THE FACULTY OF BUSINESS AND MANAGEMENT

MSc Business & Management

Customers & Markets

Module: Code: MBUBD4CMA

Name: Janak Vadgama

Tutor’s Name: Connie Nolan

Assessment Type/No: Assessment 2: Report

First Submission/
First Submission
Resubmission (circle
As appropriate)
Submission Date: 10th January 2011

Word Count: 2530………………………………… (excluding abstracts, appendices,

direct quotes, bibliography, diagrams and illustrations)

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2010

[TATA NANO: MARKETING

Janak Vadgama

AUDIT REPORT 2010]

CONTENTS

Executive summary

I. Introduction
A. Tata Motors
B. Tata Nano

II. STP of the Tata Nano in India

III. Timeline: Life span of the Nano
IV. Internal and external environmental analysis
V. Brand Management
VI. Recommendations to the Board
A. Improvements in marketing strategy
B. Related Diversification
C. Market information network and customer relationship
D. Use of econometric tools – Balanced Scorecard
VII. Conclusion

Appendices

Appendix I : Environmental factors relative to the Tata Nano

Appendix II: Environmental Analysis: Aspects directly affecting the Nano
Appendix III: Perceptual mapping
Appendix IV: Suggested MKIS System diagram
Appendix V: Balanced Scorecard

Reference List
 Tata Nano: Marketing Audit Report 2010

Executive Summary

This marketing audit report is prepared on the marketing activities of the Tata Nano from
April 2009 until December 2010 covering the entire on road period since the launch of the
car. The report is prepared on the request of the Board for recommendations to identify
reasons relating to the poor sales performance compared to the targeted expectations.

Although the Tata Nano survived the worst of the recession with steady sales and planned
marketing strategies, there has been a decline in sales recently. This has been due to negative
publicity due to safety issues and rising manufacturing costs resulting higher sales costs.
Although, the marketing for the car remains strong, this report looks at the key challenges
faced by the Tata Nano.

The report requests a number of recommendations for the Board to consider in improving the
Tata Nano marketing strategy.
 I. INTRODUCTION

A. Tata Motors

Tata Motors Limited is India's largest automobile company, with consolidated revenues of
Rs. 925.2 billion in 2009-10. It is the leader in commercial vehicles in each segment, and
among the top three in passenger vehicles. Jaguar Land Rover, a business comprising the
two iconic British brands was acquired in 2008. (Tata Motors, 2011a)

B. Tata Nano

Dubbed as “The People’s Car”, Nano was unveiled to the world in January 2008 and
launched in April 2009. The Nano broke new grounds in terms of cost leadership in the mini
hatchback segment.

Uniqueness is synonymous with the brands on all levels. The Nano was developed with a
dual positioning - it was positioned as an affordable and safe upgrade to four-wheelers for
existing two-wheeler customers and also as the lowest price small hatchback car in the mini
car segment to the cost conscious middle-class family (socio-economic demographic relative
to India) consumers.

II. STP of the Tata Nano in India

The Nano was conceived by Mr. Ratan Tata – chairman of the TATA Group, who summed
up the market segmentation, product positioning and market segment in his historical
inauguration speech (Nano Diaries, 2008) as “A safe, affordable, all weather form of
transport built to meet all safety standards, designed to meet or exceed emission norms and be
low in pollution and high in fuel efficiency, affordable for families where the father is driving
a scooter, his young kid standing in front of him, his wife sitting behind him holding a baby.
A vehicle that could be affordable and low cost enough to be within everyone's reach,”
 III. Timeline: Life span of the Nano

The Nano was unveiled in 2008 amidst an unmatched global hype which was a classic case of
viral marketing as defined by E-Commerce consultant Dr. Ralph Wilson (2005) both on and
off the internet. It was launched in the Indian market on the 23 rd March 2009 (BBC News,
2009).

Due to constraints in manufacturing capacity, bookings for the first 203,000 units were
started in limited window, from 11 th April 2009 to 26th April. The first 100,000 buyers
selected by a lottery system were promised to be delivered by the end of 2009 and the
remaining 103,000 vehicles were to be delivered as soon as possible in 2010. A unique sales
strategy to avoid cancellations of bookings amidst the global effects of recession, by
providing interest on the deposits to the second lot of buyers proved extremely fruitful for
Tata Motors. The company raised almost Rs. 25 billion in advances (FT Lex,, 2009).

