Ishan Institute of Management and Technology Final

ISHAN INSTITUTE OF MANAGEMENT AND TECHNOLOGY

SUMMER PROJECT

REPORT MARKET SEGMENTATION, USES AND PROMOTIONAL ACTIVITIES OF LPT 2516

SUPER TURBO BY THE MEANS OF MARKETING ACTIVITIES.

A report submitted to Ishan institute of management and technology, GREATER NOIDA as a partial fulfillment to full time post graduate diploma in management.

MARKETING MANAGEMENT YEAR-2009-2011

UNDER THE GUIDANCE OF

MR. ABHISHEK BASANT

SR. SALES MANAGER (PRIMA SALES)

TATA MOTORS LIMITED, JAMSHEDPUR

SUBMITTED TO SUBMITTED BY

DR. D.K.GARG SUMEET SOURABH

CHAIRMAN ENR- MMR-4075IIMT. GR. NOIDA PGDMM

ISHAN INSTITUTE OF MANAGEMENT AND TECHONOLOGY. 1, A- KNOWLEDGE PARK-1, GREATER NOIDA, GAUTAM BUDDHA NAGAR(U.P) Website- www.ishanfamily.com, E-mail: [email protected]

1TATA MOTORS LIMITED, JAMSHEDPUR

http://www.ishanfamily.com/


AUTHORISATION

I do hereby declare that the project work entitled “MARKET

SEGMENTATION, USES AND PROMOTIONAL ACIVITES OF LPT

2516 SUPER TURBO BY THE MEANS OF MARKETING ACTIVITIES.”

is an original and bonafide work done by me. This report is being submitted in

partial fulfillment of the requirement of “A report submitted to Ishan institute of

management and technology, GREATER NOIDA as a partial fulfillment to full

time post graduate diploma in management.”

The content of this report is based on the information collected by me during my

tenure at the ‘Marketing and Sales Department’ Tata Motors-CVBU, Jamshedpur.

This project has not been submitted elsewhere in full or in part for the award or

any degree.

SUMEET SOURABH

MMR-4075


GREATER NOIDA



PREFACE

Progress is a continuous process. It is relative and absolute. We can’t stop at a certain destination

and declare that the goal has been achieved and we need not go further. The summer training

Program is designed to give the future manager’s the feel of the corporate environment and the

work culture. These real life situations are entirely different from the stimulated exercise enacted

in an artificial environment inside the classroom. It is precisely because of this reason the

summer training program is designed, so that the managers of tomorrow need not feel ill when

the time comes to shoulder responsibilities. The summer training program is a bridge between

the institution and the organization. It was in this context that I was privileged to join Tata

Motors CVBU “Marketing and Sales Division” on 13th of June, 2010as a summer trainee.

Founded by the visionary Industrialist Jamshedji Nusserwanji Tata, India’s one of the largest

private sector. Tata Motors is known not only for its professional management, but also for its

enlightened and progressive approach towards employee welfare and betterment of society. The

experience that I have gathered over the past few months has certainly provided me with an

orientation, which I believe, will surely help me shoulder any assignment successfully in future.

The word “Marketing” is not new to us but there sea changes in its principles since the time it

was first heard. When we talk about marketing strategy of a firm, one need to constantly waste a

lot of chalks on his drawing board to outdo their competitors. So it is a place of constant

innovation& one need to have a bull’s eye on their competitors.

I student of Ishan Institute of Management and Technology is pursuing P. G. D. M (MM) course

and towards the partial fulfillment of it, I have undergone a summer project named “MARKET

SEGMENTATION, USES AND PROMOTIONAL ACTIVITIES OF LPT 2516 SUPER

TURBO BY THE MEANS OF MARKETING ACTIVITIES.” for a period of two months. I

used my expertise to complete the objective accomplished in the stipulated time as study of

marketing strategy is not a cup of tea. Despite all the limitations, obstacles, hurdles and

hindrances I have toiled my hand to achieve the goal desired. Being a neophyte in this throat

cutting competitive world, I came across many difficulties to make this objective a reality.

Anyhow with the kind help and genuine interest formally supported by my guide and college



authorities. The purpose of this project is to understand the strategy adopted by TML to sell their

products. In later part of this project we will able to understand how TML has been effectively

utilizing the resources to provide quality products for customers with time on delivery.

Though every effort have been made to present accurate data & correct information, although if

you find any part of the project unacceptable, I will be highly obliged to hear your suggestions.



ACKNOWLEDGEMENT

At the very outset, it is with a deep sense of gratitude that I acknowledge the able guidance

received from Mr. ABHISHEK BASANT (TSM MCV-C, AND HCV-C PRIMA SALES)

and the team at ‘Tata Motors CVBU’, during all stages of this project. The project owes much

of its work to their generative suggestions, illuminating comments, encouragement and ceaseless

patience.

I would like to take the opportunity to thank DR. D.K. GARG (Honorable chairman, IIMT,

GR. NOIDA) for his guidance and support throughout the project. His opinions and experience

offered me valuable insights into the study area and gently enhanced the value of the project.

I would fail in my duty, if I do not make a special mention of the dedicated and determined team

of MITHILA MOTORS LTD, JSR, R.A. HIMATSINGKA & CO., DEOGHAR, DUMKA,

PAKUR AND GODDA, J.M.A STORS, DHANBAD who helped me in every aspects to

complete this project.

I would also like to thanks Mr. VINOD KUMAR SINGH (MANAGER SALES, R.A.

HIMATSINGKA AND CO. PAKUR), Mr. RANJAN KUMAR (GENERAL MANAGER, R.A.

HIMATSINGKA AND CO. DUMKA), Mr. ARBIND KR. JHA (SR. EXECUTIVE,

R.A.HIMATSINGKA AND COMPANY, DUMKA) AND Mr. R.K.THAKUR (J.M.A STORES

LTD, DHANBAD)

I would also like to thank my team mates and colleagues who worked with me during the project.



TABLE OF CONTENTS :

TOPIC PG. NO.

Chapter 1: Introduction

Chapter 2: objective of study

Chapter 3: review of the litreture

Chapter 4: About Organization

Achievements and Awards

Managerial Hierarchy etc.

Chapter 5: Operational Problems

Chapter 6: Abstract

Chapter 7: Tata group of companies

Chapter 8: Tata motors Ltd

Chapter 9: Global operations

Chapter 10: Present & future challenges

Chapter 11: Line of business (lob’s)

Chapter 12: Products

Chapter 13: Customer acquisition sales process

Chapter 14: Financing a Tata vehicle

Chapter 15: Heavy commercial vehicles

Chapter 16: AIDA industrial directory

Chapter 17: Promotional events and branding

Chapter 18: Findings ,conclusion & recommendations

Annexure

Bibliography



INTRODUCTION

This project contains a detailed information about the prospective customer base which can be

targeted by the company in the next financial year for the selling of it’s all new launches in the

medium commercial vehicle- segments.

This model of MCV is a great failure in the market due to the believe of the customers in their

mind that super turbo ie. TATA own engine is not good for their business and this engine is a

failure. Due to which customers escape themselves to purchase those MCV which carry the

SUPER TURBO batch. But this MCV perform very good when it loaded with the market load

in lemon language we can say that under load, and the market of BIHAR, JHARKHAND, WEST

BENGAL, UTTAR PARDESH, MADHYA PARDESH, CHATISHGARH is RATED load or

industrial load market ie, overload market. Means while another model of same segment ie, LPT

2515 Cummins has a very good demand in the market. This model is 10 bhp under powered than

LPT 2516, fuel efficiency is less than 2516 but instead of these benefits customers were not

purchasing LPT 2516. This model has lots of potential to serve the customers with good value of

money and mental satisfaction by serving quality product from tata motors limited.

The model lpt 2516 super turbo is one product much behind the generation; no HCV is giving

such a technological advancement, technology, fuel efficiency, power, and comfort in this

segment. This model is launched in 3 different models,

1. Cowl

2. Cabin with chassis

3. And in complete build unit.

Know TATA had improved the gear shaft, worked on piston ring, changed the connectivity rod,

cleared the filter problem and done some serious changes in the engine to boost up the sales, but

unluckily customers are still not familiar to the model and due to lack of

So, my aim is to find out market that’s suits the vehicles and to find out the uses and to segment

the market according to the load character where I can promote the MCV to count the sales.

The new launches comprises of:



Tata LPT 2516 SUPER TURBO

The project started in the month of JUNE 2010 and had covered a lot of work till date.

Till now the project moved in following phases as recommended by the company guide:

1. Brief introduction of the company Tata Motors ltd.

2. Data shorting and analysis done of last 2years sales data since launch of Tata MCV

3. Block mapping done according to data.

4. AIDA industrial directory gathering done and further industry analysis done.

5. Meeting done thereby demonstrating the new models with the industrial heads.

6. Customer profile analysis done.

Final report submission containing detail of prospective customer submitted to company guide.

Tata Motors is an organization committed towards maximizing customer satisfaction and striving

to achieve the goal of excellence by continual improvement through ongoing design and

development, manufacture and sale of reliable, safe, cost effective, quality products and services

of international standards, by using environmentally sustainable technologies for improving

levels of efficiency and productivity within its plants and ancillaries. Tata Motors culture is that

of demanding and delivering ‘High performance’ in a co-operative environment. Management

sets tough and aggressive targets yet it is also logical in setting them and does respect each

individual’s dignity. The employees are accountable for their targets, and at the same time

seniors provide guidance in achieving those targets by empowering employees, and providing

appropriate resources.

This report contains one of the finest works that has been ever produced by me. The project

entitled MARKET SEGMENTATION, USES AND PROMOTIONAL ACIVITES OF LPT

2516 SUPER TURBO BY THE MEANS OF MARKETING ACTIVITIES. forms the base

of this report.

Commercial Vehicles The deferment of infrastructure projects and the slowdown in the mining

sector have resulted in a tremendous drop in demand for medium and heavy vehicles. As stated

earlier, the market for these vehicles declined by 33%. However, the Company's new “sub” 1

tonne Ace has been a runaway success. During the downturn, the Company has increased its



market share in trucks. It has also been able to gain market share in the bus segment with newly

developed vehicles from its facilities in Goa and its joint venture facility at Dharwad.

To some, the year under review would be viewed with great despondency. The Company faces a

major decline in demand across its product range, it must bear the burden of the major

acquisition of JLR, and be faced with a major collapse in vehicle demand in Western Europe and

the U.S. But to many in the Company this is yet another year of challenges with the excitement

of meeting such challenges head-on.

The spirit, commitment and dedication of the whole Tata Motors team at all its locations and

across all levels is truly phenomenal and this continues to be the company's greatest asset.

COMMERCIAL VEHICLES

The Company reported sales of 291,993 commercial vehicles in the domestic and international

markets, a decline of 17.2% over the last fiscal. Domestic sales declined by 15.2% to 265,373

vehicles, while exports declined by 33.2% to 26,620 vehicles as a result of the recessionary

trends in most markets. Despite the tough operating environment, the Company was able to

consolidate its position as a market leader in the domestic market and improve its market share

from 62.2% to 63.8% during the year. The Company gained considerable market share in both

the M&HCV as well as LCV segments in the domestic market. While LCV volumes grew by

3.0% during the year, driven primarily by the new products launched in the last year, M&HCV

volumes declined by 31.4%, due to the impact of slowdown in industrial activity. The Company

launched 28 new commercial vehicles during the year. New products offer better features and

fuel efficiency, thereby lowering the total cost of ownership for the users. The contribution of

new products to total sales volumes has been increasing steadily. Among the new products

launched in 2008-09, were LPT 3118 - a truck with lift axle, CNG variants of the Ace, Magic

and Xenon, new range of LCV buses manufactured by Tata Marco polo Motors and the ICV 909

bus.

The Company also completed the execution of its first order of 650 low floor buses to Delhi

Transport Corporation (DTC). It has also bagged a second order of 1625 similar buses from DTC

to be executed in financial year 2009-10, the total order value of which is over Rs.2200 crores.



Ace and Magic volumes continue to increase and their contribution to the total sales volumes is

increasing. These products are also relatively less affected by the overall economic downturn.

The Company has also unveiled the World Truck range of its next generation heavy trucks in

May 2009. The sales are expected to start in the first half of the current financial year. The

Company expects to launch application specific variants at appropriate times.



Chapter 2-

Objectives of the study

The objective which was being referred while carrying out the project was:

To study the rural market and understand the demand for commercial vehicles cargo in

the area.

To study the different modes of channels operating in that area.

To understand the commercial market industry since 2008 in Jharkhand by using tools

like clock mapping etc.

Find out the available options for establishing the CCP’s (Customer contact point) in the

selected rural markets of Jharkhand for the proper reach of the products (Small

Commercial Vehicles) and to reach the deeper pockets of the rural markets.

Prospect generation for the products.

Learn how to finance a vehicle.

To do sales promotion activities.

Generation of new customer.

To solve the quarries of existing as well as new customers.

Product knowledge to customers on their meeting point.

To understand the promotional activities and strategies involved during new launches etc.

Chapter-311

TATA MOTORS LIMITED, JAMSHEDPUR


LITERATURE REVIEW

Tata Motors July sales at 48,054 nos., growth of 18% M&HCV sales record year-on-year

growth after almost a year

Tata Motors total sales (including exports) of Tata commercial and passenger vehicles in July

2009 were 48,054 vehicles, a growth of 18% over 40,729 vehicles sold in July2008. The

company’s domestic sales of Tata commercial and passenger vehicles for July2009 were 45,599

nos., a 23% growth over37, 033 no’s Sold in July last year. Cumulative sales (including exports)

for the company for the fiscal at 171,168 nos., was lower by 1%, compared to 172,462 nos. sold

last year.

Commercial Vehicles The company’s sales of commercial vehicles in July 2009 in the

domestic market were 28,408 nos., a 27% growth compared to 22,381 vehicles sold in July

last year.

LCV sales were 17,750 nos., a growth of44% over July last year. M&HCV sales stood at

10,658 nos. turning positive after almost a year with a growth of 6% over July last year and

the highest since September2008 Cumulative sales of commercial vehicles in the domestic

market for the fiscal were100,464 nos., a growth of 7% over last year. Cumulative LCV sales

were 63,180 nos., growth of 32% over last year, while M&HCV sales stood at 37,284 nos.

Was lower by 19% over last year.

Passenger Vehicles

The passenger vehicle business reported a total sale and distribution off take of 19,881nos.

(17,191 Tata + 2,690 Fiat) in the domestic market in July 2009, a 32% increase

compared to 15,064 nos. (14,652 Tata + 412 Fiat) in July last year. Sales of Tata cars, at

14,537 nos., grew by 21% over July 2008. Dispatches of the Tata Nano began during the month,

and the sales were 2,475 nos. The Indica range sales were 8,563 nos., a growth of 14% over July

last year. The Indigo range recorded sales of 3,499 nos., lower by 22% over July last year. The

UV/SUV range of Sumo/Safari accounted for sales of 2,638 nos., flat compared to July

last year.



The company began the sale and deliveries of the Jaguar and Land Rover range through the

brands’ flagship store in Mumbai. The response has been quite encouraging in the first month

with the initial India stock and pipeline imports booked to a large extent. Cumulative sales and

distribution off take of passenger vehicles in the domestic market for the fiscal were 70,572 nos.

(63,028 Tata + 7,544 Fiat), against 67,559 nos. (65,746 Tata + 1,813 Fiat) last year, a growth of

4% Nano sales were 2,475 nos. Cumulative sales of the Indica range at 37,412 nos., reported a

growth of 13%. Cumulative sales of the Indigo family were 12,422 nos., lower by 29%.

Cumulative sales of the Sumo/Safari range were 10,690 nos., lower by 29%. Exports The

Company’s sales from exports at 2,455 vehicles in July 2009 were lower by 34% compared to

3,696 vehicles in July last year. The cumulative sales from exports for the fiscal at 7,676 nos.

were lower by 40% over 12,855 nos. in the same period last year.

