1.

PRODUCT
Variety: In every series oI Nokia there are large numbers oI sets thus large variety
Quality: Nokia gain brand personality and market shares oI 35 because oI its quality.
Design: Nokia sets are oI various designs such as Ilip sets, Flat sets, Slide sets, Sets with rotating
Camera etc
Features: Each set oI Nokia has its own Ieatures.
2. Price
Prices start Irom mere Rs.1200 to more than Rs.50, 000 to suit all class oI people.
Nokia also oIIer cash allowances
It uses skimming price strategy
3. Promotion
Advertising Through TV, Sign boards, Bill boards, Radio and Newspaper, Broachers, Posters
Dummies and display stands
Personal selling By product training to Distributer (what is product)
Sale promotion GiIt like Yamaha bike, Philips TV, Mitsubishi split AC, watches and digital
diary, With N73 mobile oIIer 2500Rs original Blue tooth Iree With 6220 oIIer leather Wallet,
With 6300 oIIer caps and shirts
Public relation Nokia spot light
Road shows N-gage.com Ior game lovers, Nokia Iootball crazy.
4. Place
Nokia products are available at Nokia gallery
Established mobile phone dealership such as Car phone warehouse & Link
Retailers like Dixon & other electrical products suppliers.


Marketing mix TATA MOTORS
1. Product: Tata has a very wide range oI products it has passenger cars, utility vehicles,
Trucks, Commercial passenger Carriers And DeIence Vehicles
Passenger cars UtilityVehicles Trucks Commercial
Passenger Carriers
Indica vista SaIari Dicor Tata Novas Buses
Indigo XL Sumo Grande TL 44 Winger
Nano Sumo Magic
Fiat cars Xenon XT
2. Price: The prices oI Tata motors are generally aIIordable acceptable by the general public at
large. Tata always have something Ior the lower class people with Nano being their trump card.
Giving discount every month and special promotion Ior certain type oI vehicle also one oI the
strong strategy use by Tata Motors. Discount can be made Irom Company`s proIit or Irom
dealer`s proIit at certain range.
3. Place: Tata Motors has an extensive dealer network covering Indian and International markets.
Wherever you are, there is a Tata Motors Sales and Service dealership close to you. The channel
oI distribution, physical location, and dealership method oI distribution and sales is generally
adopted. The distribution oI vehicle must be in a very systematic way, Irom the plant to
dealership and to end user. This is not only in India itselI but also to the world-wide dealership.
4. Promotion: Tata motors promote their products via Advetising and aIter sales services.



Brand Development strategy.
. With the Nano on one end and the Land Rover-Jaguar deal at the other, is Tata Motors | Get
Quote | trying to do too much, in too little time?
Last Iortnight, when Tata Group chairman Ratan Tata | Images | unveiled the company's Rs 1-
lakh car, it was in a loud, crowded, chaotic gathering, prompting Financial Times to comment
that the event was a possible indicator oI what could happen on Indian roads, when the car is
launched later this year.

On his part, Tata would preIer to not be distracted by such remarks, as the development oI the
Nano has seen opposition Irom various quarters; politicians, environmentalists, competitors.

"The toughest part was continuing to believe that we could do it," Tata told journalists covering
the Auto Expo in New Delhi | Images |, where he unveiled the lowest-priced car in the world. He
added that "a promise is a promise", hinting at the ability oI his company to deliver even in the
Iace oI brutal scepticism.
But Nano is just one reason why the world is looking at Tata Motors, the Tata Group's
automobile venture. The other big event is the company's likely association with American auto
maker Ford's | Images | premium brands Land Rover | Images | and Jaguar.