After the initial surge of bookings, Nano recorded a poor sales growth through 2010 as
compared to the sales target of 20,000 units a months. Changes in macro environmental
factors, inherent shortcomings in the brand positioning, technical defects and unforeseen
market trends caused the popularity of the Tata Nano to decline in the Indian market. This
fact is justified by the sales figure of 46,760 units sold in 2010 (Financial Times, 2011)
totalling the sales figure to around 71,000. According to the Society of Indian Automobile
manufacturers (SIAM, 2011), 12,292,770 new vehicles were sold in 2009-10 out of which
9,371,231 (76.23%) were two wheelers and 1,949,776 (15.86%) were passenger vehicles i.e.
only twelve Nanos out of five hundred cars sold.

The initial loss of momentum in the first year of the life cycle, has forced Tata Motors to
advance its brand management and marketing strategies to keep up with the first mover’s
advantage and gain market share in the growing small-car market of India and secure a
sustainable future to their dream project.

This report focuses on the macro environmental factors, current trends and internal
environment analysis to identify the on-ground challenges faced by Nano in the Indian
market.
 IV. Internal and external environment analysis

To gain a better understanding on the macro environmental factor affecting the Tata Nano in
the Indian market, PESTLE analysis, Porter’s five forces model and SWOT analysis have
been used. As a result of this analysis, the key competitors and key challenges for the Nano
have been identified, as per below. The full analysis is produced in Appendix II.

V. Brand management

M’zungu et al. (2010), demonstrate that brand is one of the most important intangible assets
of the organisation and ‘Brand Management’ involves safeguarding of its value or equity.
Aaker (2010) suggests that “Management of brand equity involves investment to create and
enhance the assets of brand equity”. He further defines five categories of brand equity assets,
which create value in a variety of very different ways and suggests that it is important to be
sensitive to the ways in which strong brands create value in order to manage brand equity
effectively.

The brand management of the Tata Nano can be examined using the following five categories
of assets identified by Aaker (2010), which define its brand equity:

a. Brand Awareness – how strong is the brand’s presence in the consumer’s mind?

The word ‘Nano’ started to gain importance in all fields of science and development with the
idea of ‘Nanotechnology’. A common person associates the word to something that is very
small and relatively advanced. Mr. Ratan Tata quoted in his speech during the unveiling of
the car speech, “We decided we'd call it Nano because it connotes high technology and small
size. So we stayed with the name” (Nano Diaries, 2008). The global discussions of the
World’s cheapest car are evident in the volume of media coverage received by the viral hype
created by a singular idea of the “World’s Cheapest Car”. A source of negative publicity, that
could have been nipped in the bud if sufficient care was taken by the brand management
team. A Google search for the “Worlds Cheapest Car” retrieves 393,000 results relating to the
Nano. This analogy though gross in nature indicates the nature of the top of mind recall of
potential consumers. For over a year no significant efforts were taken to introduce the “Pride”
of owning a Nano to a consumer for whom a car is a luxury and an achievement.
 b. Perceived Quality and Brand Loyalty

In India, the middle income group is suggested to be rising. Successful, young, middle
income group consumers in India relate the ownership of a car more as a status symbol than a
mode of transport. In an article published by the Financial times, Fontanella-Khan (2010)
quotes, a marketing manager at Indian engineering group Larsen & Toubro who earns
Rs.80,000 a month and has recently acquired a small car – a Skoda Fabia, who said that he
would never buy a Nano as his main car. “On your first car you want something special, with
upmarket features ... something that makes the car stand out”.

The incident of a newly purchased Tata Nano which burst out into flames received national
coverage (Mid-day, 2010). Low sales performance coupled with bad publicity also caused
degradation of perceived quality and negatively affected brand loyalty.

c. Brand Associations and Brand Assets

The Tata Nano is a brand owned by the Tata Sons Group. The parent company employs a
full-fledged team responsible for brand building and safeguarding the values it stands for
(Gopalkrishnan, 2007). Tata Sons is a household name in India and is ranked 57 in the Brand
Finance Top 500 Global Brands in 2008 (Arathoon, 2008)

d. Perceptual Mapping

Based on the purchase behaviour of the target market of Nano an indicative list of attributes
under cost and quality is shown in Appendix III. The attribute based perceptual maps
adopted from (Lamblin et al., 2007) indicate how the current positioning may have affected
the perception of the target market. The perceptual maps also give a reasonable justification
to the statement, “India’s ‘People’s Car’ is both too expensive and not expensive enough.” As
quoted by the Financial Times (2011).
 VI. Recommendations to the Board