Tata Motors First Quarter Stand-alone net revenue Rs.6405 Crores, PAT grows 58% to

Rs.514 crores

Tata Motors today reported revenues (net of excise) of Rs.6404.63 crores on a stand- alone basis

for the quarter ended June 30, 2009, of the financial year 2009-10, a decline of 7.6%

compared to Rs.6928.44 crores in the corresponding quarter previous year.

The company’s continued focus on cost efficiencies, coupled with reduction of raw material

prices, inventory reduction and improvement in sales realization, yielded considerable

benefits resulting in the operating margin to 11.4% (from 7.1% in the previous year), with

operating profits at Rs.728.00 crores, an increase of 47.9% as compared to the corresponding

period of the previous year. Profit before Tax for the quarter grew by 58.8% to Rs.548.04

crores (Q1 2008-09: Rs.345.09 crores) and Profit after Tax was Rs.513.76 crores (Q1 2008-

09: Rs.326.11 crores), an increase of 57.5%. The interest cost (net) at Rs.253.45 crores for the

quarter increased by 125.6% due to increased debt taken by the company during the previous

year to support its product program, investments and working capital requirements and

depreciation at Rs.229.12 crores was higher by 26.7% reflecting the increased investments in

new products and supporting capabilities. For the quarter ended June 30, 2009, there was

an exceptional notional foreign exchange valuation loss of Rs.5.54 crores (previous year

loss of Rs.161.59 crores). Improvement in liquidity, increased reach across the country and

introduction of new products and variants improved the company’s sales, except in the case



of the heavy truck segment. The heavy truck segment is recovering, albeit slowly, in

response to infrastructure development, Government stimulus packages for the automobile

industry and Jawaharlal Nehru National Urban Renewal Mission (JNNURM) initiatives.

The company’s domestic sales volume at 122,120 vehicles recorded a marginal decrease

of 1.4% over the corresponding quarter of the previous year, whilst the exports at 5220

vehicles continued to be severely impacted (negative 43%) in the wake of continuing

tumultuous global environment resulting in total sales volume at 127,340 vehicles, a decline

of 4.3% as compared to the corresponding quarter of the previous year. The company

gained market share in commercial vehicles to 67.4% during the quarter compared with

61% in the corresponding quarter of previous year on the back of a marginal 1.1%

growth in domestic sales to 72,216 units. Tata passenger vehicles declined by 10% in the

domestic market to 45,846 units but have been growing sequentially every month of the

quarter breaking into positive growth in June. The market share for Tata passenger vehicles has

sequentially improved from April to June 2009 with the June exit market share at 12.5%, and for

the period being at 11.3%. Along with Fiat, the company has a joint market share of 12.3%. in

the industry.

The company continues to upgrade its resources to leverage emerging opportunities. In

commercial vehicles, the company unveiled its new range of world standard trucks in May

2009, comprising multi-axle trucks, tractor-trailers, tippers, mixers and special purpose

vehicles which are being gradually launched in India and also in select international

markets over a period of time. An all-new Star bus range of buses has also been introduced. A

new mileage enhancing automatic stop-start technology, developed in-house, has been

introduced in the Ace mini truck. Tata Motors has received a majority of the orders for buses

released by different State Governments under the JNNURM. In passenger vehicles, the

company has completed the process of allotment of Tata Nano, following the car’s launch in

March2009. Deliveries to the allotters have since begun. The company also opened the first

Jaguar Land Rover showroom in India at Mumbai. Along with the Fiat Linea, Fiat 500and

the Palio, the company has commenced the distribution of the Fiat Grande Punto in June 2009.

The audited stand-alone financial results fourth quarter ended June 30, 2009, are enclosed. The

consolidated financial results for the 1st quarter of Financial Year would-be voluntarily disclosed

separately in due course.



TATA MOTORS DELIVERS FIRST TATA NANO IN THE COUNTRY IN MUMBAI

Tata Motors is pleased to announce that Mr. Ashok Raghunath Vichare of Mumbai has

become the first customer in India of the Tata Nano. Mr. Vichare received his choice, the Tata

Nano LX (Lunar Silver), at the hands of the Chairman of Tata Sons and Tata Motors, Mr.

Ratan N. Tata, at the company’s dealership, Concorde Motors, today. Speaking on the

occasion, Mr. Tata said, “I hope the Tata Nano will bring motoring pleasure to those who

will be buying their first car as also those who currently own cars but want a modern,

contemporary, emission-friendly city car.” Along with Mr. Vichare, two other customers,

Mr. Ashish Balakrishnan (Tata Nano LX – Sunshine Yellow) and Kores India Limited

(Tata Nano LX – Lunar Silver), also received their cars today. As planned, Tata Motors

has commenced deliveries of the Tata Nano this month to different towns and cities of

the country. Dispatches to dealerships have begun from the Pantnagar plant, where the car is

being produced, in accordance with schedules informed to customers.

TATA Motors’s June 2009 DOMESTIC SALES at 43,244 nos.Tata Motors’ total

sales (including exports) of Tata commercial and passenger Vehicles were 45,399 vehicles, a

decline of 4% over 47,245 vehicles sold in June last year. The company’s domestic sales of

Tata commercial and passenger vehicles for the month of June 2009 were 43,244 nos., a 1%

decline over 43,814 nos. sold in June last year. Cumulative sales (including exports) for the

company for the quarter at 123,113 nos., declined by 7%, compared to 131,733 nos. sold last

year. Commercial Vehicles The Company’s sales of commercial vehicles in June 2009 in

the domestic market were 26,205 nos., a 2% decline compared to 26,797 vehicles sold in

June last year. LCV sales were 16,256 nos., a growth of 17% over June 2008, while

M&HCV sales stood at 9,949 nos., a decline of 23% over June 2008 but an increase of 15% over

May 2009. Cumulative sales of commercial vehicles in the domestic market for the first quarter

of the fiscal were 72,056 nos., a growth of 1% over last year. Cumulative M&HCV sales stood

at 26,626 nos., a decline of 26% over last year, while LCV sales for the quarter were 45,430 nos.,

a growth of 27% over last year. Passenger Vehicles The passenger vehicle business reported a

total sale and distribution off take of 19,513 nos. (17,039 Tata + 2,474 Fiat) in the domestic

market in June 2009, an 11% increase compared to 17,567 nos. (17,017 Tata + 550 Fiat) in

June 2008, and an increase of 17.8% over 16,563 nos. (15,388 Tata + 1,175 Fiat) of May 2009.



The Indica range grew for the fifth consecutive month at sales of 10,210 nos. -- a growth of 19%

over June 2008. The Indigo family recorded sales of 3,522 nos., a 26% decline over June 2008,

but a growth of 24.4% over 2,832 nos. of May 2009. The Sumo/Safari range accounted for sales

of 3,307 nos., a decline of 11% compared to June 2008, but a growth of 29.7% over 2,550 nos.

of May 2009. The company launched the Jaguar and Land Rover range in the last week of June

in Mumbai.

Cumulative sales and distribution off take of passenger vehicles in the domestic market for

the quarter were 50,691 nos. (45,837 Tata + 4,854 Fiat), against 52,495 nos. (51,094 Tata

+ 1,401 Fiat) in the same period last year. Cumulative sales of the Indica range at

28,849 nos., reported a growth of 12%. Cumulative sales of the Indigo family were 8,923

nos., a 32% decline over the same period last year. Cumulative sales of the Sumo/Safari

range were 8,065 nos., a decline of 35%.

Exports The Company’s sales from exports at 2,155 vehicles in June 2009 declined by 37%

compared to 3,431 vehicles in June 2008. The cumulative sales from exports for the fiscal at

5,220 nos. declined by 43% over 9,159 nos. in the same period last year.

CURRENT SCENARIO OF COMMERCIAL VEHICLE INDUSTRY

After recording a strong performance in FY07, the Indian Commercial Vehicle (CV) industry fell

into hard times in FY08. The domestic sales of the industry grew by 4.07% in FY08 as compared

to a growth of 33.26% in FY07. The Medium & Heavy Commercial Vehicles Goods Carrier

(M&HCV GC) segment particularly bore the brunt of the situation, with the domestic sales in

this segment declining by 5.88% in FY08. The Light Commercial Vehicles Goods Carrier (LCV

GC) segment, due to diversity of its usage, managed to clock a decent growth of 11.65%. The

Passenger Carriers (PC) segment registered a strong growth of 26.51% on the back of ordering

by both, private players and State Transport Undertakings (STUs).

The first half of FY09 brought more bad news for the industry as, in addition to M&HCV GC

segment, the PC segment and the Export sales too remained subdued. Even the torch-bearing

LCV GC sub-segment of Gross Vehicle Weight (GVW) 3.5 tonnes, witnessed a slowing growth

rate in H1 FY09 and started H2 FY09 with a decline of 19.63% in the month of October. The



rising interest rates, stringent lending norms, falling industrial growth rates and resumption of

overloading are the main reasons for the current mayhem in the CV market.

The bottom line of the manufacturers too came under pressure especially in Q4 FY08 and Q1

FY09 due to the increase in input cost. The average steel prices remained high in FY08 and in

Q1 FY09 and the rubber prices too started creeping up in Q1 FY09. To recover costs, the

manufacturers resorted to a series of vehicle price hikes from beginning of FY09 onwards. This

led to a tricky situation where manufacturers increased vehicle prices when demand was actually

falling. The situation at the freight operator end too has been grim for some time now. After

seeing a healthy freight rate growth in FY07, the rates came under pressure in FY08. However,

as average diesel prices declined in FY08, the operators managed to sail through. In H1 FY09,

diesel prices increased but the freight rate hike has not been commensurate with the diesel price

hike. As a result, the operator profitability has come under pressure. Also, with rising vehicle

cost, rising tyre cost and increased financing cost; the fleet operators are resorting to

postponement of new vehicle purchases.

Despite such overcast situation, manufacturers have been trying to boost sales through

introduction of new models. A slew of launches were made in FY08, both in the GC and PC

segments. For e.g. Force Motors (FM) launched its GC models ‘M4’ (GVW less than 3.5 tonnes)

and ‘Traveller Strong’ (GVW more than 3.5 to 5 tonnes) .Tata Motors (TM) launched its tippers

‘1618’ and ‘2518’. It also launched multi-axle trucks ‘2516 Super Turbo’ and ‘3118’ and Tractor

Trailer (TT) ‘Novus – LPS 4923 TC’. Ashok Leyland Limited (ALL) launched its multi-axle

vehicle ‘3121 H’ and TT ‘4921’. Eicher Motors (EM) launched a multi-axle vehicle

‘HERCULES 35.31’. In the PC segment, TM launched its PC model ‘Super Milo Bus Chassis’,

ALL launched its luxury bus model ‘Luxura’ in addition to two bus models, targeting the Bus

Rapid Transport System (BRTS) and an inter-intra city bus model ‘12m BS II’ and Isuzu-Swaraj

Mazda (SM) launched a 40-seater luxury bus. A number of launches are lined up for FY09 too.

Recently, the industry also saw a few collaborations between the domestic and the international

manufacturers. ALL and Nissan Motor entered into a Joint Venture (JV) for manufacturing LCV,

Mahindra & Mahindra (M&M) entered into a JV with Warrenville, a wholly-owned affiliate of



Navistar International Corporation for manufacturing diesel engines for M&HCVs, EM and AB

Volvo (Volvo) entered into a JV for manufacturing CVs.

GROWTH ESTIMATES

In the short term, the industry growth is expected to be weighed down by the adverse macro-

economic environment. Though the interest rates are not likely to climb up any more in this

fiscal, it will take some time for the availability of credit to improve. In FY09, CARE Research

expects the GC unit sales to grow between 4-5% while in tonnage terms, the segment is likely

to see de-growth of 2-3%. CARE Research estimates the GC segment to register a 5-year

Compounded Annual Growth Rate (CAGR) of 6-7.5% in tonnage sales. The PC segment is

expected to grow between 6-8%. New product introduction, coupled with significant technology

changes and features, will be observed in the LCV and SCV market. LCV and SCV products

for executive mass transport will occupy a niche and set to experience a significant growth in

demand. Accordingly, the commercial vehicles market is reorganizing its product portfolio, in

consonance with the changing demand pattern. However, growth in the next three years is likely

to be moderate compared to the blistering growth witnessed in the last two to three years. The

National Highways Development Program (NHDP) for improving road infrastructure and

national highways will also impel the demand for commercial vehicles with a significant rise in

goods and passenger transport by road, due to enhanced connectivity Founded by Jamsetji Tata

in 1868, the Tata group’s early years were inspired by the spirit of nationalism. The group

pioneered several industries of national importance in India: steel, power, hospitality and

airlines. In more recent times, the Tata group’s pioneering spirit has been showcased by

companies like Tata Consultancy Services, India’s first software company, which pioneered the

international delivery model, and Tata Motors, which made India’s first indigenously developed

car, the Indica, in 1998 and recently unveiled the world’s lowest-cost car, the Tata Nano, for

commercial launch by end of the financial year 2008-09. The Tata group has always believed in

returning wealth to the society it serves. Two-thirds of the equity of Tata Sons, the Tata group’s

promoter company, is held by philanthropic trusts which have created national institutions in

science and technology, medical research, social studies and the performing arts. The trusts also

provide aid and assistance to NGOs in the areas of education, healthcare and livelihoods. Tata

companies also extend social welfare activities to communities around their industrial units.



The combined development-related expenditure of the Trusts and the companies amounts to

around 4 per cent of the group’s net profits. Going forward, the group is focusing on new

technologies and innovation to drive its business in India and internationally. The Nano car is

one example, as is the Eka supercomputer (developed by another Tata company), which in

2008 is ranked the world’s fourth fastest. The group aims to build a series of world class, world

scale businesses in select sectors. Anchored in India and wedded to its traditional values and

strong ethics, the group is building a multinational business which will achieve growth through

excellence and innovation, while balancing the interests of its shareholders, its employees and

wider society.

The year 2009 is an important year for the Indian automobile industry because 60 years ago, the

manufacturing of automobiles commenced in India. Since then, the journey of the Indian

Automotive industry can be classified into three main phases. I would like to briefly touch upon

them. The first phase till mid 1980s could be termed as one of protection for the Indian

automotive industry. There were restrictions on the manufacturing and import of automobiles

and the Indian automobile market was a seller’s market. The second phase, post 1991, could be

termed as a phase of liberalization as the Indian automotive market was the beneficiary of the

opening up of India’s economy. This phase was marked by the entry of foreign automobile

players and increase in the availability of automotive financing. The Indian automotive market

became a buyer’s market during this phase. Coinciding with the second wave of liberalization,

the third phase from early 2000 till date could be termed as a phase of globalization of the Indian

automotive industry. This phase has been marked by the removal of most import controls, entry

of many more foreign players in the Indian automotive market and Indian companies gaining a

global identity and acquiring foreign companies.

Today, the Indian automobile industry is ranked first in the world in the production of three

wheelers, second in the production of two wheelers, fourth in the production of commercial

vehicles and ninth in the production of passenger vehicles. With a production of nearly 10.8

million vehicles in FY07-08, the Indian automotive industry has shown an outstanding resilience

after the last down cycle about a decade back. In the last few years, the Indian automotive

industry has grown at a healthy rate by reducing costs and improving efficiency. With its new

found confidence, it has gone beyond the shores of India and is creating a noteworthy footprint

in different geographies in the world.



The Indian automotive market with a healthy growth rate of 13% in the last 7 years (as on FY07-

08) was a source of attraction to many foreign automobile companies whose entry in the Indian

market not only increased competition, but also raised customer expectations about product

quality and reliability. This forced the Indian companies to introduce new and interesting

products and innovation has now become a notable feature of the Indian automotive industry.

