tata motors ace
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1
Tata Ace
“Small is Big”
overview
2
Introduction
Need and Development of ACE
Key issues
Functional Strategy
Financial Strategy
Operational Strategy
Marketing Strategy
Competitors
Recommendations
History
Business Strategy - Group 1 3
1945 - Tata Engineering & Locomotive Company
Ltd. (TELCO) was established
1954- Start manufacturing commercial vehicles
1961- Exporting Trucks
1966- Machine tools division in Pune.
1983- Start Producing Heavy Commercial Vehicle.
1986- Light Commercial Vehicle, TATA 407 and
TATA 608
1990- Launch Of Passengers Car
Contd..
Business Strategy - Group 1 4
1994- Launch Multi-Utility Vehicle, TATA
Sumo
1998- India’s First Utility Vehicle, TATA Safari
1998- Launch Of Indica
2001- Stock Prices Fell Rs.564 in 2006 to
Rs.59 in 2001
Mergers And Acquisitions
Business Strategy - Group 1 5
1993- TATA Cummins Ltd.
1994- TATA Holset Ltd.
1994- Mercedes-Benz India Ltd
1997- Concorde Motors Ltd.
2004- Daewoo commercial vehicles comp.
2008- Jaguar Land Rover
Case KEY ISSUES
Was there really a need to introduce Tata Ace?
Was Tata Motors justified in indigenously developing a new vehicle instead of buying/licensing technology from already established vehicle manufacturer.
Was Tata Ace justified to be launched as a last mile distribution vehicle?
Is there a loophole observed in the financial strategy of Tata motors?
Business Strategy - Group 1 6
Findings of Research
Prime Minister’s Rural Roads Program
Improvement Of Infrastructure – Hub and Spoke
Cue from foreign Countries
Business Strategy - Group 1 7
NEED FOR TATA ACE
Business Strategy - Group 1 8
Need for company
Need for
customers
Need for
developing Ace
NEED FOR TATA ACE
Business Strategy - Group 1 9
Customer needs-• An alternative with fuel efficiency, comfort, safety,
low maintenance costs.• Social status• Last mile distribution vehicle
Company needs-• Cyclic decline of sales• Capture growing market opportunity
LICENSING TECHNOLOGY
Business Strategy - Group 1 10
Costly Expenditure
Create Competitors
Legal Constraints
Lose Position In The Market
Strategies
---Financial---operational---Marketing
Business Strategy - Group 1 11
Financial strategyLost Cost strategy initiatives
Business Strategy - Group 1 12
Outsourcing
Manufacturing
Tooling
Marketing
Cost Reduction – Direct material cost, Variable conversion cost, Fixed Cost, interest cost reduction
Break even point low
Financial Strategy - Outcome
Business Strategy - Group 1 13
Rs. Billion FY05 FY06 FY07 CAGR
Net Revenue 174.2 206.5 274.7 25.6%
EBITDA 21.7 25.8 33.1 23.5%
EBITDA Margin 12.5% 12.5% 12.1%
PBT 16.5 20.5 25.7 24.8%
TAX 4.1 5.2 6.6 26.1%
Profit after tax 12.4 15.3 19.1 24.4%
Basic EPS ( EPS) 34.38 40.57 49.76 20.3%
Business Strategy - Group 1 15
TATA60%
Ashok Ley-land16%
M & M12%
Others12%
Commercial Vehicles 2005-06
TATA
65%
Ashok Ley-land16%
M & M9%
Others10%
Commercial Vehicles 2006-07
Operation strategies
Business Strategy - Group 1 16
Project CUB!!
Heavy truck & last mile distribution vehicle
Features important for customers
E- sourcing
New manufacturing plant at Pantnagar
Various strategies-
Value engineering
Use of carry over items
Single sourcing of parts
Operation strategies
Business Strategy - Group 1 17
Engine modification
Dealership & service strategies
Business Strategy - Group 1 18
small is BIG Brand : Ace
Marketing ACE !!
Business Strategy - Group 1 19
Value proposition
Pricing strategy
Positioning: sub -one ton pay load segment
Distribution:
South India Export
Promotional strategies :
Chota Haathi,
Life Ban Jayegi Pyaare
“ c h o t a H A A T H I ”
Business Strategy - Group 1 20
“LIFE BAN JAYEGI TERI PYARE”
Business Strategy - Group 1 21
Off to work in TATA Ace
Rushing to school
Wife seeing husband off for the day
To school in TATA Ace
“Safalta ki nayi sawari – Jo do lakh zindagi badal chuka hai – Aapka pyara chota
haathi”.
COMPETITORS
Three-Wheeler Cargo Vehicles:PiaggioBALM&M
Business Strategy - Group 1 22
2005 2006120000
125000
130000
135000
140000
Sales
Sales
Value enhancers……
looked and performed better than the existing alternatives.
Addressed the key concern of commercial vehicle buyers : Lead & Load.
Business Strategy - Group 1 23
New Entrants
Business Strategy - Group 1 24
Piaggio - quadricycle
Create a new segment Capacity between 1 to 1.5 tonne Cargo and passenger variant Similar to Light commercial vehicle Priced within Rs.200000
Business Strategy - Group 1 25
Force motors
Large Cargo Holding with three side opening
Also available with power steering Low maintenance cost Heavy duty chassis and axles Wider wheel track and optimum ground
clearance Drivers cabin
Business Strategy - Group 1 26
Competition in near future… Eicher & Swaraj Mazda
BAL
Hyundai
Business Strategy - Group 1 27
Strategies to Counter Competition
Business Strategy - Group 1 28
More Concentration on Fuel Efficiency and Fuel
alternatives
Improve Product features on KPPs
Develop variants on the same platform
Increased use of CAD/CAE/CAM
TMF – Provide cheaper loans on Tata Products
Impact of ACE on Tata Motors
Business Strategy - Group 1 29
Leveraged the First Mover’s Advantage
2005 2006 20070.00
5,000.00
10,000.00
15,000.00
20,000.00
25,000.00
30,000.00
35,000.00
20152.0323673.43
31486.97
Sales Turnover
May 5,2005Launch of Tata Ace
Impact…Contd…
Business Strategy - Group 1 30
Sales growth achieved the all time high rate i.e. 33.36 %
Created and maintained a new segment in the commercial
vehicles
Attracted Market Competition and Innovation
ISSUE – Point for Discussion
Business Strategy - Group 1 31
Sustainability of growth in the era of rising crude oil prices and the increase in the raw material costs.
2007 2008
Growth 33% 6.9%
Market share 64% 62.7%
Recommendations
Cost down efforts Focus on quality in process/design Focus on distribution
network(channel partners)
Business Strategy - Group 1 32
Learnings
Balance between quality, cost and time.
Stretch targets and motivate the team to achieve the desired objectives
Set a common goal and a objective
Business Strategy - Group 1 33
QUESTIONS
Business Strategy - Group 1 34
THANK YOU
Business Strategy - Group 1 35
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