A. Improvements in Marketing Strategy

The marketing team concludes that Tata Nano needs to re-strategise the marketing functions
by identifying focused target markets and positioning the Nano in a growth driving segment
as opposed to the present – mass marketing strategy. The marketing team suggests a strategy
option which is presented for the review of the Board based on the challenges faced by Nano.
An in-depth feasibility study would be sanctioned on approval.

i. Market Development – Maintain the cost differentiation and maximise first

mover advantage

The target market as defined earlier does not support the sales targets. A micro
segmentation of the whole market based on demographics is required to identify
potential for development. Feasible geographic division of the identified markets
based on accessibility of existing dealer network will assist in market penetration.

ii. Related Diversification

Going back to the basic question of “Which part of the target pool buys the most
new cars?” Answering it simply – “People who learn to drive”

Diversifying into a peripheral service of institutionalising brand owned driving

assistance fact on a national level has the potential to ensure higher brand recall
and association within the target pool. A scaled up model has the potential to
develop of the car market. The marketing team suggests the Board to look into
this option. Diversification can be attained through partnering with existing
driving schools or by starting a new subsidiary which can offer franchising
opportunities to entrepreneurs. Maximising market reach will provide a potential
customer base which can be further developed by first-hand experience of the car.
This is a long term strategy which can be formulated to ensure a newer, more
proactive brand image rather than a failed promise over a period of time. This
model can be replicated on a national level based on its performance in the chosen
test market. With analogy to the BCG growth share matrix (Lamblin et al. 2010),
 the Nano is a “Dog” in the company’s portfolio that has the potential to be a
“Star”. New competition can also result in emergent strategies in the future but
establishing a firm base will provide first mover advantage which can be exploited
in the future.

iii. Marketing information network and customer relationship management

Tata Motors has an Internal marketing information system that is currently based
on the mass-market. Internal data systems combined with data collected from
dealerships helps identifying the key characteristics of actual and potential
customers. Market development strategy for Nano requires a more specialized
approach and a separate customer relationship management structure based on the
nature of the newly identified target groups. It is essential to understand the needs
of the consumer and adapt marketing methods based on their feasibility. A
graphical representation of the suggested system as a parallel to the existing MKIS
is shown in Appendix III. This MKIS system would reduce reaction times to
changes in the environment and align decisions with the brand management team
to form sustainable emergent strategies.

B. Use of a suitable econometric tool

Nano is in its second year of its lifecycle has no critical inherent flaws. Successful
implementation of the market development strategy can ensure a profitable lifecycle for the
car and its future variants. Along with efficient implementation, it is essential for the
managers to be able to evaluate the effects of the decisions at all levels of the strategy – both
organisational and financial. Some econometric evaluation is required to reassure
stakeholders of the company that the core vision and objectives are being pursued.

To avoid any further setbacks, it is essential that all levels of the organisation understand the
long term strategy and implement it collectively to ensure that departmental and individual
objectives are aligned with that of the company.
 i. The Balanced Scorecard (Kaplan and Norton, 2009)
Kaplan and Norton (2007), suggest the use of the ‘Balanced Scorecard’ to translate vision
and strategy of a company in a manner that all departments and individuals can be aligned in
line with the objectives of the company. Appendix V(a) a gives the four perspectives required
for using the balanced scorecard in relations with the vision of Tata Motors. The marketing
team suggests that along with the Board, the brand team, experienced personnel from
Manufacturing, sales and the distributor network should be actively involved in the
translating the strategy and vision into the key perspectives mentioned in the diagram.

Appendix V (b) represents the constituents of the “Balanced Scorecard” that form the on-
ground translation of the strategy implementation process. This process is cyclic in nature and
will provide a clear set of goals required for identifying key roles of all individuals involved
in the process of strategy implementation and reacting quickly to the emergent strategies,
throughout the lifecycle of the Tata Nano as shown in Appendix IV (c).
Conclusions

The main conclusions from this audit are:

 The mis-representation of the ‘most affordable car’ to the ‘cheapest car’ has meant
that some of the Indian domestic markets do not want to be associated with it. Tata
Motors did not do enough to set this image right in the early stages of promotion and
this has damaged sales, despite its high value branding.
 Tata has invested heavily in international markets in other products and high cost cars
i.e. Jaguar, but delayed the launch of the car in international markets, despite
worldwide interest in the product. This may have resulted in waning of interest and
other manufacturer’s, time to catch up with Tata and pose real threat.
 Negative national and world wide media attention on the car’s safety when the cars
caught fire further damaged the brand.
 Although Tata’s marketing strategy helped keep customers during the worst of the
recession, rising costs have meant that the car is now more expensive to buy, resulting
in a loss of sales.
 The original market was the Indian middle class two wheeler users, but the company
now needs to diversify and consider other markets as proposed by the marketing team.
 India’s roads infrastructure remains a major issue, however, the car has proved
perfect in road tests for in-town driving in UK and Europe – and Tata Nano needs to
capitalise on that.
 Smaller electric cars are also a direct threat to the Nano

The Appendixes provide in-depth information on the analysis used in this report.