The innovation story of the Indian automotive industry would not be complete without

mentioning the Tata NANO, which has evoked worldwide interest, curiosity and confidence in

the competency of Indian talent. It has not only brought the automobile industry, but also India

into focus. The NANO and other similar products have the potential to change the paradigm of

the automotive industry worldwide.

To maintain a high rate of growth, retain the attractiveness of the Indian market and to further

enhance competitiveness in the market place, the Indian automotive industry has been working in

a collaborative manner with the government and has drafted an Automotive Mission Plan 2006-

16. Some of the key initiatives which have been pursued as per the Automotive Mission Plan

include:

Establishment of National Automotive Testing and R&D Infrastructure development

Project (NATRIP)

Initiatives for creation and fulfillment of automotive demand

Initiatives towards the betterment of society and the environment, and

Initiatives to become a catalyst for generating an additional 25 million jobs

In the last five years, sales in various segments of the Indian automobile market have grown at a

healthy rate of 15% to 27 %. This growth provided encouragement to various players and nearly

Rs 78,000 crores of investment has been planned, out of which more than 50% has already been

committed.

However, today the Indian automotive industry is facing unprecedented challenges. On one

hand, demand is shrinking because of the lack of availability of consumer finance, high interest

rates and the high cost of fuel, and on the other, cost of input materials has witnessed massive

increases. e.g. in the last two years, steel price has increased by almost 40%, copper prices are up



by 45%, natural rubber has risen by 40% . The impact of steel price increase alone on various

segments of automobiles is quite significant.

These factors are having a catastrophic impact on the bottom line of the Indian automotive

industry and are resulting in withdrawal, scaling down or deferment of capital investment which

would hurt the objectives of the Automotive Mission Plan in the long run.

Having said all this, I would like to focus on two other key long term challenges faced by the

Indian automotive industry. The first one is climate change due to global warming which would

have an impact on all. Contribution of carbon dioxide emissions giving rise to global warming by

various sectors are –

Public Electricity and Heat Production: 53%

Manufacturing Industries & Construction 21%

Internal transportation (Road,rail,air) 12%

Others 14%(Source: International Energy Agency-2005 Report based on 2001 data for India)

Reduction in carbon dioxide emission would require a holistic and an integrated approach.

However, the automotive industry is aware of its 10% contribution and is conscious and

determined to pursue initiatives to reduce the same. This could be implemented by adopting an

integrated and a partnership approach.

Some of the initiatives that would reduce carbon dioxide emissions include introduction of new

and more fuel efficient vehicles, a mandatory inspection and maintenance regime, the removal of

old vehicles as they contribute to a larger portion of carbon dioxide emissions, efficient traffic

management, use of alternative fuels like CNG, LPG, bio-diesel etc and the introduction of

electric vehicles / hybrid.

The second challenge which the Indian automotive industry is facing today is in attracting and

nurturing talented manpower not only for the creation of better and reliable products but also for

servicing and maintenance throughout the life cycle of the product. More than 60% of the

additional 25 million jobs that is projected to get created as per the Automotive Mission Plan,

would be in the skilled category.



Chapter 4: About Organization

TATA MOTORS LIMITED



TATA MOTORS LTD.

“Tata motors is committed towards maximizing customer satisfaction and strive to achieve the goal of excellence by continual improvement by ongoing design and development of sale of reliable, safe, cost effective, quality product and service of international standard by using environment sustainable technologies for improving levels of efficiency and productivity within it’s plants and ancillaries”

- Mr. Ratan Tata, chairman





TATA MOTORS

Tata Motors Ltd is a multinational corporation headquartered in Mumbai, India. Part of the Tata Group, it was formerly known as TELCO (TATA Engineering and Locomotive Company). Tata Motors has consolidated revenue of USD 16 billion after the acquisition of British automotive brands Jaguar and Land Rover in 2008.

It is India's largest company in the automobile and commercial vehicle sector with upwards of 70% cumulative Market share in the Domestic Commercial vehicle segment, and had a 0.81% share of the world market in 2007 according to OICA data. The OICA ranked it as the 19th largest automaker, based on figures for 2007. and the second largest manufacturer of commercial vehicles in the world. The company is the world’s fourth largest truck manufacturer, and the world’s second largest bus manufacturer. In India Tata ranks as the leader in every commercial vehicle segment, and is in the top 3 makers of passenger cars. Tata Motors is also the designer and manufacturer of the iconic Tata Nano, which at INR 100,000 or approximately USD 2300, is the cheapest production car in the world.

Established in 1945, when the company began manufacturing locomotives, the company manufactured its first commercial vehicle in 1954 in collaboration with Daimler-Benz AG, which ended in 1969. Tata Motors is a dual-listed company traded on both the Bombay Stock Exchange, as well as on the New York Stock Exchange. Tata Motors in 2005, was ranked among the top 10 corporations in India with an annual revenue exceeding INR 320 billion.

In 2004 Tata Motors bought Daewoo's truck manufacturing unit, now known as Tata Daewoo Commercial Vehicle, in South Korea. It also acquired Hispano Carrocera SA, now a fully-owned subsidiary. In March 2008, it acquired the Jaguar Land Rover (JLR) business from the Ford Motor Company, which also includes the Daimler and Lanchester brands. and the purchase was completed on 2 June 2008.

Tata Motors has auto manufacturing and assembly plants in Jamshedpur, Pantnagar, Lucknow, Ahmedabad and Pune in India, as well as in Argentina, South Africa and Thailand.



Tata is a rapidly growing business group based in India with significant international operations. Revenues in 2007-08 are estimated at $62.5 billion (around Rs251,543 crore), of which 61 per cent is from business outside India. The Group employs around 350,000 people worldwide. The Tata name has been respected in India for 140 years for its adherence to strong values and business ethics. The business operations of the Tata Group currently encompass seven business sectors: communications and information technology, engineering, materials, services, energy, consumer products and chemicals. The Group’s 27 publicly listed enterprises have a combined market capitalization of some $60 billion, among the highest among Indian business houses, and a shareholder base of 3.2 million. The major companies in the Group include Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata Power, Tata Chemicals, Tata Tea, Indian Hotels and Tata Communications.The Group’s major companies are beginning to be counted globally. Tata Steel became the sixth largest steel maker in the world after it acquired Corus. Tata Motors is among the top five commercial vehicle manufacturers in the world and has recently acquired Jaguar and Land Rover. TCS is a leading global software company, with delivery centres in the US, UK, Hungary, Brazil, Uruguay and China, besides India. Tata Tea is the second largest branded tea company in the world, through its UK-based subsidiary Tetley. Tata Chemicals is the world’s second largest manufacturer of soda ash. Tata Communications is one of the world’s largest wholesale voice carriers. In tandem with the increasing international footprint of its companies, the Group is also gaining international recognition. Brand Finance, a UK-based consultancy firm, recently valued the Tata brand at $11.4 billion and ranked it 57th amongst the Top 100 brands in the world. Businessweek ranked the Group sixth amongst the World’s Most Innovative Companies. And the Reputation Institute, USA, recently rated it as the World’s Sixth Most Reputed Firm.Founded by Jamsetji Tata in 1868, the Tata Group’s early years were inspired by the spirit of nationalism. The Group pioneered several industries of national importance in India: steel, power, hospitality and airlines. In more recent times, the Tata Group’s pioneering spirit has been showcased by companies like Tata Consultancy Services, India’s first software company, which pioneered the international delivery model, and Tata Motors, which made India’s first indigenously developed car, the Indica, in 1998 and recently unveiled the world’s lowest-cost car, the Tata Nano, for commercial launch by end of 2008. The Tata Group has always believed in returning wealth to the society it serves. Twothirds of the equity of Tata Sons, the Tata Group.s promoter company, is held by philanthropic trusts which have created national institutions in science and technology, medical research, social studies and the performing arts. The trusts also provide aid and assistance to NGOs in the areas of education, healthcare and livelihoods. Tata companies also extend social welfare activities to communities around their industrial units. The combined developmentrelated expenditure of the Trusts and the companies amounts to around 4 per cent of the Group’s net profits.



Going forward, the Group is focusing on new technologies and innovation to drive its business in India and internationally. The Nano car is one example, as is the Eka supercomputer (developed by another Tata company), which in 2008 is ranked the world’s fourth fastest. The Group aims to build a series of world class, world scale businesses in select sectors. Anchored in India and wedded to its traditional values and strong ethics, the Group is building a multinational business which will achieve growth through excellence and innovation, while balancing the interests of its shareholders, its employees and wider society.

Tata Motors Limited is India's largest automobile company, with consolidated revenues of Rs. 92,519 crores (USD 20 billion) in 2009-10. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the world's fourth largest truck manufacturer, and the world's second largest bus manufacturer.

The company's 24,000 employees are guided by the vision to be "best in the manner in which we operate, best in the products we deliver, and best in our value system and ethics."

Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The company's dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India.

Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, 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. 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, and subsequently the remaining stake in 2009. Hispano's presence is being expanded in other markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. In 2006, Tata Motors entered into joint venture with



Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the Xenon having been launched in Thailand in 2008.

Tata Motors is also expanding its international footprint, established through exports since 1961. The company's commercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia, Senegal and South Africa.

The foundation of the company's growth over the last 50 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D. With over 3,000 engineers and scientists, the company's Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. The company today has R&D centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Spain, and the UK. It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, India's first Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous passenger car. Within two years of launch, Tata Indica became India's largest selling car in its segment. In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first indigenously developed mini-truck.

In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the world have been looking forward to. The Tata Nano has been subsequently launched, as planned, in India in March 2009. A development, which signifies a first for the global automobile industry, the Nano brings the comfort and safety of a car within the reach of thousands of families. The standard version has been priced at Rs.100,000 (excluding VAT and transportation cost). Designed with a family in mind, it has a roomy passenger compartment with generous leg space and head room. It can comfortably seat four persons. Its mono-volume design will set a new benchmark among small cars. Its safety performance exceeds regulatory requirements in India. Its tailpipe emission performance too exceeds regulatory requirements. In terms of overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India today. The lean design strategy has helped minimise weight, which helps maximise performance per unit of energy consumed and delivers high fuel efficiency. The high fuel efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the twin benefits of an affordable transportation solution with a low carbon footprint.

In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will introduce



new benchmarks in India and match the best in the world in performance at a lower life-cycle cost.

Tata Motors is equally focussed on environment-friendly technologies in emissions and alternative fuels. . It has developed electric and hybrid vehicles both for personal and public transportation. It has also been implementing several environment-friendly technologies in manufacturing processes, significantly enhancing resource conservation

Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations.

Tata Motors is committed to improving the quality of life of communities by working on four thrust areas – employability, education, health and environment. The activities touch the lives of more than a million citizens. The company's support on education and employability is focused on youth and women. They range from schools to technical education institutes to actual facilitation of income generation. In health, our intervention is in both preventive and curative health care. The goal of environment protection is achieved through tree plantation, conserving water and creating new water bodies and, last but not the least, by introducing appropriate technologies in our vehicles and operations for constantly enhancing environment care.

With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.



Research

Research & Development: Research provides the much-needed inspiration for the birth of new ideas, which in turn breathes new life into products. World-class automotive research and development are key factors that contribute to the leadership of the Company.

Engineering Research Centre (ERC): The Research Centre at Jamshedpur regularly upgrades components and aggregates. A well-equipped torture track enables rigorous and exhaustive testing of modifications before they are used as regular fitments. The Engineering Research Centre in Pune was setup in 1966 and is among the finest in the country. It has been honored with two prestigious awards - 'The DSIR National Award for R&D Effort in Industry - 1999' and 'National Award for Successful Commercialization of Indigenous Technology by an Industrial Concern - 2000.'

Facilities:

Engine Performance

Test Beds

Chassis Dynamometer Emission Lab

Electrodynamics Vibration Shaker Platform

Instrumentation Laboratory

Test Beds: Tata Motors has 24 engine test beds for engine development. These are fully automated with computerized data acquisition and logging. They are used to test performance, endurance, and durability. They are also used in development of components and other engine aggregates. The dynamometers ranging from 200 Hp to 500 Hp are capable of looking after all the existing and future petrol, diesel, and CNG engines of Tata Motors. Three test beds are equipped with emission analyzers. They are engaged in emission development for Euro norms. Six test beds are equipped with 'Intake Air Conditioning Systems' to feed combustion air at ref. temp, pressure and humidity to the engine. The latest addition is a contemporary "High Dynamic Transient Dynamometer" (HDTD) installed in December 2000 which permits all 'chassis dynamometer' drive cycles to be run on it. It has an Emission System, Dynamometer and Software. The powerful software simulates the driver and all vehicle aggregates like gearbox and



drive train, other than the engine.

Chassis Dynamometer Emission Lab: The ERC has a specialized AVL Zollner Chassis Dynamometer with a 508mm-twin roller for checking the emission levels of chassis. It is certified by UTAC, TUV, INTA and ARAI. With a 125 kw generator, it can cater to the maximum vehicle speed of 210 km/h. Inertia simulation ranges from 567kg to 3000 kg. The Horiba 9000 emission system has separate CVS units for petrol and diesel.

Electrodynamics Vibration Shaker Platform: It is used for testing engine components and assemblies against vibrations. It works with a rated force of 2000 kgf on X, Y and Z-axis. The maximum displacement is 40 mm and the maximum acceleration is 65g. It has a platform table size of 1000x1000 mm. The whole set-up has a PC based control and automation system.

Instrumentation Laboratory: The 'Instrumentation Laboratory' at ERC Engines is equipped with a range of instruments to assist engine development. These include data acquisition systems, air flow meters, blow-by meters, smoke meters, oil consumption meters, incometer & top meter, piston profile tester, FIP test rig, Swirl test rig, and many other support equipments to cater to routine engine development activities.

Reducing Emissions: A specialized laboratory has been set up to measure levels of emission of vehicles using petrol, diesel or CNG. This laboratory helps Tata Motors achieve fuel consumption efficiencies that would conform to international standards, under varying driving cycles. It stands testimony to Tata Motors commitment to help bring down levels of atmospheric pollution caused by vehicular exhaust.

Durability Testing

Test Tracks

Four Poster Servo-Hydraulic Test Facility

Test Tracks: High-speed tracks are specialized tracks for testing endurance of cars and commercial vehicles. The Tata Motors torture tracks and high-speed tracks in Jamshedpur and Pune are the only one of their kind in the country. The torture track has 4 segments. Each segment affords a different type and level of stress testing for the vehicle chassis and aggregates. The tracks subject the chassis to shock, twisting and bending loads. 1000 cycles on this torture track are equivalent to approximately one and a half lakh kms of running on regular roads. It thus provides a valid test of chassis and vehicle durability.



Four Poster Servo-Hydraulic Test Facility: Four Poster Servo-Hydraulic Test Facility consists of four posts for mounting the vehicle. The vehicle is subjected to vertical motions equivalent to road undulations similar to actual runs on a test track. These tests conducted in a lab under controlled conditions are accurate and unaffected by external factors that could hamper testing activity.

Safety (CRASH TEST FACILITY): For Tata Motors, safety is of paramount importance. This avenue provides no room for the slightest margin of error. Tata Motors ERC is the only high-tech facility in India to evaluate the degree of passenger safety in the event of any high-speed impact. Through a special crash test facility. Different types of accidents are simulated; the results analyzed, and put to use in the development of a vehicle that satisfies stringent international safety norms. Special high-speed cameras record test crashes at the rate of 1000 frames per second. An accident, for instance, at the speed of 50 kilometers per hour, lasts one eighth of a second. Thus, 125 frames recorded by these cameras are available for study with the completion of each individual test. generated within this chamber. There are rubber dampers, and a meter-thick wall of air surrounds the chamber itself. Designed to achieve 99.5% noise absorption, the chamber is used to test noise and vibration levels created by vehicles. For e.g. The noise of a door being shut, the click of a switch or an engine being started.