Here, Tata is competing with a group oI private equity players including one with Jacques
Nasser, Iormer Ford CEO, at the helm. Recent reports, though, indicate that Tata is the
Irontrunner. Between launching the Rs 1-lakh Nano and the Land Rover and Jaguar that are
priced anywhere between 30 and 100 times more, Tata Motors is aiming Ior a presence across
the spectrum.
At one level Tata might well compete with two-wheeler manuIacturers - Ratan Tata has admitted
that Nano has been inspired by the vision oI middle-class Indian Iamilies, complete with
children, balanced precariously on two-wheelers.
On another Iront, the company aspires to compete with giants like BMW | Images |, Mercedes |
Images | and Audi, iI it bags the Jaguar, and take on the Landcruisers oI the world with the Land
Rover acquisition. What drives the Tata Motors strategy? Will the company be able to pull it oII?
Too much, but too late?
The answer could be as complex as the question, say analysts. But they add that the company has
little choice, particularly iI it is nursing global ambitions like its group companies Tata Steel |
Get Quote |, Tata Tea | Get Quote | and others.
Already shackled by government regulations and licensing norms, Indian automakers are at least
two, iI not Iive, decades behind their global peers. "II Tata Motors wants to be at the IoreIront oI
the global automobile scene, it has to take the Iast-track route to progress," says an automobile
industry analyst. The company declined to comment.
Both the Nano, widely promoted as the common man's automobile, and the luxury brands are
capable oI doing exactly this: instantly push Tata Motors onto global centrestage.
"Smaller automobile companies like Tata Motors or the French automaker Renault | Images |
have little option but to develop low-cost cars to grab global attention," says another analyst.
His rationale: all the bigger car makers are concentrating on developing bigger, sturdier and
more powerIul cars, because that is where the demand is. In most developed car markets, even
the small car (hatchback) is no longer a sub-1,000 cc car, but a more powerIul 1-litre (1,000 cc),
iI not 1.4-litre engine.
"No automobile company today can survive with presence in one single market alone. You have
to go global," states Dilip Chenoy, director general oI the Society oI Indian Automobile
ManuIacturers (SIAM).
Chenoy adds that companies need to grow volumes in other markets, not just by exporting but by
establishing manuIacturing Iacilities in these countries. For instance, the Tata Group has started
production Iacilities in Thailand and South AIrica | Images | Ior its commercial vehicles (it also
has assembly lines Ior cars).
One in a billion
The 623-cc Nano targets a market that has been leIt vacant and unguarded by most global
players. The Nano may meet not just the requirements oI the Indian market, particularly in the
smaller, tier-three and tier-Iour towns, but could also Iind a huge export market in other South
Asian, AIrican or Latin American countries.
The speedometer and other instruments panel in the Nano are, thereIore, kept in the centre oI the
dashboard, rather than Iacing the driver, to make it easy - and cheaper - to switch the position oI
the steering wheel Irom the right to the leIt.
The Nano could also give Tata Motors crucial global-scale volumes and access to a larger
distribution network, besides helping it to churn its models Iaster.
Typically, India | Images |n car models roll out oI plants Ior a Iar longer time than any global
car. For instance, it took Tata's Iirst car, the Indica, about nine years to roll out a million cars.
Even that was a record, oI sorts, in India.
In comparison, Ior a global manuIacturer, it may take just three or Iour years. That's because the
market is huge globally, with the US market itselI estimated at 14 million units a year. Compare
that with India - just 1 million units a year, although the market is growing rapidly and is
expected to touch 3 million units by 2012 (source: industry estimates).
The surge in demand and access to more markets means that Indian car makers will be able to
develop cars with better technology, much like their global peers. "It takes roughly Rs 3,000-
4,000 crore (Rs 30-40 billion) to develop a vehicle Irom scratch. But global auto manuIacturers
can do it more regularly because they recover their investments Iaster, given their access to
larger markets," says an industry analyst. (True, the Tata Nano | Images |, much like the Indica,
was developed at a cost oI Rs 1,700 crore, including the cost oI the plant that will build it. Being
able to do that 10 years down the line since Indica is quite a Ieat. But both cars are essentially
machines with no-Irills.)
II the opinion oI consultants matter, Tata's Nano has all the makings oI a winner. "Going
Iorward, even other companies present will make India their hub Ior production oI small cars.
India will be the small car hub Ior the world," says Yezdi Nagporewalla, national industry
director oI management consultancy KPMG.
He adds that the country has an edge in terms oI labour cost and Ilexibility that put India in the
best place as Iar as the Asia-PaciIic region is concerned.
According to KPMG's just-released India Automotive Study 2007, "India's low labour costs,
high level oI available management and engineering skills have maintained the competitiveness
