received the most financing in 2021.

According to a study by Castrol, the 'tipping points' for widespread EV adoption for the
average Indian customer will be a price point of Rs. 23 lakh (or US$ 31,000), a charge time
of 35 minutes, and a range of 401 kilometres on a single charge. By 2030, the electric car
industry is anticipated to generate five crore employment.

By 2030, the Indian EV finance market is anticipated to reach Rs. 3.7 lakh crore (US$ 50
13
billion), according to NITI Aayog and Rocky Mountain Institute (RMI). According to a
report by the India Energy Storage Alliance, the country's EV industry is anticipated to grow
5 23
at a CAGR of 36 percent until 2026. Additionally, it is anticipated that within the same time
28
period, the EV battery market will grow at a CAGR of 30%. To achieve India's EV goals, an
1
overall expenditure of Rs. 12.5 trillion (US$ 180 billion) in car manufacturing and charging
infrastructure is needed until 2030.

Indian Oil Corporation (IOC) and two other public sector oil companies declared in
26 16 24
November 2021 that they would set about 22,000 EV charging stations in India over the
following three to five years.
18
India's development as a centre for global industry and research and development (R&D) is
14 12
the goal of the government. In order to serve as a bridge between the government and the
industry, it has established National Automotive Testing and R&D Infrastructure Project
8
(NATRiP) centres and the National Automotive Board. Since 2015, five testing and research
centres have been built nationwide under (NATRiP).
5 11
The Government of India and the Indian automobile industry have collaborated to create the
Automotive Mission Plan 2016–26, which lays out the industry's development path.

The launch of Bharat NCAP, India's own programme for evaluating vehicle safety, was
announced by Mr. Nitin Gadkari, Minister of Road Transport and Highways, in February
2022.

Twenty automakers were selected in February 2022 to receive production-linked incentives

6
(PLI) as part of the government's strategy to boost domestic vehicle production and draw in
new capital. These automakers included Tata Motors Ltd, Suzuki Motor Gujarat, Mahindra
and Mahindra, Hyundai, and Kia India Pvt. Ltd. A total investment of about Rs. 45,000 crore
(US$ 5.95 billion) has been proposed by the 20 automakers.
The government implemented a battery-swapping policy in the Union Budget 2022–2023,
allowing depleted batteries to be switched out for charged ones at specific charging points,
increasing the viability of EVs for potential buyers.
1
A PLI scheme for automobiles and auto parts worth Rs. 25,938 crore ($3.49 billion) was
announced by the Indian government in September 2021. By 2026, this programme is
projected to attract investments totaling more than Rs. 42,500 ($5.74 billion) and generate 7.5
lakh new employment in India.

The Vehicle Scrappage Policy, introduced by Prime Minister Mr. Narendra Modi in August
2021, aims to gradually phase out obsolete, environmentally hazardous vehicles in a safe
manner.
4
India opened the NATRAX, the fifth-largest high-speed track in the world and the longest in
Asia, in July 2021.

After recovering from the COVID-19 pandemic's effects, the Indian auto industry is
anticipated to have rapid growth in 2022–2033. In 2022–2023, sales of electric vehicles,
particularly two-wheelers, are projected to increase.

Company Analysis
Product Analysis

1. Cars & Sports Utility Vehicles

 Altroz
 Tiago
 Tigor
 Punch
 Nexon
 Harrier
 Safari

2. Trucks and Busses

 Ace Gold
 Intra V-10
 Intra V-30
 Yodha Pickup
 LCU Truck
 ICU Truck
 Ultra ICV
 ILCU Tippers
 M&HCV Rigid Truck
 M&HCV Tractor Tailor
 M&HCV Construck
 Ultra MHCV
 Electric Bus
 Starbus Ultra
 Winger
 TATA Magic

3. Defence

Services Provided
 Speed-O-Service- It strives to offer customers scheduled services & minor repairs of
10
their vehicles with the quickest turnaround time (90 mins).
3
 Online Service- Speed -O- Service promises to offer scheduled services and minor
10
repairs for clients' vehicles with the quickest turnaround time possible (90 minutes).
 Doorstep Service- With its Door Step Service, Tata Motors Service offers you a
Specialized Service encounter (DSS). The Door Step Service Van is a mobile, self-
25
contained workshop outfitted with all the tools and equipment required to conduct
minor repairs and routine maintenance on your car. The DSS Van will really travel to
a place convenient for the customer and complete the repairs, ensuring that our
customers may take advantage of Tata Motors Service at their convenience.
21
 24/7 Road Side Assistance- The toll-free helpline 1800 209 8282 can be used to
contact this pan-Indian breakdown and towing assistance programme, which is
supported by a specialised network of over 2,700 authorised service providers.
Within 60 minutes in city limits and within 120 minutes on highways and other
locations, a prompt response is guaranteed. Until the end of your car's warranty, this
service is offered without charge.
 Quick Repairs- Feel free to stop by our shop if your car requires quick fixes like a bulb
replacement, fuse repair, or even a flat tyre replacement, and we'll have it taken
care of within 30 minutes. To keep our pledge, we have designated bays in the
workshop.