Designing and Styling (CAD CENTRE): The CAD centre is equipped with 53 state-of-the-art CAD stations and the latest software. The CAD centre is a vital organ of ERC's Cab Design Section.CAD designing involves development of vehicle specifications, styling interiors and exteriors, reviewing the styling from the engineering and aesthetic points of view, virtual prototyping to Minimising Noise (ANECHOIC CHAMBER):Anechoic chamber is a highly sophisticated noise and vibration laboratory, the nerve centre of which is a vast chamber lined with 88,000 cones projecting at various angles from the walls and ceiling. It is one of its kind in India and is developed completely with in-house facilities. A number of cones, made of glass wool, are covered with fire retardant material and absorb sound check for design acceptability and feasibility of manufacture. Based on this information, several running prototypes are made and tested. It is only after all flaws, if any, are corrected using CAD systems, that vehicles are approved for mass production.

Tata Daewoo Commercial Vehicle

With the success of Tata Indica, Tata Motors aimed to increase its presence worldwide. In 2004, it acquired the Daewoo Commercial Vehicle Company of South Korea. The reasons behind the acquisition were:

Company's global plans to reduce domestic exposure. The domestic commercial vehicle



market is highly cyclical in nature and prone to fluctuations in the domestic economy. Tata Motors has a high domestic exposure of ~94% in the MHCV segment and ~84% in the light commercial vehicle (LCV) segment. Since the domestic commercial vehicle sales of the company are at the mercy of the structural economic factors, it is increasingly looking at the international markets. The company plans to diversify into various markets across the world in both MHCV as well as LCV segments.

To expand the product portfolio Tata Motors recently introduced the 25MT GVW Tata Novus from Daewoo’s (South Korea) (TDCV) platform. Tata plans to leverage on the strong presence of TDCV in the heavy-tonnage range and introduce products in India at an appropriate time. This was mainly to cater to the international market and also to cater to the domestic market where a major improvement in the Road infrastructure was done through the National Highway Development Project.

Tata remains India's largest heavy commercial vehicle manufacturer and Tata Daewoo is the 2nd largest heavy commercial vehicle manufacturer in South Korea. Tata Motors has jointly worked with Tata Daewoo to develop trucks such as Novus and World Truck and buses namely, GloBus and StarBus.

Hispano Carrocera

In 2005, sensing an opportunity in the fully-built bus segment, Tata Motors acquired a 21% stake in Hispano Carrocera SA, the leading European bus and coach cabin maker. In 2009, the company picked up the remaining 79% stake in Hispano Carrocera SA for an undisclosed sum, making it a fully-owned subsidiary.

Joint ventures

Tata MarcoPolo released this low-floor bus in India and now it is widely used as public transport in Delhi, Mumbai, Bangalore and Lucknow

Tata Motors has formed a 51:49 joint venture in bus body building with Marcopolo of Brazil. This joint venture is to manufacture and assemble fully-built buses and coaches targeted at developing mass rapid transportation systems. The joint venture will absorb technology and expertise in chassis and aggregates from Tata Motors, and Marcopolo will provide know-how in processes and systems for bodybuilding and bus body design. Tata and Marcopolo have launched a low-floor city bus which is widely used by Delhi, Mumbai,Lucknow and Banglore transport corporations.

Tata Motors also formed a joint venture with Fiat and gained access to Fiat’s diesel engine technology. Tata Motors sells Fiat cars in India and is looking to extend its relationship



with Fiat and Iveco to other segments. Tata has also formed several JV's with many small companies in various countries around the world.

Commercial vehicle

A commercial vehicle is a type of motor vehicle that may be used for transporting goods or passengers. The European Union defines "commercial motor vehicle" as any motorised road vehicle, which by its type of construction and equipment is designed for, and capable of transporting, whether for payment or not: (1) not more than nine persons, including the driver; (2) goods and "standard fuel tanks". This means the tanks permanently fixed by the manufacturer to all motor vehicles of the same type as the vehicle in question and whose permanent fitting enables fuel to be used directly, both for the purposes of propulsion and, where appropriate, for the operation of a refrigeration system. Gas tanks fitted to motor vehicles designed for the direct use of gas as a fuel are considered to be standard fuel tanks.

Examples of commercial vehicles

Truck

Semi truck (articulated lorry) Van Coach Bus Taxicab Box truck Truck-lorry Trailers

ACHIEVEMENTS AND AWARDS

Milestones It has been a long and accelerated journey for Tata Motors, India's leading automobile

manufacturer. Some significant milestones in the company's journey towards excellence and

leadership.

1945 Tata Engineering and Locomotive Co. Ltd. was established to manufacture


http://en.wikipedia.org/wiki/European_Union

http://en.wikipedia.org/wiki/Motor_vehicle



http://en.wikipedia.org/wiki/Trailer_(vehicle)

http://en.wikipedia.org/w/index.php?title=Truck-lorry&action=edit&redlink=1

http://en.wikipedia.org/wiki/Box_truck

http://en.wikipedia.org/wiki/Taxicab

http://en.wikipedia.org/wiki/Bus

http://en.wikipedia.org/wiki/Coach_(vehicle)

http://en.wikipedia.org/wiki/Van

http://en.wikipedia.org/wiki/Semi_truck

http://en.wikipedia.org/wiki/Truck














Joint Venture, Subsidiary and Associate Companies

Jaguar Land Rover

Tata Technologies Ltd. (TTL) and its subsidiaries

Telco Construction Equipment Co. Ltd. (Telcon)

HV Axles Ltd. (HVAL)

HV Transmissions Ltd. (HVTL)

TAL Manufacturing Solutions Ltd. (TAL)

Sheba Properties Ltd. (Sheba)

Concorde Motors (India) Ltd. (Concorde)

Tata Daewoo Commercial Vehicle Company Ltd (TDWCV)

Hispano Carrocera S. A. (HC)

Tata Motors Insurance Broking & Advisory Services Ltd (TMIBASL)

Tata Motors European Technical Centre plc

Tata Motors Finance Limited



Tata Motors Thailand

Tata Marcopolo Motors Ltd (TMML)

Tata Motors(SA) Proprietary Ltd (TMSA)

.

TML Distribution Company Ltd (TDCL)

Targets companys

Close Brothers Group, $2.9 billion

Orient Express Hotels, $2.5 billion

January 2008 - T-Systems International (IT division of Deutsche Telekom)


http://www.tatamotors.com/our_world/associates00.php?PageID=16




















CHAPTER 11: LINE OF BUSINESS (LOB’S)

The product LOB (line of business) is demonstrated below :

Hcv - heavy commercial vehicles

Lcv - light commercial vehicles

Icv - intermediate commercial vehicle

Scv-c - small commercial vehicles cargo

Scv-p - small commercial vehicles passenger

As shown above Tata Motors is manufacturing as two different units:

1. CVBU : (commercial vehicle business unit) The CVBU has plants located in :

Jamshedpur Pune Pantnagar Dharwaal Luckhnow Gujarat (sanand)


BOARD OF DIRECTORS

Mr. Ratan N Tata (Chairman)

Mr. Ravi Kant

Dr. J J Irani

Mr. R Gopalakrishnan

Mr. Nusli N Wadia

Mr. S M Palia

Dr. R A Mashelkar

Mr. Nasser Munjee

Mr. Subodh Bhargava

Mr. V K Jairath

Mr. Ranendra Sen

Mr. Carl-Peter Forster

Mr. P M Telang

Senior Management

Mr. Carl-Peter Forster Managing Director & Group CEO

Mr. P M TelangManaging Director - India Operations

Mr. C Ramakrishnan Chief Financial Officer

Mr. R PisharodyPresident (Commercial Vehicles Business Unit)

Mr. S N AmbardekarHead (Manufacturing Operations - CVBU)

Mr. S B Borwankar Head (Jamshedpur - Plant)

Mr. Vikram Sinha Head (Car Plant - PCBU)

Mr. B B Parekh Chief (Strategic Sourcing)

Mr. U K MishraVice President (ADD and Materials - CVBU)

Mr. S KrishnanVice President (Commercial - PCBU)

Mr. P Y GuravVice President (Corp. Finance - A/c and Taxation)

Mr. A GajendragadkarVice President (Corp. Finance - Business Planning)

Mr. N Pinge Chief Internal Auditor


2. PVBU : (passenger vehicle business unit) The PVBU has it’s plant located in Pune as well as Sanand.

As our area of concern was commercial vehicle business unit let us look at the hierarchy of the CVBU.

The regional offices of Tata Motors ltd are located in four regions :

R O EAST – Kolkata RO WEST – Mumbai (Thane) RO NORTH – Delhi RO SOUTH – Chennai

The Jamshedpur area office comes under RO EAST where the regional manager is Mr. Habib Shahid. There are five area offices located in the east region :

1. Jamshedpur & Ranchi for Jharkhand2. Patna for Bihar3. Bhubaneswar for Orissa4. Kolkata for West Bengal.

CHAPTER 12: PRODUCTS



PRODUCTS

Commercial vehicle

A commercial vehicle is a type of motor vehicle that may be used for transporting goods or

passengers. The European Union defines "commercial motor vehicle" as any motorised road

vehicle, which by its type of construction and equipment is designed for, and capable of

transporting, whether for payment or not: (1) not more than nine persons, including the driver;

(2) goods and "standard fuel tanks". This means the tanks permanently fixed by the manufacturer

to all motor vehicles of the same type as the vehicle in question and whose permanent fitting

enables fuel to be used directly, both for the purposes of propulsion and, where appropriate, for

the operation of a refrigeration system. Gas tanks fitted to motor vehicles designed for the direct

use of gas as a fuel are considered to be standard fuel tanks.


Truck

Semi truck (articulated lorry)

Van

Coach

Bus

Taxicab

Box truck

Truck-lorry

Trailers



PRODUCT LINE:

Tata Sierra (Discontinued)

Tata Estate (Discontinued)

Tata Sumo/Spacio

Tata Safari

Tata Indica

Tata Vista

Tata Indigo

Tata Manza

Tata Indigo Marina

Tata Winger

Tata Magic

Tata Nano

Tata Xenon XT

Tata Aria

Concept vehicles

2000 Aria Roadster

2001 Aria Coupe

2002 Tata Indiva

2004 Tata Indigo Advent

2005 Tata Xover

2006 Tata Cliffrider

2007 Tata Elegante

2009 Tata Prima

2010 Tata Versa














2010 Tata Essota

Commercial vehicles

Tata Ace

Tata TL/Telcoline/207 DI Pickup Truck

Tata 407 Ex and Ex2

Tata 709 Ex

Tata 809 Ex and Ex2

Tata 909 Ex and Ex2

Tata 1109 (Intermediate truck)

Tata 1510/1512 (Medium bus chassis)

Tata 1612/1616 (Heavy bus chassis)

Tata 1618 (Semi Low Floor bus chassis)

Tata 1610/1623 (Rear Engined Low Floor bus chassis)

Tata 1613/1615 (Medium truck)

Tata 2515/2516 (Medium truck)

Tata Starbus (Branded Buses for city,inter city,school bus and standard

passenger transportation)

Tata Globus (Range of fully built luxury coaches)

Tata Hispano Globus (Rear Engined Inter city coach)

Tata Marcopolo Bus (Low Floor, Semi Low Floor buses for Mass Rapid

Transit and also standard passenger transportation Buses)

Tata 3015 (Heavy truck)

Tata 3118 (Heavy truck) (8X2)





Tata 4923 (Ultra-Heavy truck) (6X4)

Tata Novus (Heavy truck designed by Tata Daewoo)

Tata Prima (The World Truck designed by Tata Motors and Tata Daewoo)

Military vehicles

Tata LSV (Light Specialist Vehicle)

Tata 2 Stretcher Ambulance

Tata 407 Troop Carrier, available in hard top, soft top, 4x4, and 4x2 versions

Tata LPTA 713 TC (4x4)

Tata LPT 709 E

Tata SD 1015 TC (4x4)