oI domestic auto companies and made it an attractive location Ior direct manuIacturing
investors."
The report, however, hints that cost competitiveness could be threatened iI inIrastructure
bottlenecks continue in India.
rands or high technology?
II the Nano is intended to reach the masses across the globe, much like the global small cars
Model-T, Beetle and Mini did in the 20th century, what is the strategy behind bidding Ior the
Land Rover and Jaguar? That's a question others, too, have pondered.
Internationally, media reports are a mixed bag. While some Ieel that the Tatas can leverage the
beneIits oI the acquisition with their existing business, others pooh-pooh the suggestion.
"These are marquee brands, and pride oI ownership - which is what the equity analysts Iear -
could be a Iactor driving the desire to acquire them," is the comment in a India
KnowledgeWharton article (Tiger by the tail: the Tatas are closing in on Jaguar and Land
Rover).
But analysts agree that the legacy oI both the Land Rover and Jaguar brands could be a shot in
the arm Ior the Tatas as the company powers its global ambitions in automobiles. Both Land
Rover and Jaguar are well recognised badges in the upmarket SUV (sports utility vehicle) and
luxury car segments, respectively.
"The Jaguar-Land Rover deal is meant to Iuel Tata Motors' global aspirations. This buy-out will
establish its global Iootprint as a company with premium brands," says Nagporewalla.
Also, the acquisition can give Tata Motors access to a readymade product pipeline and
technology. Developing a car Irom scratch could otherwise take the company anywhere between
two and Iive years. The Nano, Ior instance, has been talked about Ior more than Iour years.
However, the technology that propels top-end cars is changing. "Hybrid technology will take
over luxury cars in a decade," predicts an auto expert. Post the takeover, will the Tatas be leIt
with obsolete technology? No, says the expert. "In the interim, Ford's existing technology will
Iill the need gap Ior the Tatas."
He predicts that at a later stage, the company could acquire a hybrid powerplant manuIacturer or
enter a strategic technology development venture with an established car maker to meet their
technology requirements.
"Couple the heritage oI Jaguar and new-age technology and you can see a winner emerging," he
adds. Tata Motors is unlikely to Iollow the Toyota-Lexus route and wait Ior three decades beIore
attacking the luxury car market with its own brand.
But is the Tata Group capable oI bringing that little extra to the table Ior Land Rover and Jaguar
- something more than what Ford could? An industry observer says that marketing skills is
certainly one extra.
"Indian companies like the Tata group will respect and protect the legacy oI these brands," he
says. ProoI: the Tata acquisition oI another UK brand, tea major Tetley, has worked to the
brand's advantage.
The red lights
The road taken by Tata Motors is not without risks. The Nano is certain to make an impact on the
existing small car market in India. A reaction Irom a wounded Maruti | Get Quote |, the market
leader, could be devastating, warn analysts. "Maruti could take a price cut Ior the M-800, which
would dent Nano sales. Indian buyers may preIer the M-800 Ior its good resale value," points out
a Mumbai-based auto analyst.
Tata himselI Iears that rising costs oI steel and rubber could play havoc with the car's pricing.
"My greatest Iear is inIlation. With steel and tyre prices going up, we can't hold the price that we
have held emotionally," he said at the Auto Expo.
Another risk is a change in government regulations that could aIIect the prospects oI the Nano.
In the mid-1990s, Pune-based auto maker Kinetic | Get Quote | developed a 700-cc, low-cost car
but the plan had to be abandoned aIter the government revised excise regulations so that all
automobiles above 650 cc pay a similar excise. With a 623-cc engine, the Nano is saIe. For now.
You never know what next month's Budget will bring.
Then, what works Ior small cars may not work with Land Rover and Jaguar. Tata Motors may
not be able to take advantage oI its low-cost manuIacturing skills in the premium end - Ford may
be unwilling to sell to a company that could shut plants in the UK immediately aIter the
acquisition, given that trade unions play a vital role in clearing or opposing a deal.
"At least in the short-to-mid term, Tata will have to take the costs oI manuIacturing abroad into
consideration," says an expert. KPMG's Nagporewalla, however, is conIident that the company
can leverage synergies like sourcing oI components at cheaper prices Irom locations like India.
"These will be really long term beneIits," he says.
The other issue is the current perIormance oI both the brands. While Land Rover is a proIitable
machine, the same cannot be said about Jaguar - according to the IndiaKnowledgeWharton
report, Land Rover is expected to post proIits in excess oI $1 billion Ior 2007, while Jaguar's
losses are estimated at $500 million Ior the same period. Nagporewalla, however, maintains
these are good buys.
"Buying now will get the Tatas two global brands at a very Iair price. They will get better
operating eIIiciency," he says. That remains to be seen. Meanwhile, there's no doubt that Tata
Motors has an interesting ride ahead.