SWAT Analysis
Strengths

 Popular brand image: Tata Motors is a well-known automobile brand on a global

scale. The business offers its own cars under a variety of brand names, including
Jaguar Land Rover, Tata Hitachi, Tata Daewoo, and Tata Marcopolo. This has boosted
22
the company's brand value and brand image in addition to expanding the company's
market.
 Market price: According to Forbes, Tata Motors would have a market value of 4.5
billion dollars in 2021. In the Global 2000 top businesses list for 2020, they were
rated 1037th.
15
 Established Distribution System: Tata Motors has a well-established distribution
network with more than 1600 workshops that spans 90% of the nation's districts.
 The company's active supply chain structure is demonstrated by its manufacturing
facilities in many nations.
 Market Penetration: Market penetration is aided by an established distribution
system's competitive edge. Taxi cabs, which also offer fundamental services like
automobile rentals, have helped the business diversify and expand its clientele.
27
 Research & Development: Research and development costs the corporation more
than 23% of its total expenditure. It demonstrates the company's commitment to
expansion and productivity. Additionally, Tata Motors maintains research facilities in
the UK, India, Spain, and South Korea.
2
 International Presence: More than 125 nations throughout the world are where Tata
Motors conducts business.

Weakness

 Higher operating expenses and a lower profit margin: Although the firm acquired
successful brands like Jaguar and Land Rover in the early years, doing so made the
company more reliant on its subsidiaries. The company's overall sales and
20
profitability fell from the previous five years as a result of this.
 Controversies: The company started building the Tata Nano in India, Singur,
19
and West Bengal back in 2008. Under the Land Acquisition Act 1894, the
4
West Bengal government intervened at that time and took ownership of the
11
land where the firm planned to construct a factory. This occurred as a result of
West Bengal's desire for Tata Motors to establish a business there.
 No presence in the luxury market: In the luxury sector, where profit margins are
higher, Tata Motors is still having trouble establishing a solid position.
 Limited Presence: Tata Motors is a multinational company that operates in more
8
than 125 nations, as we have seen. Unfortunately, the business did not have the
same influence as its rival companies, such as Ford, Toyota, Honda, and Volkswagen.

Opportunities

 Digital Marketing: We've all heard about digital marketing and the advantages of
9
marketing a product online. Almost all well-known brands and businesses use social
media to interact with their target market. In order to communicate with their target
audience more effectively, Tata Motors should make the most of all social media
platforms. It will enable the business to gather useful feedback for enhancing its
goods and services.
 TATA Nano: Despite Tata Nano being the most affordable car on the market, it was
not a big success in India and was discontinued by 2018. However, the business
might still use this model in other nations to test its viability.
 The Service and Supply Chain: The company's distribution network and supply chain
system should be expanded in its current market if it wants to further develop its
market.
 Acquisition, Merger, Joint Venturing: Because it already possesses well-known
brands like Jaguar, Daewoo, Hitachi, etc., the business has benefited from this in the
 past. The business should continue applying the same strategy to its other brands. As
a result, the company's sales and profitability will improve.

Threats

 Pandemic: Globally, the pandemic was not only fatal to health but also to the
economy. Many businesses went out of business and many people lost their jobs
during the pandemic. The threat of pandemic will always be significant for all
enterprises and businesses worldwide.
 Competitors: Big competitors of Tata Motors include Tesla, Honda, Hyundai, BMW,
and others. Lower market share for the company is the outcome of client market
expansion and competitor market share increase.
 Price: Since they provide the newest cutting-edge designs and features at less
expensive costs, the rivals are constantly in price battle with Tata Motors. It in turn
affects Tata Motors' sales and profit.
 Innovation of Competitors: Their rivals enjoy greater access to knowledgeable
personnel and resources, which enables them to develop cutting-edge
products with superior engineering in this sector. Innovation is one of the risks
to the industry but is also beneficial for industrial progress.