Tata Winger Passenger Mini Bus

COMMERCIAL VICHLES MODEL ACE IRISH_CREAM TATA ACE HT, WITH BANJO REA,

BS-II

ACE EX 750KG BS II 275 IDI NA,GBS 65-5

ACE ARCTIC_WHITE-SUPER ACE 1 TON,475 TCIC,B

207DI/31_SC_PS_AW_RX_BSII_FLAT BED_L/B

207_ARCTIC_WHITE-TATA207 DI RX497 SPNA,315

ARCTIC_WHITE-TATA 207DI EX CREW CAB,497S

207 PASSENGER VERSION-MML BODY

TELCO LINE PICK UP ARCTIC_WHITE-CREWCAB 4X4

FACELIFT,483 D

TELCO LINE PICK UP ARCTIC_SILVER -CREWCAB

FACELIFT,483 DLT

MAGIC AND WINGER ARCTIC_WHITE TATA ACE



MAGIC ST275 BII IDID N

WINGER28NA FR BS II 13+D NON AC

ARCTIC_WHITE-WINGER 32TC HR BS-III VAN NON AC

SK_GOLN YELW- WINER 28 NA BS-III 13+D SCH00

ARCTIC_SILVER- WINGER 32TC FR BS-III 13+D DUAL

ARCTIC_WHITE- WINGER 28 BS-III F AMBULANCE NON

AC

ARCTIC_WHITE- WINGER 32 BS-III H AMBULANCE AC

407 SFC/ 2750 WB BS-II PICKUP TRUCK W/O L

SFC 407/31 EX, CLB, BS-II, MECH STG SINGLE TYRE

SFC 407/31 EX, BS-II, MECH STG SINGLE TYRE

SFC 407/31, EX, HDLB, BS-II, MECH STG, SINGLE TYRE

SFC 407 EX, 3100 WB - TWINN TYRE- CAB BS-II TRUCK,

LO

SFC 407 EX 2/31, BS-II, POWER STG, HIGH DECK L

SFC 410/31 EX HD BS-III

LPT 407/34 CLB BS-II

LPT 407/34 HD BS-II

LPT 407 EX 2/34 WB CAB WITH HDLB PS, EURO-II

LPK 407 EX/27 3CUM HD BS-II

SFC 709/38 WB EX CAB MS BS II

SFC 709/38 EX CAB MS PTOP BS II

SFC 709 EX/38WB HDLB,497 TCIC ENGINE BS

II,MECH.ST

LPT 809 EX 2/38,CLB,BS II

LPT 809 EX 2/38, HD,BS II

SFC909/38 WB EX CLB MS BSII

SFC 909/38 WB EX SDLB MS BS II

SFC 909/38 EX SDLB MS BS II

LPT 909/38 WB EX CLB MS BS II

LPT 1109/36 CLB EX BS II

LPT1109/36 CAB,EX BS II

LPT1109/36 SD EX BS II

LPT 1109/36 HDLB FS-PTOPR-B II



LPT 1109/42 CLB EX BS II

LPT 1109/42 CAB EX BS II

LPT 1109/42 EX HSDLB BS II

LPT 1109/42 EX HD S BS II

LPT 1109/42 EX 2 HDLVPS,BS II,12.5 T

SE1613,BS II,COWL,RA 109 RR

SE1613,BS II,CAB,RA 109 RR

SE1613 TC/42,COWL,E II

SA1212 TC/42 WITHOUT LOAD BODY

LPT1613/42 697 TCIC E II 1210 FACE PS

LPT 1613/42,COWL RA 109 RR

LPT 1613/48,497SL TLT.CAB BS II

LPT 1613/48 697 TCIC E II 1210 COWL

LPT 1613 TC/42 E II PSTG,COWL

LPT1613 TC/42 RA 109 RR COWL,TCIC

LPT1613 TC/52,60 % ROH,COWL

HALF DECK LOAD BODY SF LPT 1613 42 697 BS II

HIGH DECK LOAD BODY SF LPT 1613 42 697 BS II E II

LPT 1616 697 TCIC BS IICOWL

SK 697 ENGINE SK 1613/36 RHD CAB BS II

SK 1613,BS II, COWL,BOX,SR,BS II

6 CUM SRAM BT_5mm W/OCANSK1613 36 697 BS II

6 CUM SR BOX W/CAN 5 mm-SK1613 36 697 BS II

8 CUM SR BT TIPPER WO CANOPY_5 mm SK 1613

8 CU SR BOX W/CAN_5mm-SK-1613 36 697 BS II

8.5 CUM BOA X TIPPER ON SK 1616/36 FRONT END

SK CUMMINS 6 BT ENGINE SK 1613, TC/36, CAB, E-II,

SR, BOX

8CUM SR B TIPPER W/CAN 5MM ON SK_36 E-II

LPK 1613TCIC 697 709 NASL TILT CAB

LPK 1618 TC/36 NS TILT CAB G 600

7 CUM FRONT ENDBOX TIPPER ON LK 1613/36 BS II

10 CUM FRONT END BOX TIPPER ON LPK 1613_36 E II

8 CUM RIBLESS BOX TIPPER LPK 1618_36 (H)



10 CUM RIBLESS BOX TIPPER (H) LPK1618_36

10 CUM RIBLESS BOX TIPPER (W) LPK1618_36

LPS 3516/32 TC SLP COWL BS II

LPS 3616 TC EX WITH ABS "WB3200" 4X2,BS II

12M-2 AXLE SKELETAL TAILER LPS 3516 BS II

7M TAILER ON LPS 3516

7 M SIDE WALL TAILER ON LPS 3516

12 M 2 AXLE FLAT BED TAILER LPS 3516

TRAILER TRANSIT MIXTURE ON LPS 3516

LPS 4018 TC/32 4X2 1516_FACE_COWL ABS

LPS 4018 TC-ABS(KB) 3200 4X2 1516_FAC, BS-II

12M_3AXLE FLAT BED TRAILER_LPS4018

42CUM, 3AXLE BULKER ON LPS4018 BSII

9M TRAILER ON LPS 4018TC/32

12M_3AXLE SKELETAL TRAILER_LPS4018

28CUM TIP TRAILER 3AXLE LPS4018TC

LPS4923 TC 6X4 BS2 SLIP COWL ABS KB

LPS4923 6X4 TC BSII CAB WITH RAR 5.83

LPS4930 6X4 EII TRACTOR NOVUS

6M SIDE WALL TRAILOR PRIMA 4028S

12M FLAT BED TRAILER PRIMA 4028S

LPT2515/48TC WITH COWL (GB60 EII)

LPT2515TC 6X2,COWL,BSII

LPT2515 TC 6X2,COWL WITH RADIAL TYRES

LPT 2515 TC, E-II, CAB, LD.BDY.MGT

LPT 2516 697 BS-II G600 (9.19) COWL

LPT 2516- 6X2, 697, SL.CAB, RD.TYR

LPT 2515, 697, BS-II, W/O LD. BODY

LPT 2515/48 TC TILT CAB BS-II

LPT 2518 TC EX BS-II 6X2; 709 TILT CAB

LPT 2518 TC - 6X2, COWL, RADIAL TYERS

LPT 3118 TC BS-II COWL

LPT 3118 TC BS-II 56WB WITH COWL

LPT 3118 TC BS-II 56WB WITH CABLPT 3118 T



HALF DECK LOAD BODY SF LPT 2515 BS II

HIGH DECK LOAD BODY SF LPT 2515 TCIC B-II

HIGH DECK LOAD BODY WR- LPT2515 TCIC BS-II

HALF DECK LOAD BODY SF- LPT2515 TC BS-II

HIGH DECK LOAD BODY -SF-LPT2515 TC BS-II

HIGH DECK LOAD BODY- WR-LPT2515 TC BS-II

HALF DECK LOAD BODY -E II-SF-LPT 2516 697 ST BS

HIGH DECK LOAD BODY-E II-SF-LPT2516 697 ST BS

HIGH DECK LOAD BODY-E II-F-LPT2516 697 ST BS

HIGH DECK LOAD BODY -E II-SF-LPT2518 TC CAB

HIGH DECK LOAD BODY-E II-SF-LPT2518 TC CAB

LPK 2516 TC BSII CAB RMC CIR

LPK 2516 TC 6X4 BSII NS CAB W/O BODY

LPK 2518 TC/ 38 RMC CAB

LPK 2518 TC BSII; 3880: 24V:W/O LOAD BODY

14CUM- FE BOX TIPPER- LPK 2516TC/38 6X4, BSII

LPK 2518 TC BSII;/38 WITH 14 CUMMINS M BODY

20 CUM RIBLESS BOX TYPE TIPPER LPK2518TC

6CUM TRANSIT MIXER LPK2516 6X4 24V BS2

LPK2518/38 HD TC BSII 14 CUM

LPK 2523 16CUM BOX TYPE TIPPER

NOVUS LPK2530(NOVUS) BOX TIPPER

BUSES MODEL

LP407/34 WB BS II WITH TWIN TYRES

LP 709 EX/38 WB,COWL-BUS,497TCIC BS II,MECH

LP709 EX/38,BS II,COWL POWER STEERING

LP709 EX/42,BS II,FES,34 SEATER BUS

LP709 EX/38 WB,FES,497TCIC,BS II,MECH STRG

LP909 EX/4920 WB,BS II,POWER STRG,FES BUS

LP909 EX/4920 WB,BS II,POWER STRG,COWL BUS

LP1109/42(497 TC E II) COWL

LP 1109/42 EX,FES,MS,BS II

LP1512 TC/52 60% ROH,MSRTC



LP1512TC/59,COWL(MSRTC)

LPO 1512 TC 55 (UPSRTC)

LPO 1512 TC/55 BS II,FES (WITHOUT FACE)

LP 1613/52 697 BS II SUPER MILO (HIGHWAY)

FULLY BUILT BUSES

16+1 SEATER SCHOOL BUS ON SFC 407/27 BS II

16+1 STANDARD BUS _W/RLB_407 NA BS II

24S STD BUS W/RLB LP 407/31 E II

2 STR AMBULANCE SHELL GP SFC 407/31

TATA STARBUS 32+1 MARCOPOLO LP 709/42 BS II

TATA STARBUS SCHOOL 36+1 LP709/42 BS II

TATA STARBUS 40+1 LP 909/49 BS II STD.

TATA STARBUS SCHOOL 40+1 S LP909/49 BS II

52 SEATER SCHOOL BUS_TATA LP1510 TC/52 BS II

My product is LPT 2516 super turbo, which comes under the range of HCVBU. The truck rolls

on 10 wheel. Loaded with 160 bhp, 5675cc Tata engine. A state of art vehicle by TATA

MOTORS, But still not a big heat as her sibling is(2515) . this vehicle comes in three variants.

1. Cab

2. Cowl

3. Fully built.

The heart of this CV is designed by Tata itself in his own engine factory. More power with good

fuel economy. But previously this engine of lots of troubles but know after a lots of cosmetic and

other technical changes company is looking hard to push this model in the market to increase the

market share in HCVBU segment, this model is also very important for TATA because this

model is based on the TATA it very own platform. 2516 is a complete Indian truck in which

every component is been engineered in India. A 100% pure INDIAN.



Tata LPT 2516TC

Specifications

ENGINE

Model 6BTAA CUMMINS TCIC

B 5.9 - 160 - 10 TCIC

Type Water cooled, direct injection turbo charged, Inter-cooled

diesel engine

No. of cylinders 6 inline

Bore/Stroke 102 mm / 120 mm

Capacity 5883 cc

Max. Engine output (EEC-88/195) 161 HP at 2500 rpm (with Rotary FIP) 157 hp at 2500 rpm

(with MICO Inline FIP)

Max. torque 57.8 mkg. at 1400-1700 rpm (with Rotary FIP) 55.0 mkg. at

1400-1700 rpm (with MICO Inline FIP)

Compression ratio 17.6 : 1

Firing order 1-5-3-6-2-4

Air Filter Dry type paper cartridge with composite cyclonic pre-

cleaner

Oil filter Full flow spin on type

Fuel filter Two stage, pre & fine filtration

Fuel Injection Pump Rotary with automatic timing advance mechanism

Governor Centrifugal type

Turbocharger HOLSET



Capacity of cooling system 9 litres (engine) - 27 litres (total)

Crank case oil Maximum 14.3 litres

Capacity Minimum 12.3 litres

Weight of engine 391 kg (Dry) (With Rotary FIP) 406 kg (Dry) (With MICO

Inline FIP)

Radiator frontal area (core area) 4227 sq cm

Coolant Water and ethylene glycol in 1:1 ratio

CLUTCH

Type Single plate, dry friction type

Outside diameter of clutch lining 352 mm spicer, pull type

Friction Area 302 sq cm (approximately)

GEAR BOX

Model TATA GBS-50

Type Synchromesh on all forward gears and constant mesh on

reverse gear

No.of gears 5 Forward, 1 Reverse

Gear ratios 1st - 7.83, 2nd - 4.18 3rd - 2.43, 4th - 1.58, 5th - 1.00 Rev. -

7.31

REAR AXLE

Model RA 109

Type Single speed, hypoid gear in pressed steel welded beam

with differential carrier housing. Fully floating axle shafts.

Ratio 48/7



Model TATA-909 Axle

FRONT AXLE Extra heavy duty forged I beam Reverse Elliot type.

STEERING Hydraulic power steering.

Ratio 20.2:1

BRAKES

Service brakes Dual circuit full air S-cam brake.

Brake drum diameter 410 mm

Lining Area, sq.cm. Front - 2180 Drive - 2470

- 2470 Total - 7120

Parking brake Spring actuated parking brake acting on rear wheels with

graduated hand brake valve

Engine exhaust brake Pneumatically operated with foot control valve.

FRAME Ladder type heavy duty frame with rivetted / bolted cross

members. Side members are of channel section Depth: 285

mm (max), Width : 65 mm

SUSPENSION

Type Semi elliptical leaf spring at front and rear Anti-roll bar at

front axle only.

Spring span Front - 1680 mm; Rear - 1290 mm

Leaf width Front - 70 mm; Rear - 80 mm

Shock Absorbers Hydraulic double acting telescopic type a front only.

WHEELS & TYRES

Tyres 10.00 x 20-16 PR



Wheel Rims 7.00 x 20

No. of Wheels Front - 2, Drive : 4, 4, 4, Spare : 1

FUEL TANK

Capacity 250 litres

CAB/COWL

Standard Resiliently mounted full forward sleeper Cowl

Optional Sleeper Cab

ELECTRICAL SYSTEMS

System voltage 12 Volts

Alternator Capacity 60 Amps

Battery as per DIN:72311 AND

BS:3911

12 V, 500 CCA

PERFORMANCE

Max.geared speed in top gear with

standard rear axle

69.7 kmph

Max. climbing ability in 1st gear

(with standard Gear Box & Rear

Axle)

20.1%

Min. turning circle dia. in mm as

per IS:9435

20500

Min. turning circle dia. In mm as

per IS:9435

22100

Max. Permissible RAW

MAIN DIMENSIONS OF CHASSIS AS PER IS : 9435 (in mm)



Track front axle 1964

Track trailing axle 1817

Drive axle to trailing axle 1430

Maximum Width 2440

Track drive axle 1817

Front axle to drive axle 4165

Front overhang 1260

Overall length 9010

WEIGHTS (kg)

Bare chassis kerb weight with cowl

as per IS:9211 (with spare wheel

and tools)

6000 with SL Cowl, 6300 with SL Cab

Maximum total weight (GVW) 25000

Permissible FAW 6000

Permissible Rear Bogie Weight 19000

COMPETETORS

.

Heavy Commercial Vehicles

TRUCKS



Rear Dumper Beaver Haulage Cargo 1512

Cargo 1614 Cargo 909 Comet Tipper

Coal Carrier Hippo Haulage Hippo Tipper

Taurus Tipper

Swaraj Mazda Super ZT54

Eicher 10.90

Tata LPT 1613 Tata SE 1613 Tata-LPT 2213

Tata LPS 4021TC Tata LPT 2516 TC Tata SK 1613

Volvo FH12 - 420 Volvo FH12 - 340

BUSES

Cruiser Luxury Coach Titan Double Decker Vestibuled Bus


http://auto.indiamart.com/commercial-vehicles/index.html


Panther Viking / Cheetah Viking Super (CNG)

Tata LP 1312TC/59 Tata LP 1313 /59 RE Tata LPO 1510

Tata LP 1312TC

CHAPTER 13: CUSTOMER ACQUISITION SALES PROCESS

CUSTOMER ACQUISITION SALES PROCESS

Tata motors follow a strategically based customer acquisition sales process. During this acquisition process customer is looked forward in following stages :

Customer Acquisition Process/Sales Planning Process

Enquiry/Contact Quotation Advance Payment Vehicle Delivery


Stage I Stage II Stage III Stage IV

C0 C1 C2 C3Prospect Customers

(Universe)

http://auto.indiamart.com/bus/ashok-leyland-vestibuled-bus/index.html

http://auto.indiamart.com/bus/ashok-leyland-titan-double-decker/index.html

http://auto.indiamart.com/bus/ashok-leyland-cruiser-lx/index.html

http://auto.indiamart.com/trucks/volvofh12-340/index.html

http://auto.indiamart.com/trucks/volvofh12-420/index.html

http://auto.indiamart.com/trucks/tata-sk1613/index.html

http://auto.indiamart.com/trucks/tata-lpt2516tc/index.html

http://auto.indiamart.com/trucks/tata-lps4021tc/index.html

http://auto.indiamart.com/trucks/tata-lpt2213/index.html

http://auto.indiamart.com/trucks/tata-se1613/index.html

http://auto.indiamart.com/trucks/tata-lpt1613/index.html

http://auto.indiamart.com/trucks/eicher1090/index.html

http://auto.indiamart.com/trucks/swaraz-mazda-super-zt54/index.html

http://auto.indiamart.com/trucks/ashok-leyland-taurus-tipper/index.html

http://auto.indiamart.com/trucks/ashok-leyland-hippo-tipper/index.html

http://auto.indiamart.com/trucks/ashok-leyland-hippo-haulage/index.html

http://auto.indiamart.com/trucks/ashok-leyland-comet-tipper-coal-carrier/index.html

http://auto.indiamart.com/trucks/ashok-leyland-comet-tipper/index.html

http://auto.indiamart.com/trucks/ashok-leyland-cargo909/index.html



http://auto.indiamart.com/trucks/ashok-leyland-beaver-haulage/index.html

http://auto.indiamart.com/trucks/ashok-leyland-alrd20-rear-dumper/index.html


There are 4 steps in which Tata Motors CVBU categorize their customers in the short term

C0 - These are interested Customers.

C1 - These are those customers who have received Quotation/ Performa Invoice.

C2 - The customers who have made down payment fall into this category.

C3 - Customers to whom Delivery of vehicle is made against DD/ Cheque/ RO.

The Customer Acquisition process establishes how CVBU tracks Customers

(including customers such as new, potential, repeat, competition, lost customers).