Tata Motor Segmentation:
Tata Motors Ltd, the country's largest vehicle manuIacturer, Iaces a daunting task to revive sales
in the passenger car segment. With sales oI its Ilagship Indica and much-talked-about small car
Nano Ialling, the company needs to seriously initiate steps to overhaul its passenger car
operations. Analysts say that the company will have to come out with better products and
variants at aggressive prices, iI it is to turn things around.

"Tata Motors' passenger vehicle products are not the best in their segments," said Kaushal
Maroo, auto analyst, Religare Capital Markets Ltd. "Indica sales have been poor because oI
intense competition in the segment, where others have launched better products at aggressive
prices; besides the high usage oI the Indica as private taxis does not augur well Ior the brand
image oI the product."
Since the launch oI the Indica in 1998, the company brought out variants like Indica V2, Indica
V2 Turbo Diesel, Indica V2 Xeta and Indica Vista, but all these models have Iailed to maintain
steady sales.

"Passenger car sales-excluding the Nano-have been lacklustre primarily due to soItening oI
euphoria, as products like Indigo Manza and Vista are getting older. The company has yet not
announced any new variant Ior the Indigo Manza, which was launched in October 2009, whereas
the Indica Vista, though a low-cost car, is Iacing stiII competition Irom players like General
Motors (which has its Beat), Ford (Figo), Hyundai (i10) and Maruti Suzuki (Wagon R)," said
Chaitanya Adesara, research analyst, Sharekhan Ltd.

During the period between April 2010 and November 2010, Tata Motors sold 64,350 units oI the
Indica in the A2 or compact car segment, compared with 75,519 units in the corresponding
period last year. During this period, Maruti Suzuki, the country's largest carmaker and a unit oI
Japanese Suzuki Motor Corp, sold 5.21 lakh units, up Irom 4.07 lakh units. But what's the reason
Ior such a diIIerence? While Tata Motors oIIers only Indica in this segment, Maruti Suzuki on
the other hand sells Alto, Wagon R, Zen-Estillo, SwiIt, Ritz and A-Star models at attractive
prices. Even, Hyundai Motor India Ltd, the second largest carmaker, oIIers Iour variants-the
Santro, Getz, i10 and i20, in the compact car segment.

Brokerage Kisan Ratilal Choksey Shares and Securities Pvt Ltd, said in a research note , "The
decline in sales (Ior Tata Motors) is primarily on the back oI a drop in passenger car volumes by
42 month-on-month and 34 year-on-year, due to increase in competition Irom global players
and a decline in sales oI Indica and Nano."