Marketing Strategy
Building an engaging relationship with the correct consumer is the main goal of the customer
value driven marketing approach. Tata Motors cannot satisfy every consumer in the Auto &
Truck Manufacturers industry, hence the strategic selection of target customers is essential.
Based on its resources and talents, Tata Motors must decide which clients it can best serve.

The important steps in designing a Customer Driven Market Strategy are:

1. Market Segmentation
2. Targeting
3. Differentiation
4. Positioning

Market Segmentation
The requirements, wants, and demands of consumers in the auto & truck manufacturers
industry vary, as do their resources, locations, access to technology, cultural preferences,
attitudes toward purchases, and how they intend to use the goods and services. The process
through which Tata Motors chooses to divide the general market into smaller segments and
groups with comparable characteristics, purchasing patterns, socioeconomic background, etc.
is known as market segmentation. This is done to more effectively and efficiently connect
with the target audience of consumers.

Some of the major types of segmentations are:

 Geographic Segmentation
 Demographic Segmentation
 Psychographic Segmentation
  Behavioural Segmentation

Intermarket Segmentation: Many consumers share the same wants, requirements, and
purchasing habits even though they come from many nations, cultures, and political systems.
In this situation, Tata Motors can employ the cross-market segmentation principle, which
involves identifying and pursuing similar clients across markets.

Targeting

Tata Motors needs to focus on a particular market after identifying the various customer
categories present in the industry. Ten crucial elements determine the choice of target market:

 Financial means to target a particular market segment

 The financial return potential of the target market
 Organizational and technological capacities in the auto and truck manufacturers
sector to serve a certain market group
 Other entrance restrictions, such as regulations
 essential infrastructure must be present for marketing to the target market to be
successful.
 Fit between the customer segment and the organization's objective and vision
 Stage of the Product Life Cycle
 Competition in the intended market
 Presence of the right partners to successfully market to the target market
 Adequate infrastructure is available to focus on a certain customer segment
 Comparative advantages and disadvantages of the organization's ability to
successfully advertise to the target market.

Differentiation

Due to how simple it is for businesses to create new items or buy them from outside suppliers
who deal with other well-known brands, differentiation is crucial in today's industry. The
increasing use of private brands in the retail sector is one of the best examples of it. Retailers
may obtain products manufactured from suppliers in a variety of industries very easily, which
enables them to source goods at reduced costs and compete with major brands that must
invest a significant amount of money in product marketing and promotion. Based on the
quality of its products, Tata Motors can set itself apart in the Auto & Truck Manufacturers
sector. The product's high-quality features that it packs into the present product and service
offering should serve as the basis for differentiation rather than the fact that it is a premium
product.

Positioning

In today's cutthroat market, brand positioning and value proposition positioning are essential
for commercial success. Tata Motors must position its products so that they produce a distinct
image and give customers a clear identification and reference point for the goods and services
they receive. Because production costs in the auto and truck manufacturers sector are being
driven down and because of direct customer access provided by e-commerce and other online
retailing tactics, brand positioning and product differentiation are becoming more and more
important.
Factors affecting positioning of Tata Motors:
 Tata Motors' corporate identity
 The capacity to support a distinction and positioning
 Marketing resources used by rivals
 Ecology of consumers
 Competitor's capacity for imitation and replication
 Industry margins for manufacturers of cars and trucks
 Existing product line
 Fit of Tata Motors' strategy
 Positioning's relevance to the target market
 Utilising company resources for marketing

Financial Statement Analysis

Profit & Loss Account
Balance Sheet
 Supply Chain Management
To achieve the price requirements, Tata merely "worked on the supply chain." Tata's
distribution system was a cost-cutting measure: Hub & Spoke. City dealers serve as spokes,
reaching out to semi-urban and rural areas. Suppliers congregate in a single vendor park near
the factory. Open Distribution - Engage a lot of third parties to reach rural areas. Greater
modularity of processes and products. Cultivated enduring personal connections with
suppliers. Local manufacturers innovate their production techniques to cut costs.

Inventory Management

The stock of goods, commodities, or other economic resources that are kept in reserve or
stockpiled at any particular time for future production or to satisfy future demand can be
roughly referred to as inventory.