This helps CVBU to track performance against the sales target set on virtually on

daily basis, and helps Tata Motors to achieve those targets. Thus CVBU uses

information gathered in L&L approaches both for Short term and Long term in

order to retain customer focused in their actions and to continuously satisfy the

changing needs of the customers.


http://auto.indiamart.com/bus/tata-lp1312tc/index.html

http://auto.indiamart.com/bus/tata-lpo1510/index.html

http://auto.indiamart.com/bus/tata-lp1313-59re/index.html

http://auto.indiamart.com/bus/tata-lp1312tc59/index.html

http://auto.indiamart.com/bus/ashok-leyland-viking-super/index.html

http://auto.indiamart.com/bus/ashok-leyland-viking-cheetah/index.html

http://auto.indiamart.com/bus/ashok-leyland-panther/index.html




























CHAPTER 14: FINANCING A TATA VEHICLE

FINANCING A VEHICLE



In the preliminary stages of the project I was to learn how to finance a vehicle, which seemed to be a necessity at the latter part of the project. At Tata Motors CVBU “Marketing and Sales Division” every individual even the Summer Trainees are taught how to finance a vehicle before entering the field. This is important because the customers often ask several questions on how to finance the vehicle and which scheme is the most suitable/profitable to them at that point of time and if anyone fails to satisfy its customer’s quest one is likely to suffer the loss of a customer which is always fatal to any industry and company.

Mr. Deepak K Okte (TSM,SCV-C) taught me how to finance a vehicle and what are the documents required during the procedure. Tata Motors provides finance to its customers through Tata Motors Finance and Sriram finance. At the end of the project I can comment only on one factor and that is while financing one should always see two things:

1) The intention2) The capability

To make it easy for potential customers to own Tata Motors vehicles, Tata Motors Finance Ltd. ventured into vehicle financing way back in 1957.Today, Tata Motor Finance (TMF), the in-house financing arm of Tata Motors, provides a single window service to customers by being accessible to them through the dealers. TMF has partnered the growth of many single truck operators, who have evolved to the status of fleet owners. Besides catering to individuals, TMF offers specially designed finance products for fleet operators and institutions. Currently, TMF has crossed 2,00,000 live contracts, and is among the top vehicle financiers in the country.

Tata Motors Finance strives to ensure speedy processing of contracts which are either cleared directly by the dealers or are approved by their field staff. The contracts are usually finalized within 1 to 3 working days abiding by its Fair Practices Code – 2008.

To calculate whether the customer is eligible for giving loan there is a RSPM (Risk Scoring and Pricing Module) in which there is a list of questions which are asked by the sales executive to the customers which later on are fed into the software which responds whether the prospective customer is eligible for loan or not and what rate of interest shall the loan be given.

CHAPTER 15: HEAVY COMMERCIAL VEHICLES



Commercial vehicle

A commercial vehicle is a type of motor vehicle that may be used for transporting goods or

passengers. The European Union defines "commercial motor vehicle" as any motorised road

vehicle, which by its type of construction and equipment is designed for, and capable of

transporting, whether for payment or not: (1) not more than nine persons, including the driver;

(2) goods and "standard fuel tanks". This means the tanks permanently fixed by the manufacturer

to all motor vehicles of the same type as the vehicle in question and whose permanent fitting

enables fuel to be used directly, both for the purposes of propulsion and, where appropriate, for

the operation of a refrigeration system. Gas tanks fitted to motor vehicles designed for the direct

use of gas as a fuel are considered to be standard fuel tanks.


Truck

Semi truck (articulated lorry)

Van

Coach

Bus

Taxicab

Box truck

Truck-lorry

Trailers

Truck

A truck (American English) or lorry (British English) is a motor vehicle designed to

transport cargo. Trucks/lorries vary greatly in size, power and configuration, with the smallest

being mechanically similar to an automobile. Commercial trucks/lorries can be very large and

powerful, and may be configured to mount specialized equipment, such as in the case of fire

trucks and concrete mixers and suction excavators. Modern trucks are powered by either gasoline

or Diesel engines, with the latter dominant in commercial applications.



The word "truck" possibly derives from the Greek "trochos" (τροχός = wheel). In North

America, certain kinds of big wheels were called trucks. When internal combustion-powered

trucks came into use, they were called "motor trucks", possibly to avoid confusing them with the

railroad usage of the word truck.

In the United States and Canada "truck" is usually reserved for commercial vehicles larger than

normal cars, and for pickups and other vehicles having an open load bed.

In the United Kingdom and Ireland, lorry is used instead of truck, but only used for the medium

and heavy types (see below); i.e. a van or an off-road four-wheel drive vehicle such as a Jeep

may rarely be called a truck in the United States, but would never be regarded as a lorry in the

UK or Ireland. The same applies to the initials HGV (for Heavy Goods Vehicle), which is

basically synonymous with lorry. What the Americans call a station wagon (a type of

automobile) is called an estate car in the UK.

In U.S. English, the word "truck" is often preceded by an adjective describing the type of

vehicle, such as a "fire truck" or "tanker truck". Note that in British English these would be

referred to as "fire engine" and "tanker" or "petrol tanker", respectively. In Canada "fire engine"

is also used.

"Lorry" is also used in Hong Kong.

The word "lorry" is also used in Cambodia, although there it can refer to a train.[1]

In Australia and New Zealand, a pickup truck (a relatively small, usually car- or van-derived

vehicle, with an open back body) is usually called a ute (short for "utility"), and the word "truck"

or "lorry" is mostly reserved for larger vehicles. The small utility truck was invented in Australia

in the 1930s.

Other languages have loanwords based on these terms, such as the Malay language and the

Spanish language in northern Mexico.

A commonly understood term for truck across many European countries is camion. Camion is

also used in Quebec to identify trucks in French. Additionally, from the German language the














initials "PKW" (Personenkraftwagen or passenger carrying vehicle) for a car/van or small truck

and "LKW" (Lastkraftwagen or cargo/load/freight carrying vehicle) for larger trucks are

understood.

Nordic languages use a term similar to the German one: Lastbil (Danish and Swedish), Lastebil

(Norwegian) and Vörubíll (Icelandic), which all roughly translates to "load car". It should be

noted that the loanword "truck" in these languages normally refers to a forklift.

In Italy TIR is widely used, albeit unofficially, to mean "long trucks", with reference to the TIR

Treaty. Smaller trucks are referred to as camion (unofficially) or autocarri (official name:

literally "automobile-wagon").

In the United States, a commercial driver's license is required to drive any type of commercial

vehicle weighing 26,001 lbs (11,800 kg) or more.

The United Kingdom and the rest of Europe now have common, yet complex rules (see

European driving license). As an overview, to drive a vehicle weighing more than 7,500

kilograms (16,535 lb) for commercial purposes requires a specialist licence (the type varies

depending on the use of the vehicle and number of seats). For licences first acquired after 1997,

that weight was reduced to 3,500 kilograms (7,716 lb), not including trailers.

In Australia, a truck driving license is required for any motor vehicle with a Gross Vehicle Mass

(GVM) exceeding 4,500 kilograms (9,921 lb). The motor vehicles classes are further expanded

as:

LR Light rigid: a rigid vehicle with a GVM of more than 4,500 kilograms (9,921 lb) but not

more than 8,000 kilograms (17,637 lb). Any towed trailer must not weigh more than

9,000 kilograms (19,842 lb) GVM.

MR Medium rigid: a rigid vehicle with 2 axles and a GVM of more than 8,000 kilograms

(17,637 lb). Any towed trailer must not weigh more than 9,000 kilograms (19,842 lb) GVM.

Also includes vehicles in class 'LR'.



HR Heavy Rigid: a rigid vehicle with 3 or more axles and a GVM of more than 8,000 kilograms

(17,637 lb)). Any towed trailer must not weigh more than 9,000 kilograms (19,842 lb)) GVM.

Also includes articulated buses and vehicles in class 'MR'.

HC Heavy Combination, a typical prime mover plus semi trailer combination.

MC Multi Combination e.g. B Doubles/Road trains.

There is also a heavy vehicle transmission condition for a licence class HR, HC or MC test

passed in a vehicle fitted with an automatic or synchromesh transmission, a driver’s licence will

be restricted to vehicles of that class fitted with a synchromesh or automatic transmission. To

have the condition removed, a person needs to pass a practical driving test in a vehicle with non

synchromesh transmission (constant mesh or crash box).

In 2006, the U.S. trucking industry employed 1.8 million drivers of heavy trucks.[6] There are

around 5 million truck drivers in India.

CHAPTER 16: AIDA INDUSTRIAL DIRECTORY

LARGE SECTOR



S No.

NAME OF UNITS ADDRESS OF UNITS PHONE No. PRODUCTSCUSTOMERS

1 CAPARO ENGG. INDIA Pvt. Ltd.M-05, Large sector, Ind. Area, Adityapur

Press shop & Weld shop facilities

2 DIPALI ENTERPRISESNS-74, 6TH PHASE, Ind. Area, Adityapur

9334621048 / 2372303

Forging

3HINDUSTAN PETROLIUM CORP. LTD.

Large Scale Sector. L. P. G. Bottling Plant

4 INDIAN OIL CORP LTD. Large Scale Sector, PO- Gamharia L. P. G. Bottling Plant

5 JMT AUTO LTDA-20,1st Phase industrial Area Adityapur, Jamshedpur.

Gears.Shafts, Pins Turing Hobbing Broachong, Griding etc.

TELCO LML

6 JUSCO POWER SUBSTATION (01262)G-19, 1st Phase, Ind. Area, Adityapur

66456602 / 2146000

Electricity Distribution

7 JUSCO POWER SUBSTATION (01263)C-87, 2nd Phase, Ind. Area, Adityapur

66456602 / 2146000


8 JUSCO POWER SUBSTATION (01264)NS-10, 4th Phase, Ind. Area, Adityapur

66456602 / 2146000



66456602 / 2146000





66456602 / 2146000



66456602 / 2146000


12JOST INDIA AUTO COMPONENTS Pvt. Ltd.

M-04, Large Sector, Ind. Area, Adityapur

Wheel coupling

13 POWER GRID CROP. OF INDIA Large Scale Sector, PO- Gamharia Power Sub-Station 400/220 KVA. 315X2 MVA

14 R S B TRANSMISSION (I) Ltd.B-19P, 20P, 7th Phase Ind. Area, Adityapur

Machining Cooler

15 RAMKRISHNA FORGING Ltd.NS-26P, 27P, 28P, PhaseNo. 7 Ind. Area, Adityapur

Forging & Machining

16 RING ROLLING MILLS Large Scale Sector, PO- Gamharia

Seamless rolled ring for manufacture of inner and outer Recess for ball and roller bearing

17SHAH HITECH AUTO ALCAST CO. PVT LTD

M-21, PhaseNo. 7 Ind. Area, Adityapur

9204650974/5 / 6450277

C1 cating engine parts, motor vehicles parts

18 TATA ROLLS LTD. Large Scale Sector, PO-Gamharia Iron & Steel Casting, Rolls for Steel Plants

19 TISCO GROWTH SHOP Large Scale Sector, PO- Gamharia

Spares for Steel Plant, Reconditioning of Craes & Coke Oven Machine et.



20 USHA MARTIN IND. LTD. Vth Phase, PO-Gamharia Billet / M. S. Wire

MEDIUM SECTOR

NAME OF UNITS ADDRESS OF UNITS PHONE No. PRODUCTS CUSTOMERS

1 A. G. AUTO Pvt. Ltd.M-37P, 41P, Phase No. 4 Industrial Area, Adityapur

3292239

2 A. S. L. INDUSTRIES PVT. LTD.C-54,55,56, NS-78, 4th & 6th Phase, Ind. Area Aditypur, Gamharia.

9234620774 / 3299888 / 6571890 / 6574909

3 A. S. L. MOTORS PVT. LTD.NS - 2, Phase No. 2, Industrial Area, Adityapur

2480150 2480155

Tata Indica Servicing & Reparing

Open Market

4ACCROPOLY METAL INDUSTRIES PVT. LTD.

M - 37, 41P, Phase No. 4 Ind. Area, Adityapur

9234621343 / 2387335 / 3295974

Excavator Cabins & Fuel Tanks

TELCO / SAIL

CHAPTER 17: PROMOTIONAL EVENTS AND BRANDING



Sales promotion

Sales promotion is one of the four aspects of promotional mix. (The other three parts of

the promotional mix are advertising, personal selling, and publicity/public relations.) Media and

non-media marketing communication are employed for a pre-determined, limited time to

increase consumer demand, stimulate market demand or improve product availability. Examples

include:

contests

point of purchase displays

rebate (marketing)

free travel, such as free flights

Sales promotions can be directed at the customer, sales staff, or distribution channel members

(such as retailers). Sales promotions targeted at the consumer are called consumer sales

promotions. Sales promotions targeted at retailers and wholesale are called trade sales

promotions. Some sale promotions, particularly ones with unusual methods, are

considered gimmick by many.

Consumer sales promotion techniques

Price deal: A temporary reduction in the price, such as happy hour

Loyal Reward Program: Consumers collect points, miles, or credits for purchases and redeem

them for rewards. Two famous examples are Pepsi Stuff and AAdvantage.

Cents-off deal: Offers a brand at a lower price. Price reduction may be a percentage marked

on the package.

Price-pack deal: The packaging offers a consumer a certain percentage more of the product

for the same price (for example, 25 percent extra).

Coupons: coupons have become a standard mechanism for sales promotions.

Loss leader: the price of a popular product is temporarily reduced in order to stimulate other

profitable sales



Free-standing insert (FSI): A coupon booklet is inserted into the local newspaper for

delivery.

On-shelf couponing: Coupons are present at the shelf where the product is available.

Checkout dispensers: On checkout the customer is given a coupon based on products

purchased.

On-line couponing: Coupons are available on line. Consumers print them out and take them

to the store.

Mobile couponing: Coupons are available on a mobile phone. Consumers show the offer on a

mobile phone to a salesperson for redemption.

Online interactive promotion game: Consumers play an interactive game associated with the

promoted product. See an example of the Interactive Internet Ad for tomato ketchup.

Rebates: Consumers are offered money back if the receipt and barcode are mailed to the

producer.

Contests/sweepstakes/games: The consumer is automatically entered into the event by

purchasing the product.

Point-of-sale displays:-

Aisle interrupter: A sign that juts into the aisle from the shelf.

Dangler: A sign that sways when a consumer walks by it.

Dump bin: A bin full of products dumped inside.

Glorifier: A small stage that elevates a product above other products.

Wobbler: A sign that jiggles.

Lipstick Board: A board on which messages are written in crayon.

Necker: A coupon placed on the 'neck' of a bottle.

YES unit: "your extra salesperson" is a pull-out fact sheet.

.

Trade sales promotion techniques

Trade allowances: short term incentive offered to induce a retailer to stock up on a product.

Dealer loader: An incentive given to induce a retailer to purchase and display a product.


http://en.wikipedia.org/wiki/Loss_leader

http://en.wikipedia.org/wiki/AAdvantage

http://en.wikipedia.org/wiki/Pepsi_Stuff

http://en.wikipedia.org/wiki/Happy_hour

http://en.wikipedia.org/wiki/Gimmicks

http://en.wikipedia.org/wiki/Wholesalers

http://en.wikipedia.org/wiki/Consumer

http://en.wikipedia.org/wiki/Retailer

http://en.wikipedia.org/wiki/Distribution_(business)

http://en.wikipedia.org/wiki/Customer

http://en.wikipedia.org/wiki/Rebate_(marketing)

http://en.wikipedia.org/wiki/Point_of_purchase

http://en.wikipedia.org/wiki/Competition

http://en.wikipedia.org/wiki/Public_relations

http://en.wikipedia.org/wiki/Publicity

http://en.wikipedia.org/wiki/Sales

http://en.wikipedia.org/wiki/Advertising

http://en.wikipedia.org/wiki/Promotional_mix

http://en.wikipedia.org/wiki/Promotional_mix


Trade contest: A contest to reward retailers that sell the most product.

Point-of-purchase displays: Extra sales tools given to retailers to boost sales.

Training programs: dealer employees are trained in selling the product.

Push money: also known as "spiffs". An extra commission paid to retail employees to push

products.

Trade discounts (also called functional discounts): These are payments to distribution channel

members for performing some function.

PROMOTIONAL EVENTS

HVBU has always been a ‘customer centric’ organization rather than a product-centric company.