While other carmakers are going in Ior more experiments, while oIIering diIIerent models, Tata
Motors has stuck with the Indica. Not only this, while other carmakers are coming with more
goodies and diIIerent shapes, Tata Motors is not ready to leave the 'bean shape' oI the Indica. In
Iact, the company is so smitten by the 'bean theme' that it has expanded the bean shape in its
other high-end models as well, including the recently launched sports utility vehicle (SUV) Aria.
AIter sticking to the bean shape Ior over 12 years, it is high time Ior the Tata group company to
move to other designs, beIore someone starts comparing Indica to the everlasting (and
unchanging) Ambassador Irom Hindustan Motors.

Tata Nano, the much-talked about 'people's car', is also not keeping pace with other cars in the
market. Although on the price level there is no competition Ior the Nano, stray incidents oI Iire
have been a deterrent to sales. In Iact, over the past Iew months, Nano sales have Iallen
continuously. In November 2010, sales oI the Nano tumbled 85 to 509 units Irom 3,406 units,
in the month a year ago.

"While Iree sales (oI Tata Nano) are yet to begin in certain states, channel checks suggest that
the demand Ior the Nano is yet to pick up, indicating that customers aspire Ior luxury more than
economy when buying a car. However, volumes post the pan-India launch would be a true
indicator," Mr Maroo said.

In order to boost sales, Tata Motors has come introduced oIIers like an extended warranty oI Iour
years or 60,000 km, at no extra cost, with Iinancing Ior up to 90 oI the vehicle cost. In
addition, the company's unit Tata Motors Finance, has launched a special Tata Nano Iinance
scheme through which customers can get a loan Ior the vehicle in just 48 hours on producing
select documents.

Mr Adesara oI Sharekhan said, "We are surprised at the hard-sell by the company on a globally-
acclaimed product like the Nano. Like when the Indica and Tata Motors had to take corrective
measures to upgrade product quality, the company is now preparing Ior a second innings with
Nano, though comprehensive maintenance may cost it a bit more."

The company needs to make the Nano available across the country, rather than only in certain
states, as this would help it to reach tier-II and tier-III cities, analysts Ieel.

Mr Maroo oI Religare Capital said, "The extended warranty and 90 Iinance option would
deIinitely help boost demand Irom marginal customers and allay the concerns oI potential
customers over the stray Iire incidents. We believe that the pan-India launch and better
availability in tier-II and tier-III cities would also help boost sales Irom current levels."

Tata Motors also Iaces production constraints at its Sanand plant. The plant, which started
operations in June 2010, has a capacity to produce 2.5 lakh Nanos a year. However, till date,
Tata Motors has not been able to produce more that 5,000 Nanos a month Irom the Sanand and
Pantnagar plants. In Iact, during November, it produced only 1,320 units oI Nano compared with
3,426 units in the corresponding month last year.

"The company has indicated that vendors are taking time to set up Iacilities and some oI them
should be done in the next Iew months. However, iI Nano demand does not pick up, it could be a
deterrent as vendors would be skeptical over volumes and might just not go ahead to set up their
Iacilities," Mr Maroo said.

Mr Adesara oI Sharekhan echoed the same: "Production at the Sanand plant is Iacing constraints
due to the supply shortage Irom vendors. Moreover, the migration oI manuIacturing Irom
Pantnagar to Sanand is also taking time as vendors have been cautious to move to Sanand aIter
making huge investments in Singur."

Following widespread protests that led to a suspension oI work at Singur Ior over a month, the
company decided to exit Irom West Bengal in October 2008 and shiIted to Sanand in Gujarat. In
March this year, Tata Motors also decided to compensate its vendors who were Iorced to relocate
their units to Sanand Irom Singur.