The recommendations of the board would be actioned immediately

________________
 Appendix I : Environmental factors relative to the Tata Nano
A. PESTLE Analysis

Political
- Government Farm loan waiver
- Inconsistent Infrastructure development
- Consistent growth and political stability in Gujarat

Economic
- Rapid economic growth around 9% (Bajaj, 2010)
- Unequal economic growth:
- High industrial growth (Tata Motors, 2011 c)
- Stable inflation forecasted for 2010-2011
- Increase in prices of basic commodities

Social
- Changing perception of “middle class” demographic segment
- Wide margin between middle and lower income groups
- Move toward ‘status symbols’ (Bajaj, 2010)

Technological
- Increased awareness on safety measures
- Higher investment in fuel efficient technologies

Environmental
- Predictable weather pattern and seasonal monsoons
- Good monsoon in 2010 favouring increase in GDP (Tata Motors, 2011 c)
- Increasing carbon footprint and pressures from developed nations
 B. SWOT

Strengths
- Brand Image of TATA Motors
- First Mover advantage
- High brand recall
- High quality standards lower rate of breakdowns
- Test drives offered in smaller outlets in smaller cities. (Bajaj, 2010)

Weaknesses

- Safety concerns with relation to car fires (Fonentella-Khan, 2010)

- Failure to attract target segment – Too expensive and yet not expensive enough
( Financial Times, 2011)
- “Cheap Car Image”
- Competition with motorcycles
- Production setback due to West Bengal land acquisition issue (Pilling, 2010)
- Running costs more than 2-wheelers ( Financial Times, 2011)
- Increase in base price (Tata Motors, 2011b)
- Many consumers in the target group do not have the access or means to learn how to
drive a car or obtain a four wheeler license. Situations of more basic issues like
parking (i.e. – where 4-6 people of a family like in a 1 room house, where will they
park their cars safely)

Opportunities
- Appointment of Forester as Chief executive of Tata motors
- Dedicated manufacturing plant in Gujarat
- Vendor Park for suppliers of components to Nano in the manufacturing plant premises
(Leahy, 2010)
- Capacity constraints faced by Maruti Suzuki – The market segment leader
- Passenger car market forecasted to grow around 12.36% in 2011 (SIAM, 2010)
- Long waiting periods for competition (Bhattacharya, 2010)

Threats
- Infrastructural progress – Suitable to 2 wheelers
- New market entrants like VW, Ford, GM Nissan in mini car segment (Doval, 2010)
- Maruti to boost manufacturing capacity over three years (Bhattacharya, 2010)

C. Porter’s 5 Forces
A competitive forces framework helps create the starting point of strategic analysis of the
mini car segment in the Indian new cars market
1. Threat of Entry:
a. Tata motors has successfully places a cap on the small car, low cost segment
with the Nano priced lower than 2,00,000 which is the lowest in the world
increasing the barriers of entry into this market
b. Setup of the new manufacturing plant dedicated to the Nano is ready and
operations giving first mover advantage in the market
c. Business model can be adapted to changing environment faster than new
entrants lowering the threat of entry
d. Tata motors is the largest automobile manufacturer in India and has a very
strong supply and distribution network at its disposal
e. Parental backing of the Tata Group ensures sufficient support in case of
retaliation
f. The Nano is highly differentiated based on cost which gives it a better edge in
being competitive

2. Threat of substitutes:
a. This is one of the single most challenging threat to Nano as it is competing in
between two major market segments – Motorcycle and Automobile.
b. Public transport used car industry also pose a big threat to Nano
c. Even though the Nano costs twice that of a medium end motorcycle, the
maintenance costs are almost four times making it an unviable option.
3. Power of buyers
a. With the availability of funds and loans, switching costs in the mini segment
are relatively low but buyers have the option to invest in a motorcycle instead
of a car