This has come about due to CVBU determination to design and manufacture products which

customers need and deliver them in time. Sales Promotion activities are carried out by the Tata

Motors CVBU from time to time, to make sure that its customers are acquainted with the offers,

its products and the changes that have been made in the existing products. Tata Motors actively

participates in the loan mela’s that are held in the rural markets. The “mega industrial and

consumer fair” is also a good source for Tata Motors CVBU to display its products with

attractive schemes available for the potential customers. Road side displays are held frequently

and currently it has been held in the rural markets like Saraikila during the month of February

and March,09. The experience that I have gathered during Sales Promotion / Demonstration is

that you need to be well versed with the advantages of your products and how you rank them

higher to your competitors’ products. While speaking to the potential customer one should make

sure that what the customers wants, and what he expects from the product which he intends to

show interest in.

Demonstrations are done to generate C0 Customers, make people aware of the schemes available

on the products. At Tata Motors different schemes are introduced almost every month on its

Commercial vehicles.

During performing Sales promotion activities you not only tell the benefits of the products but

you also state the schemes available for the product and how would the buyer benefit from it and

what other advantages would he/she would enjoy after purchasing the products. It is also very

essential to explain the customers, especially rural customers about the finance available and


http://en.wikipedia.org/wiki/Fact_sheet

http://en.wikipedia.org/wiki/Barcode

http://en.wikipedia.org/wiki/Rebate_(marketing)

http://www.business-idea.com/ShowPosting.asp?ID=2123


which Finance Scheme would suit them the best as per their financial capabilities. One thing that

I learnt is that Rural Customers wants the documentation and other formalities to be the least.

They want the product as fast as possible from the date of their enquiry and on the contrary Tata

Motors HVBU takes great care in providing finance to the customers, thus to serve the customers

better Tata Motors Finance and Sriram Finance provide Funding within 3 days at the most.

CHAPTER 17: FINDINGS, CONCLUSION & RECOMMENDATIONS

FINDINGS



Maximum customers are not aware of the model.

Maximum existing customers who purchase trucks within 2 yrs were not shown this

model.

Maximum existing customers of 2516 were happy with the performance of the truck.

Whenever customers who know something about the model, when enquired for the truck

they are told to buy 2515 instead of 2516.

No effort is made to sale 2516.

DSE never try to convince the customers to buy this truck.

Due to some technical error in truck the perception creates due to the viral marketing that

this truck is not successful.

Psychology of the customers.

Bad experience of the previous users of 697 engines.

Due to over load culture of INDIAN transport industries.

Due to in-efficiency of showroom sales executive.

Due to the competition of its own siblings 2516 is not getting the sales.

Due to availability of better substitutes.

The company is well organized in all aspects to the market.

The product meets the value of money in all the ways then also some technical problems

like pick up, mileage, loading capacity etc.

Because of the above problems it couldn’t meet the competition in the market.

Sales promotion should be done segment wise.

The products like 207 DI, Rx pick up is having higher price comparing to its competitors

products like Mahindra bolero pickups.

Competitors of small three wheel cargos vehicle is creating more competition like ape,

piaggio etc.

The segment of these should be enlarged to all the places and all the small industrial

purpose.

Conclusion

The summer internship project provided me with rigorous knowledge in the practical area. The

theoretical concepts were applied by me in practical world/market and benefits were studied.



Starting with the project dealt with rural market environment of Tata motors ltd. The scope of

expanding market in the rural parts of the state was studied and a report was made by me.

Secondly the ancillaries and vendors operating with Tata motors ltd were being targeted by me.

All the ancillaries and vendors of were approached by me and demonstration of vehicles was

done.

Some of the findings were very important for the company to target in the next financial year for

its customer base. The final report was submitted by me to the project head and which will be

seen by him for future reference.

Recommendations

Strengths

• The internationalisation strategy so far has been to keep local managers in new

acquisitions, and to only transplant a couple of senior managers from India into the new

market. The benefit is that Tata has been able to exchange expertise. For example after

the Daewoo acquisition the Indian company leaned work discipline and how to get the

final product 'right first time.'

• The company has a strategy in place for the next stage of its expansion. Not only is it

focusing upon new products and acquisitions, but it also has a programme of intensive

management development in place in order to establish its leaders for tomorrow.

• The company has had a successful alliance with Italian mass producer Fiat since 2006.

This has enhanced the product portfolio for Tata and Fiat in terms of production and

knowledge exchange. For example, the Fiat Palio Style was launched by Tata in 2007,

and the companies have an agreement to build a pick-up targeted at Central and South

America.

Weaknesses

• The company's passenger car products are based upon 3rd and 4th generation platforms,

which put Tata Motors Limited at a disadvantage with competing car manufacturers.

• Despite buying the Jaguar and Land Rover brands (see opportunities below); Tat has not

got a foothold in the luxury car segment in its domestic, Indian market. Is the brand



associated with commercial vehicles and low-cost passenger cars to the extent that it has

isolated itself from lucrative segments in a more aspiring India?

• One weakness which is often not recognised is that in English the word 'tat' means

rubbish. Would the brand sensitive British consumer ever buy into such a brand? Maybe

not, but they would buy into Fiat, Jaguar and Land Rover (see opportunities and

strengths).

Opportunities

• In the summer of 2008 Tata Motor's announced that it had successfully purchased the

Land Rover and Jaguar brands from Ford Motors for UK £2.3 million. Two of the World's

luxury car brand have been added to its portfolio of brands, and will undoubtedly off the

company the chance to market vehicles in the luxury segments.

• Tata Motors Limited acquired Daewoo Motor's Commercial vehicle business in 2004 for

around USD $16 million.

• Nano is the cheapest car in the World - retailing at little more than a motorbike. Whilst

the World is getting ready for greener alternatives to gas-guzzlers, is the Nano the answer

in terms of concept or brand? Incidentally, the new Land Rover and Jaguar models will

cost up to 85 times more than a standard Nano!

• The new global track platform is about to be launched from its Korean (previously

Daewoo) plant. Again, at a time when the World is looking for environmentally friendly

transport alternatives, is now the right time to move into this segment? The answer to this

question (and the one above) is that new and emerging industrial nations such as India,

South Korea and China will have a thirst for low-cost passenger and commercial vehicles.

These are the opportunities. However the company has put in place a very proactive

Corporate Social Responsibility (CSR) committee to address potential strategies that will

make is operations more sustainable.

• The range of Super Milo fuel efficient buses are powered by super-efficient, eco-friendly

engines. The bus has optional organic clutch with booster assist and better air intakes that

will reduce fuel consumption by up to 10%.



Threats

• Other competing car manufacturers have been in the passenger car business for 40, 50 or

more years. Therefore Tata Motors Limited has to catch up in terms of quality and lean

production.

• Sustainability and environmentalism could mean extra costs for this low-cost producer.

This could impact its underpinning competitive advantage. Obviously, as Tata globalises

and buys into other brands this problem could be alleviated.

• Since the company has focused upon the commercial and small vehicle segments, it has

left itself open to competition from overseas companies for the emerging Indian luxury

segments. For example ICICI bank and DaimlerChrysler have invested in a new Pune-

based plant which will build 5000 new Mercedes-Benz per annum. Other players

developing luxury cars targeted at the Indian market include MAN, FORSE, AMW,

VOLVO, SAWARAJ etc. In fact the entire Indian market has become a target for other

global competitors including ashok lyland, General Motors, Ford and others.

• Rising prices in the global economy could pose a threat to Tata Motors Limited on a

couple of fronts. The price of steel and aluminium is increasing putting pressure on the

costs of production. Many of Tata's products run on Diesel fuel which is becoming

expensive globally and within its traditional home market.

ANNEXURE:













LIST OF CUSTOMERS

S.NO. NAME PLACE MOB. NO.

product knowledge

1 MD. ABDUL KALAM PAKUR 9731209719 NO2 RAMANAND CHOUDHARY BHAGALPUR 9162104993 NO3 RAJKISHAN MISRA PURNIA 9199519355 NO4 ANJANI KUMAR PURNIA 9431625587 NO5 MD. SAMSHAD SAH BHAGALPUR 9931658662 NO6 RAJ KUMAR BHAGAT PAKUR 9204281764 YES7 JAI KUMAR PARSHAD BOAKARO 9334210664 NO8 ABDUL SALIM PAKUR 9470376456 NO9 JITENDER YADAV BHAGALPUR 9801061872 NO10 LAXMAN KUMAR SAH PAKUR 9431942635 NO11 SUKHDEV SAH SAHEBGYNJ 9431998032 YES12 SANJAY KUMAR BHAGAT PAKUR 9631771058 YES13 DURYODHAN SAH PAKUR 9431909226 NO14 INTASAHAN ALAM BHAGALPUR 9934452507 NO15 GAUTAM KUMAR PANDEY BHAGALPUR 9097623197 NO16 RAJESH KUMAR DUBEY BHAGALPUR 9934672416 NO17 SANTOSH SINGH BANKA 9431481056 NO18 AMINUL ISLAM SAHEBGYNJ 9939125151 NO19 PRADEEP BHAGAT PAKUR 9431137043 NO20 AKTHAR ALI SAHEBGYNJ 9472796977 NO21 MAHESH PRASAD PAKUR 9308021976 NO22 SHANKAR MANDAL PAKUR 9332197567 NO23 DINESH JAISWAL PAKUR 9378333419 NO24 MD. JALALUDDIN PAKUR 9733995856 NO25 SANJAY CHOUDHARY BHAGALPUR 9939251905 NO26 RAJIV KUMAR MODI DUMKA 9431156094 NO27 MAHESH PRASAD SAH DUMKA 9431130040 NO28 RAMNARAYAN BHAGAT DUMKA 9931133017 NO29 MIRAZ ANSARI DUMKA 9955418241 NO30 KAILASH PD. RAM DUMKA 9905181205 NO31 PINKI NARLOLI DUMKA 9431157297 NO32 MAHESH NARLOLI BHAGALPUR 9431157297 NO33 SHYAM SHUNDAR BHAGALPUR 9334459599 NO34 SUJATA UDIT BUILDERS DUMKA 9430392766 NO35 SITARAM BHAGALPUR 9835751853 NO36 DILIP KUMAR PAKUR 9934865445 NO37 AJAY KUMAR PAKUR 9334595030 NO



38 VIMAL SINGH DUMKA 9934381246 NO39 NEELAM DEVI PAKUR 9430421874 NO40 INDERDEO PODDAR BHAGALPUR 9852462683 NO41 MD. AQUIBAL KHAN PAKUR 9933139514 NO42 RAJESH KUMAR DUMKA 9431945754 NO43 SANJEEV MODI PAKUR 9470110908 NO44 AJAY KUMAR PAKUR 9304518498 NO45 AJIT KUMAR PAKUR 9934486301 NO46 SASHANK SEKHER PAKUR 9771321005 NO47 MANISH KUMAR PAKUR 9006770316 NO48 BIPIN KUMAR PAKUR 9771715650 NO49 ARVIND KUMAR BHAGALPUR 9431431928 NO50 RAJEEV KUMAR PAKUR 9431167638 NO51 HARINANDAN CHOWDARY BHAGALPUR 9801310245 NO52 MAHESH PRASAD PURNIA 9431130040 NO53 CHITRA CONSTRUCTION PURNIA 9431339709 NO54 LOVE KANT JHA BHAGALPUR 9431547847 NO55 RAJENDRA GUPTA PAKUR 9431150220 NO

56MANIK CHAND MAHESHWARI BOAKARO 9431157359 YES

57 VIJAY YADAV PAKUR 9431236588 NO58 SAJJAN KUMAR BHAGALPUR 9334244678 NO59 INDIRA DEVI PAKUR 9431177461 NO60 RAJEEV SINGH SAHEBGYNJ 9234558857 NO61 SUMAN DEVI PAKUR 9334687015 NO62 RUNGTA AGENCY PAKUR 9431265821 NO63 SUNIL SINGH BHAGALPUR 9006552120 NO64 GANGA PR. MANDAL BHAGALPUR 9199391755 NO65 LAL BIHARI BHAGAT BHAGALPUR 9931133017 NO66 DHARAM SHUKLA BANKA 9732097548 NO67 MOUSAMI CHOWDARY SAHEBGYNJ 9234123475 NO68 SARJU PR. BAHGAT PAKUR 9931516364 NO69 RAJENDRA BHAGAT SAHEBGYNJ 9955446540 NO70 ASHOK PANJARIA PAKUR 9934944347 NO71 SANJUKTA DEVI PAKUR 9771321005 NO72 RAJEEV JHA PAKUR 9430321155 NO73 DILIP KR. SHAH PAKUR 9934865445 NO74 ASHOK KR. SHAH BHAGALPUR 9430339973 NO75 BASDEV PR. BHAGAT DUMKA 9431550502 NO76 DINESH MURMU DUMKA 9431383775 NO77 KISHORE YADAV DUMKA 9798316755 NO78 MD. JAHANGIR SHEIKH DUMKA 9931833669 NO79 BULLU DEVI DUMKA 9934478427 NO



80 ANITA CHOWDARY DUMKA 9801310245 NO81 SAROJ JAISWAL BHAGALPUR 9304134121 NO81 MUKESH KUMAR BHAGALPUR 9430967344 NO83 RAJ KUMAR SHAH DUMKA 9835482193 NO84 ARUN KUMAR BHAGALPUR 9934873921 NO85 UPENDRA GUPTA PAKUR 9431472388 NO86 LOUIS MARANDI PAKUR 9199880949 NO87 SHIV NANDAN JHA DUMKA 9771860636 NO88 PARMANAND KEJRIWAL PAKUR 9931282005 NO89 UDAY KR. NANDI BHAGALPUR 9431547813 NO90 SARFARAZ ALAM PAKUR 9934224397 NO91 SURESH KEWAT DUMKA 9204380075 NO92 THAKUR AGARWAL PAKUR 9973763580 NO93 SHYAM SHUNDAR PAKUR 9334459599 NO94 SHAKEEL AHMAD PAKUR 9939223437 NO95 JAIMALA SAGAR PAKUR 9431455393 NO96 PARIMAL KANT PAKUR 9934722039 NO97 KRISHNA SINGH PAKUR 9430981609 NO98 RAVI SHANKAR BHAGALPUR 9431249923 NO99 MUNNA RAI PAKUR 9431236588 NO100 GANESH NANDI PAKUR 9005425896 NO101 NANAD KISHOR SHARMA BHAGALPUR 9394687015 NO102 JATASHANKAR SAHAY SAHEBGYNJ 9431154683 NO103 RAJESH RAMAN SAHEBGYNJ 9234205540 NO104 MRINAL KANT JHA SAHEBGYNJ 9430723649 NO105 SANJEEV CHOWDARY DUMKA 9430966348 NO106 GAURI SHANKAR BHAGAT DUMKA 9431130046 NO107 RAM NARAYAN BHAGAT DUMKA 9931133017 NO108 ABHISHEK PANDEY E. SINGHBHUM 9771366224 NO109 AKSAR ALI E. SINGHBHUM 9931554731 NO110 AMIT KUMAR E. SINGHBHUM 9199299108 NO112 AMIT MANDAL E. SINGHBHUM 9955680123 NO113 ARUN KUMAR E. SINGHBHUM 9661274498 NO114 BABLU KHAN E. SINGHBHUM 9199248984 NO115 BABU KUMAR E. SINGHBHUM 9470128128 NO116 BHOLU ANSARI E. SINGHBHUM 9234240901 NO117 BALMUKUND SHARMA E. SINGHBHUM 9934587047 NO118 BHINA TOPO E. SINGHBHUM 9304330549 NO119 BINOD KR. SHARMA E. SINGHBHUM 9334956152 NO120 CHOTU KUMAR E. SINGHBHUM 9304030001 NO121 CHOTU RAM E. SINGHBHUM 9006138392 NO122 DAMADHAR KR. E. SINGHBHUM 9631821759 NO123 DANOOR KR. E. SINGHBHUM 9931182884 NO