Tata Motors uses two types of Inventories

 Direct Inventories: It contains those products that are directly used in production
and form a crucial component of completed goods. Here are the direct inventories:
1. Raw material inventories
2. Work in progress inventories
3. Finished goods inventories

 Indirect Inventories: Items that are required for manufacturing but do not end up in
the manufacture of final goods are included in indirect inventories. Examples include
lubricants, oil, grease, stationery, maintenance supplies, etc.
 HR Analysis
Tata Motors firmly supports a forward-thinking workplace culture. The company makes sure
that there is a judicious (having good judgement) mix of employees in their team, and this is
done by hiring multi-skilled individuals from both the automotive industry and other
industries. A regular and consistent hiring campaign at management and engineering schools
also guarantees a continual flow of excellent candidates being hired to support the expansion
ambitions. In addition to its own professional training facilities, they maintain continuous
collaborations with several Industrial Training Institutes to hire shop-floor labour.

1. Recruitment:

 Tata Motors used both internal and external sources to fill positions, and the nature
of the company's hiring practises is governed by employment legislation.
 The corporation primarily uses internal position lists, newspaper and magazine ads,
the Tata Motors recruitment portal, and online job postings.
 The company advertises its hiring process on its website at the conclusion of each
quarter, and the majority of positions are filled by candidates with B.tech. and MBA
backgrounds.

2. Selection:

Tata Motors also uses a set of procedures to choose a qualified applicant from a pool
of candidates. As far as Tata Motors is concerned, they adhere to a set of procedures
that begin with a written test in cases of on-campus hiring and continue through the
final selection, placement, and induction. After reviewing the applications, they
called the candidates for an employment test, and if successful, they were invited for
a thorough interview. Once the candidate passed the comprehensive interview, a
background check was initiated, and Tata Motors began to verify the candidate's
information. The candidate then received an offer letter from the relevant HR
department of Tata Motors.

3. Training:

Tata Motors trains new hires when they join the company. This training acquaints
them with the Tata Motors working environment as well as the company's mission,
vision, and norms and regulations. Tata Motors trains its current workers to update
and improve their knowledge. If there are any technological advancements, training
is provided to help users adapt. When career advancement and promotion become
crucial at Tata Motors, training is provided to ensure that staff members are ready to
share the duties of higher-level positions. The main goal of the Tata group's training
procedures is to develop the managers of today into the leaders of future.

4. Compensation:

 According to payscale.com, an employee's average compensation varies depending

on the job profile of a candidate.
  For example, the typical yearly compensation for an engineering project manager is
between 500000 and 1800000, that of a design engineer is between 60000 and
1000000, and that of a mechanical engineer is between 8312000 and 2012200
 In essence, remuneration is given in accordance with a person's rank and experience
in a certain field.

5. Employee Satisfaction:

Tata Motors Academy promotes information exchange through programmes like

iTeach and the Learning Management System (LMS). LMS gives staff members the
opportunity to own knowledge accumulation, while iTeach gives top management a
platform to communicate their knowledge. Tata Motors will continue to be
performance-oriented and talent-driven thanks to the human resource initiatives, a
revised remuneration philosophy, and a variable pay plan. The corporation reports
that employee satisfaction levels have increased from 57% to a record-breaking 65%.
According to Chandel, attrition has dropped to a single digit level.

Conclusion
One of India's top automobile manufacturers is Tata Motors. Tata cars are perceived as being
the people's cars since they meet all criteria. Tata Motors employs knowledgeable salespeople
who put in considerable time both before and during sales. Due to its cheap cost of
production, the prices are reasonable, attractive discounts are provided, a pleasant waiting
space, and a top-notch TATA Motors service station.
Tata Motors has significant maintenance costs and low resale value. The only two significant
areas where clients are unsatisfied are these two. Tata Motors must therefore seek to maintain
quality standards. In keeping with its promise to provide Indian clients cutting-edge
international technology, the car sector wants to establish itself as a hub of engineering
expertise and guarantee short response times to shifting consumer demands.
In general Tata Motors is on the path to building ever-stronger partnerships with the
customers who have staked their money on the company's products, with a product portfolio
that includes commercial, utility, and passenger vehicles.

Reference
https://www.ibef.org/industry/automobiles-presentation
https://www.tatamotors.com/about-us/company-profile/
https://www.tatamotors.com/about-us/leadership/
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https://en.wikipedia.org/wiki/Tata_Motors
https://cars.tatamotors.com/service/our-offerings/responsive-service
https://iide.co/case-studies/swot-analysis-of-tata-motors/
https://embapro.com/frontpage/marketingstpcoanalysis/10622-tata-motors
https://ijcrt.org/papers/IJCRT2203271.pdf
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https://www.slideshare.net/_priyanka_/tata-motors-63324210
https://www.tatamotors.com/award/tata-motors-ranked-amongst-top-25-best-companies-to-
work-for-business-today-survey-2016/
http://www.ijbmer.com/docs/volumes/vol2issue4/ijbmer2011020401.pdf