Coming back to passenger car sales, the saving grace Ior Tata Motors has been the mid-size or
A3 segment, where it sells the Indigo and Indigo Marina variants. In November, sales were up
marginally, and on a cumulative basis Ior the period Irom April to November 2010, sales nearly
doubled to 58,072 units Irom 29,360 units in the corresponding period last year. Nevertheless,
the competition in this segment is heating up with the arrival oI Toyota's Ieatures-rich Etios
variant, which is priced between Rs4.9 lakh and Rs6.9 lakh.
Tata Motors diIIerentiation:
With the introduction oI its new vehicle the ano, Tata Motors has sent a message to the world,
it doesn`t hurt to go old school. Pioneering a vehicle with no air conditioning, power brakes, or
radios may seem absurd to US auto manuIacturers whose thought process oI innovation Iocuses
on breakthrough technologies and more speciIically, patents, but with the Nano selling at 1.5 lacs
its appeal has risen to a broader market which has helped deIined Tata`s distribution strategy.
Tata`s 'open distribution model Iocuses on a low price high volume method that allows
entrepreneurs to establish an assembly operation that Tata would train.
Tata`s Iocus on poor and rural customers holds an important lesson, Iind a niche in the
marketplace and cater to their needs as a ground Ior innovation. With globalization as it is today,
it is important Ior organizations to Iind emerging markets and act quickly upon them as many
Ioreign companies have already done so. More importantly, it is imperative Ior many western
companies to Iocus on not innovating a product or procedure, but by innovating distribution
channels to target a broader array oI customers.



Tata Motor Positioning:
The next major launch Irom Tata Motors is going to be the Tata SaIari replacement dubbed as
the SaIari Merlin. The new SUV will challenge the existing contenders such as the Mahindra
Scorpio and the Force Motors SUV.
Our SUV comparo showed that once a dominating product in the Indian SUV market the Tata
SaIari eventually threw in its towel to the Mahindra Scorpio. The Merlin will not be a radically
diIIerent car. It will Ieature major design changes to the Iront and the rear Iascia.
Powered with the same 2.2 litre DICOR engine but will get a dual mass Ilywheel and a better
gearbox (a la Tata Aria), the maximum power expected is 140 Bhp 4000 rpm and a maximum
torque oI about 320 Nm 1700 rpm. One can also expect the interiors to take a cue Irom the
Aria, as seen in this interior spyshot posted by our Iriends IndianCarsBikes.in.
The real question is where Tata Motors will position this car? Because the company is also
testing a 4X2 version oI the Tata Aria which is expected in the next 6 months at a price tag oI
13-14 lakh rupees. In a market where the number oI new SUV products are on the anvil, what
Tata Motors least wants is in-house competition. ThereIore, the SaIari Merlin needs to be placed
in the 9-11 lakhs bracket or cheaper.
No doubt, that would still generate a little competition Ior the Tata Aria 4X2 version but a
substantial price diIIerence along with 4X4 Iunctionality is the only way to separate the two
products.
A complete shake down oI the Tata Motors product portIolio could be necessary iI this conIusion
needs sorting. The suggestion is to bring the Aria (4X2) to take on the higher variants oI the
Innova. Keep the SaIari Merlin in the same price band as the Mahindra Scorpio and make the
Tata Aria 44 version compete with the soon-to-come Mahindra World SUV.
However, this suggestion is a long shot because the cheaper Aria will eat into the market oI the
Aria (44). The pricing strategy oI the three models (Aria 4X4, Aria 42 and SaIari Merlin) has
to be thought out well iI Tata wants to regain its lost share in the UV market.

Tata motors Target:
AIter tasting the success oI its cheapest car, Nano, Tata Motors is now planning to target those
prospective two wheeler buyers. Tata is now Iree to deliver this small car Ireely with the plant at
Sanand is capable with the capacity oI 250000 units annually. The Iacility will enhance Ior
launching more ranges on Nano, 800cc and 1000 cc included.

The company"s oIIicial Ior Passenger car unit said that the whole lot oI 41 vendor network will
be on set Irom December there by the capacity will become 250000 units. This will ease, he said,
the supply oI Tata Nano on diIIerent platIorms.

Tata has now only realized the Iact that the majority oI the Nano owners already have cars but
the potential is more among the Iirst time car buyers. To tap the prospective two wheeler owners,
who may choose to buy Nano, the company is installing 800 Nano outlets across the country
beIore March. In order to boost the sale, Tata Motors is making eIIorts to extend Iinancial tie-up
with banks and other Iinancial institutions.