124 DHARMENDRA SINGH E. SINGHBHUM 9835306685 NO125 DHASHAN SANDEEP SINGH E. SINGHBHUM 9835511177 NO126 DHARMENDRA KUMAR E. SINGHBHUM 9199360260 NO127 DIPAK KUMAR E. SINGHBHUM 9173810927 NO128 DULLERA YADAV E. SINGHBHUM 9939307243 NO129 DAWARIKA SHARMA E. SINGHBHUM 9334818838 NO130 GAPAL SAW E. SINGHBHUM 9204507310 NO131 IZHAR KHAN E. SINGHBHUM 9771825042 NO132 JEET SHRMA E. SINGHBHUM 9234714014 NO133 KERLA NISHA E. SINGHBHUM 9334613392 NO134 LAL HO E. SINGHBHUM 9835167974 NO135 MANZAR KHAN E. SINGHBHUM 9099831573 NO136 MANZOOR ANSARI E. SINGHBHUM 9334250927 NO137 MD. ABDUL E. SINGHBHUM 9199877387 NO138 MD. AFFAZ E. SINGHBHUM 9031970750 NO139 MD. ALAM E. SINGHBHUM 9939326430 NO140 MD. ANZAR E. SINGHBHUM 9006415510 NO141 MD. ARSAD E. SINGHBHUM 9835557805 NO142 MD. ASRAF E. SINGHBHUM 9279093483 NO143 MD. AJAD E. SINGHBHUM 9204120163 NO144 MD. BALLU E. SINGHBHUM 9097323280 NO145 MD. CHAND E. SINGHBHUM 9931175238 NO146 MD. DINASE E. SINGHBHUM 9006786643 NO147 MD. FARUK E. SINGHBHUM 9470150616 NO148 MD. HARUN E. SINGHBHUM 9006775375 NO149 MD. HUSSAIN E. SINGHBHUM 9308681916 NO150 MD. EDRISH E. SINGHBHUM 9835342934 NO151 MD. ENAMUL E. SINGHBHUM 9934379733 NO152 MD. JUMAN ANSARI E. SINGHBHUM 9708620123 NO153 MD. KADIR E. SINGHBHUM 9973511087 NO154 MD. KALAM E. SINGHBHUM 9939673616 NO155 MD. KALLU E. SINGHBHUM 9934107115 NO156 MD. KAPIL E. SINGHBHUM 9546187361 NO157 MD. KHAN E. SINGHBHUM 9430776397 NO158 MD. MAFUZ E. SINGHBHUM 9204932419 NO159 MD. MUKADAR E. SINGHBHUM 9162894492 NO160 MD. MUMTAZ E. SINGHBHUM 9431966058 NO161 MD. MUZAFAR HUSSAIN E. SINGHBHUM 9279169914 NO162 MD. NAUSHAD E. SINGHBHUM 9431347522 NO163 MD. PINKU E. SINGHBHUM 9708604607 NO164 MD. RAFIQ E. SINGHBHUM 9955813493 NO165 MD. RAJA E. SINGHBHUM 9955815730 NO166 MD. SAZAD HUSSAIN E. SINGHBHUM 9162725236 NO



167 MD. SALIM E. SINGHBHUM 8051145715 NO168 MD. SALIM E. SINGHBHUM 9852713972 NO169 MD. SATTAR E. SINGHBHUM 9835383201 NO170 MD. SIRAJUDDIN E. SINGHBHUM 9204873537 NO171 MAJOJ SINGH E. SINGHBHUM 9162896371 NO172 MANGAL SHARMA E. SINGHBHUM 9835550166 NO173 NARESH GORAI E. SINGHBHUM 9199440991 NO174 NIMAY DAS E. SINGHBHUM 9234996124 NO175 PANKAJ PRASAD E. SINGHBHUM 9608333251 NO176 PAPPU KUMAR E. SINGHBHUM 9835929193 NO177 PARTHO SARTHI PAL E. SINGHBHUM 9939184792 NO178 PRADEEP KUMAR E. SINGHBHUM 9334539657 NO179 PRAMOOD KUMAR E. SINGHBHUM 9279785017 NO180 PRINCE KUMAR E. SINGHBHUM 9835115930 NO181 RADAHA NATH E. SINGHBHUM 9734766914 NO182 RAJESH KUMAR E. SINGHBHUM 9934379615 NO183 RADHE SHYAM E. SINGHBHUM 9504759723 NO184 RAJU KUMAR E. SINGHBHUM 9204197608 NO185 RAJU RAM E. SINGHBHUM 9279057416 NO186 RAMAGYA SINGH E. SINGHBHUM 9576514842 NO187 RAMU KUMAR SAW E. SINGHBHUM 9939500409 NO188 RANDHAWAKUMAR E. SINGHBHUM 9334212322 NO189 RANJEET SINGH E. SINGHBHUM 9334209935 NO190 S.K SONU E. SINGHBHUM 9334278906 NO191 S.K. IZAJ E. SINGHBHUM 9234151979 NO192 SAGIR SEKH E. SINGHBHUM 9431347495 NO193 MANOJ SINGH E. SINGHBHUM 9162896371 NO194 SAHAB SHARMA E. SINGHBHUM 9006902158 NO195 SANJEET KUMAR MAHTO E. SINGHBHUM 9308197030 NO196 SANTOSH KUMAR E. SINGHBHUM 9031921324 NO197 SHAMBHU PANDIT E. SINGHBHUM 9431705596 NO198 SHYAM NARAYAN PANDEY E. SINGHBHUM 9204481960 NO199 SOHAN MAHTO E. SINGHBHUM 9801337183 NO200 SRIKANT SHARMA E. SINGHBHUM 9234590433 NO201 SUNIL KUMAR MAHTO E. SINGHBHUM 9631770779 NO202 AKBAR BAGI JAMSHEDPUR 9386296613 NO203 AKTHAR KHAN JAMSHEDPUR 9852361517 NO204 AMAR YADAV JAMSHEDPUR 9162165997 NO205 ANIL BARMAN JAMSHEDPUR 9279349286 NO206 ANWAR KHAN JAMSHEDPUR 9709202386 NO207 ASHOK SINGH JAMSHEDPUR 9931606641 NO208 ASKAR SUSSAN JAMSHEDPUR 9470164896 NO209 AWADH KISHOR PRASAD JAMSHEDPUR 9430715986 NO



210 AWTAR SINGH TARI JAMSHEDPUR 9934116908 NO211 AZAD KHAN JAMSHEDPUR 9204395759 NO212 BABLU KHAN JAMSHEDPUR 9632528833 NO213 BADAL SINGH JAMSHEDPUR 9931313049 NO214 BANSI DUTTA JAMSHEDPUR 9234706412 NO215 BHAGWAT KUMAR SINGH JAMSHEDPUR 9931307920 NO216 BIPIN SHARMA JAMSHEDPUR 9835186371 NO217 BIRENDER KUMAR JAMSHEDPUR 9431977225 NO218 CASTO SINGH JAMSHEDPUR 9204765437 NO219 CHAND SOREN JAMSHEDPUR 9905562052 NO220 CHATAN GORAI JAMSHEDPUR 9234408586 NO221 DALJEET SINGH JAMSHEDPUR 9430186334 NO222 DANJI GPOE JAMSHEDPUR 9955387123 NO223 DIGDHAR KUMAR MAHTO JAMSHEDPUR 9955811269 NO224 DIPAK KUMAR SINGH JAMSHEDPUR 9631667818 NO225 DURGA GOPE JAMSHEDPUR 9162777105 NO226 FAREED KHAN JAMSHEDPUR 9546525264 NO227 FIROZ KHAN JAMSHEDPUR 9199440580 NO228 GANESH KUMAR JAMSHEDPUR 9835107263 NO229 GOVIND SHARMA JAMSHEDPUR 9835550391 NO230 GURMEET SINGH JAMSHEDPUR 9835302556 NO231 JASPAL SINGH JAMSHEDPUR 9279372591 NO232 JAVED ALI JAMSHEDPUR 9934352414 NO233 KALLU KHAN JAMSHEDPUR 9852850609 NO234 KAMLESH KUMAR YADAV JAMSHEDPUR 9204140350 NO235 KULDEEP SINGH JAMSHEDPUR 9835368796 NO236 LADDI SINGH JAMSHEDPUR 9431149318 NO237 LADO KUMAR JAMSHEDPUR 9234175507 NO238 MD. SHARFARAZ JAMSHEDPUR 9470354595 NO239 MD. ASLAM JAMSHEDPUR 9835550976 NO240 MD. MAHAROOF JAMSHEDPUR 9234703225 NO241 MD. MOJADIN HASSAN JAMSHEDPUR 8051122952 NO242 MD. RAJAN JAMSHEDPUR 9852866845 NO243 MD. RAJU JAMSHEDPUR 9835348934 NO244 MD. SHAKIL JAMSHEDPUR 9955703073 NO245 MD. SIRAJ ALLAM JAMSHEDPUR 9308207071 NO246 MAHESH SHARMA JAMSHEDPUR 9835562976 NO247 MD. ASLAM GHANI JAMSHEDPUR 9199105362 NO248 MITHILESH JHA JAMSHEDPUR 9204263437 NO249 MOHAMMAD ALLAUDIN JAMSHEDPUR 9504115157 NO250 MOHAMMAD IMMAMUL JAMSHEDPUR 9985714509 NO251 MOHHAMAD IQBAL JAMSHEDPUR 9504761705 NO252 MOHHAMAD ISDKAR JAMSHEDPUR 9470144962 NO



253 MOHHAMAD KARIM JAMSHEDPUR 9835557119 NO254 MD. KADSIM JAMSHEDPUR 9304745144 NO255 MD. MARASHID JAMSHEDPUR 9199705613 NO256 MD. NAWSAD JAMSHEDPUR 9905160644 NO257 MD. PARWEEZ JAMSHEDPUR 9470129337 NO258 MD. RASHID JAMSHEDPUR 9204228288 NO259 MD. SAHIL JAMSHEDPUR 9097032559 NO260 MD. SHAMIM JAMSHEDPUR 9801337814 NO261 MUKESH SINGH JAMSHEDPUR 9279549296 NO262 MUNNA GUPTA JAMSHEDPUR 9199968241 NO263 MUNNA KHAN JAMSHEDPUR 9709929359 NO264 MUNNA SINGH JAMSHEDPUR 9973522627 NO265 MURRARY KUMAR JAMSHEDPUR 9234436677 NO266 NARESH KUMAR JAMSHEDPUR 9801341193 NO267 NAWI ANSARI JAMSHEDPUR 9955126687 NO268 NIRMAL KUMAR SINGH JAMSHEDPUR 9279237513 NO269 NIRMAL SAH JAMSHEDPUR 9304490709 NO270 PANKAJ SINGH JAMSHEDPUR 9279142594 NO271 PAPPU KUMAR JAMSHEDPUR 9534378599 NO272 PARWEJ KHAN JAMSHEDPUR 9204377828 NO273 PRAMOD KUMAR JAMSHEDPUR 9234248339 NO274 RAM BABU JAMSHEDPUR 9431345709 NO275 RAMESH SAHU JAMSHEDPUR 9905135552 NO276 RANJEET SINGH JAMSHEDPUR 9331955770 NO277 RAVI KUMAR JAMSHEDPUR 9800963180 NO278 RUPAL SHARMA JAMSHEDPUR 9852277273 NO279 S K FARUK JAMSHEDPUR 9430162112 NO280 S K TAJUDDIN JAMSHEDPUR 9199872564 NO281 SAHID AKTHAR JAMSHEDPUR 9386514381 NO282 SAIYAD KHAN JAMSHEDPUR 9431183550 NO283 SAMSHER KHAN JAMSHEDPUR 9934122432 NO284 SANTOSH VISKARMA JAMSHEDPUR 9934326595 NO285 SANTOSH SINGH JAMSHEDPUR 9835902785 NO286 SARFARAZ BAIJ JAMSHEDPUR 9661812916 NO287 SASHESHNATH SINGH JAMSHEDPUR 9006769688 NO288 SATTAR ANSARI JAMSHEDPUR 9006059617 NO289 SHANKAR PRASAD JAMSHEDPUR 9835348210 NO290 SHANKAR SHARMA JAMSHEDPUR 9835549560 NO291 SHARWAN MAHTO JAMSHEDPUR 9973757368 NO292 SHEKH IMRAN JAMSHEDPUR 9576694430 NO293 SEIKH MOHAMAD JAMSHEDPUR 9852107395 NO294 SEIKH GAFFAR JAMSHEDPUR 9204749160 NO295 SONU KUMAR JAMSHEDPUR 9386356071 NO



296 SUBODH KUMAR SHARMA JAMSHEDPUR 9835449827 NO297 SUNIL KUMAR JAMSHEDPUR 9835348199 NO298 THAKUR MAHTO JAMSHEDPUR 9430336197 NO299 TINKU KUMAR JAMSHEDPUR 9708605317 NO300 UTTAM SINGH JAMSHEDPUR 9955386757 NO301 VIJAY KUMAR GUPTA JAMSHEDPUR 9793378581 NO302 VIJAY KUSWAT JAMSHEDPUR 9234703755 NO303 VIKRAM KUMAR SINGH JAMSHEDPUR 9234204562 NO304 AJAY GUPTA W.SINGHBHUM 9430159081 NO305 BABLU KUMAR W.SINGHBHUM 9934502023 NO306 BAPI MUKHERJEE W.SINGHBHUM 9431573655 NO307 BHOGAN MUNDA W.SINGHBHUM 9471309150 NO308 BIRBAL BARI W.SINGHBHUM 9279715405 NO309 BUNTY KHAN W.SINGHBHUM 9470803383 NO310 EKLAL MAHTO W.SINGHBHUM 9934376768 NO311 IMMUIN ANSARI W.SINGHBHUM 9973289956 NO312 KALASH PRASAD W.SINGHBHUM 9931113094 NO313 KRISHNA GORAI W.SINGHBHUM 9308089545 NO314 KRISHNA GUPTA W.SINGHBHUM 9504116340 NO135 MOBIN ANSARI W.SINGHBHUM 9431755591 NO316 MD. AJRAHUL W.SINGHBHUM 9431192038 NO317 MD. BABLU W.SINGHBHUM 9431192038 NO318 MD. CHUNNA ANSARI W.SINGHBHUM 9386651593 NO319 MD. EDUL ANSARI W.SINGHBHUM 9430193736 NO320 MD. IZHAR W.SINGHBHUM 9470373061 NO321 MD. MUBARAK W.SINGHBHUM 9308248659 NO322 MD. NAUSAD W.SINGHBHUM 9431373499 NO323 MD. NAZAM W.SINGHBHUM 9905734451 NO324 MD. TAZAUDDIN W.SINGHBHUM 9709219588 NO325 MD. YUSUF W.SINGHBHUM 9334177244 NO326 NARAYAN RAJAK W.SINGHBHUM 9204606989 NO327 NAZAM ANSARI W.SINGHBHUM 9308545535 NO328 PAWAN KUMAR W.SINGHBHUM 9631350171 NO329 RAJESH RAWANI W.SINGHBHUM 9204890352 NO330 RAJU KUMAR W.SINGHBHUM 9955119293 NO331 SAMSUED KHAN W.SINGHBHUM 9939356630 NO332 SATENDER KONA W.SINGHBHUM 9470958653 NO333 SHEKHENKDER KUMAR W.SINGHBHUM 9204665016 NO334 SHESH NATH LOHAR W.SINGHBHUM 9608186306 NO335 SHKCK MUDDIN W.SINGHBHUM 9378364847 NO



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Ishan Institute of Management and Technology Final