4. Power of suppliers
a. In the manufacturing industry, power of suppliers is relatively high but where
a consolidated business of manufacturing and selling is concerned it
diminishes exponentially

5. Competitive rivalry
 a. Due to the nature of the positioning of the Nano, Competitive rivalry increases
two-fold as compared to its nearest competitors on either side
b. Exit barriers are very high as the corporate image of the whole Tata group can
be affected along with a high cost factor attached to exit

Appendix II: Environmental Analysis: Aspects directly affecting the Nano

 Concept Appendix Key Analysis

1. Infrastructure development (roadways) in India is

inconsistent and slow. Bad roads and high fuel prices may
lead to consumers buying motorcycles instead of cheap
cars.
2. Target segment is divided across a large span of micro
PESTLE segments as defined by Brassington and Pettitt (2005)
(Factors whose requirements have not been met in the macro-
Ia
affecting the segmentation strategy.
Nano) 3. Positive economic development and growth of the sector
is forecasted for the Indian market, and shows limited
scope for experiment.
4. Technological and Environmental development is
expected to be rapid and the Nano would need to be
adaptable to change within resource threshold limits.

1. The adopted positioning of the Nano as a people’s car is

positioned hazardously between two distinct product
groups i.e. motorcycles and mini cars.
2. Stiff competition from market leaders in both segments of
the market along with substitutes like public transport.
Five Forces Ib 3. Undifferentiated approach towards targeting, as defined by
Brassington and Pettitt (2005).
4. Inherent strength to repair damage due to corporate
backing – financial, marketing expertise and
manufacturing capacity of the TATA group as a edge over
competition.

SWOT Ic 1. Brand communication worldwide of an “affordable family

Analysis car” has been completely misinterpreted as a “cheap car”.
2. Due to increase in commodity costs, actual price of the
basic version is not what was promised – Rs. 100,000
 (£1300) but a minimum 35% more causing loss in brand
loyalty.
3. Tarnished brand image with regards to quality, due to
reported incidents of fire in over 5 cars.
4. Competition with two-wheelers where end costs to
consumer – taxes, maintenance costs, switching costs,
parking and storage are not comparable to that of a car.
5. Negligence of basic problems of the “ideal” customer –
need for a car, pride of owning a car, liabilities post
purchase.
6. The Nano is “too cheap” and “too expensive” at the same
time due to the large gap between the higher middle
income and lower middle groups.
7. Marketing action to maximise opportunities is tepid.
8. Red –sea strategy of competition as defined by Johnson et
al. (2008).
9. Key strategic areas for marketing not accurately defined to
maximise first mover advantage.

Appendix III: Perceptual mapping

Middle income group Cost and Quality Attributes can be given based on the purchase
behaviour as:
Sr. Quality Attributes Cost Attributes

1 How safe is the vehicle to drive ? How much does the vehicle cost?
 2 Does the it improve my social image? Am I getting value for the money I am
paying?
3 Does this car provide what I need? What are the maintenance costs?
4 Is it fuel efficient? What are my liabilities if it gets damaged?
5 Does it have a resale value?
6 Do I trust the brand ?
7 What is the life of the vehicle?

III a. Perceptual Map of Tata Nano as compared to Cars in the same segment

Cost Maruti 800 High

Attributes
Hyundai Santro

Ford Figo

Overall
Tata Nano quality

Low

III b. Perceptual Map of Tata Nano as compared to Motorcycles in the same segment
 Cost High

Attributes Bajaj

Hero Honda

Yamaha

Overall
Tata Nano quality

Low

Appendix IV: Suggested MKIS System diagram

 Assessi
Marketing Environment for Tata Motors
Marke
Marketing Intern
Information system

Marketing Team
ng
ting al
for Tata Motors Informa
Intellig Record
Marke Inform tion
Distribu
ence s
ting ation needs
ting
Resear Analysi Informa
environment for Nano

ch Informations tion
New Marketing

Development

Management
Market Development Team for Nano

Brand

Team
Customer Relationship
Management focused on
Nano Customers
Adapted from Kotler (2003)

Appendix V: Balanced Scorecard Kaplan Norton, D. (2007)

A. Translating Vision and Strategies

Tata Motors
Vision: "best in the
manner in which we
operate, best in the
products we deliver,
and best in our value
system and ethics.“

Marketing strategy
for Nano:
“Focus on targeted
segment and develop
market from bottom
up while adapting
feasibly”

B. Managing Strategy
C. Individual Scorecards
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