1. TATA Motors
Mindrovers 2013
The Mango Tree
Rohit Rohan | Robin Chopra | Sidharth Uchil
Mudra Institute of Communications - Ahmedabad

2. What are the problems at hand?
Image diluted by
extensive use of
cars for commercial
purposes
Ambiguous
definition of
brand
positioning
Weak
brand
loyalty
Lack of aspirational
products in the
current portfolio
No demarcation
between passenger
vehicles and
commercial
vehicles
Lack of connect
with youth and
women

3. We administered a qualitative questionnaire (Annexure 1) to 30 respondent belonging to varied age groups out of which
15 were females. The results and the inferences of the survey are also attached in Annexure 1
An unstructured exploratory research for individual brands was also conducted in the form of in-depth interviews with 10
respondents belonging to varied demographic and socio economic class.
The insights and recommendations of the analysis are based on our primary and secondary research
Despite its overreaching success in the
B2B market, Tata motors has failed to
recognize that the target group for the
automobile industry are dominated by
feelers and not thinkers.
Tata industries have been successful in
Decisions in the consumer segment are
the B2B segments. However, in the B2C
taken based as much on emotional
segment, it has had to branch out into
factors such as brand, looks and feel as
stand alone brands – ex. Tanishq, Taj
on features and value for money.
etc.
And what do we do about it?
The aim of this presentation is to offer and emotional connect to the consumer through 3 stages.
2-3years | Eventually rebrand and adopt TMPV existing product line into the new luxury brand one by one.
1-2years | Launch a luxury sub brand positioned at achievement.
0-1 years| Rebranding and repositioning the existing TML. On legacy and heritage.

4. What is going on in the market?
Rapid
urbanisation
Rising per
capita GDP
Overall
industrial
growth
• Currently only 21% of the population lives in the urban areas
• Given how India is performing, the figures are hoped to touch 35% by 2020 and 40% by 2030
• The per capita GDP of India increased from 1200 USD in 2011 to almost 1330 USD in 2012
• This is further expected cross the 2000 mark by 2015
• Increasing GDP gives increased purchasing power and hence increased demand for cars
• Interdependent industries; growth of other industries will trickle to the automobile industry
• Since transport is a basic need of every industry, demand for automobiles will rise with every
positive change in an industry
Car buyers
getting younger
• Median age of Indians is almost 26 years - much lower than the World’s biggest economies
• The car buying age has been on a decline from 39 years in 2000 to 33 years in 2010
Growing middle
class
• Benefits derivable from middle class still untapped
• Transition from the lower class to the middle class converts car into a need from a luxury
Thus the
projected market
growth
• Overall automobile production to expand by 9.6 per cent in 2012-13
• Passenger Vehicle Market to sell almost 5mn vehicles by 2017-2018
• Indian Auto Exports will also grow and cross the 17 billion USD mark by 2015-2016.

5. What is the competition up to?
Ford
• Expanded its diesel engine production capacity to counter petrol prices
• Also has the capacity of producing 2 Lakh cars
Isuzu
• Planning to build a Greenfield project to target the small commercial vehicle
and MUV segments.
Renault
• Launched SUV ‘Duster’ in petrol and diesel variants to enter the SUV market
• Already launched 3 more vehicles this year prior to this
M&M
MSIL
• Enjoyed success with Scorpio earlier
• After spending 4 years in the Indian 2 wheeler segment, has launched its
research and development (R&D)
• Currently the largest player in the Indian automobiles market
• Shall merge the group unit “Suzuki Powertrain India Ltd” to combine all the
diesel manufacturing facilities are under the same management
Also in
the
market
100% FDI policy has led to a
turnover of 12 billion USD in
the Indian auto industry
No need for licensing and no
restriction on import of auto
components and efficient
manpower are also boons

6. Individual brand analysis
Car
Price range
Competitors
Present Brand Image
Intended positioning of Brand in future
Nano
1.497 - 2.102
Alto, Spark
world's cheapest car, innovative, high fuel
economy, art on wheels
The car should be positioned as Sporty and Trendy, a swift way to get
through the city traffic. With the rising income levels for lower middle
class, it should provide a volume based sales boost .
Indica
Hyundai Eon, i10, Santro,
high durability, high fuel economy, low resale The car should continue innovating technically, providing good value
Honda Brio, Chevy Beat, Zen
3.277 - 4.901
value, commercial vehicle. Low on class and
for money, thus boosting sales for comemrcial purposes. Should be
Estilo, Wagon R, Alto, Nissan
sophistication
positioned as the most fuel efficient car for 1st car buyers
Micra
Vista
Indigo
Manza
4.13-6.53
4.80-6.17
6.5-8.8
Swift, Ford Figo, Polo, Brio,
Beat, i10, Santro, Fiat Punto,
Nissan Micra
an improved version of indica made to break the car should become sleeker and contniue upgrading its looks with
free of commercial vehicle image. High on
newer versions to take on competition effectively along with
style quotient and value for money for
continuing techincal innovation. It is poised to become tata's flagship
personal use
passenger car for the next few years.
sedan built on the original indica. Most
Fabia, Vento, Toyota Etios, inexpensive and affordable sedan. Low on the car should continue innovating technically, providing good value for
Nissan Sunny, Mahindra
style quotient and high on fuel economy.
money, thus boosting sales for comemrcial purposes. Should be
Verito
Durable, but low resale value. Commercial car
positioned as a luxury sedan offering value for money.
image
Vento, Fiat Linea, Honda
City, Toyota Etios, Nissan
Sunny, Mahindra Verito
Aria
9.95-16.5
Toyota Innova, Mahindra
Scorpio, Xylo, XUV
Safari
8.3-13.5
Toyota Innova, Mahindra
Scorpio, Xylo, XUV
continue innovating on robust style quotient to shake off image of
affordable and inexpensive sedan delivering
commercial vehicle and techincal soundness to boost sales for personal
high value for money. High on style quotient,
use. The Manza is a masculine image representing a sturdy and strong
durable and delivering affordable luxury
body.
failed because of confused consumer
segment. Looks like a blown up version of
Manza. Plain, unappealing looks and price
considered too high for a 'bigger Manza'
(response on questionnaire)
Phase out from product line as it will continually struggle for sales and
the brand image is now tarnished due to continuous comparisons with
other successful crossovers such as Innova and XUV500
tries to connect with consumer on emotional
position it strongly as an adventurous and thrilling SUV and leverage
platform. Sturdy, durable and good value for
on emotional connect in future.
money in SUV segment

7. STAGE I | Rebranding of TML and its communication strategies
Target group
• age group of 25-50 years
• socio economic segment
A1, A2, B1, B2
• also be targeted at
women
The communication
should come across in a
way that the consumers
place their faith in Tata
motors as a brand
keeping in mind their
legacy and track record
•
This stage will be done within the first year
of the rebranding process . It will aim to:
• revive the brand
• shrug off the ‘taxi’ image of its cars
• repositioned using the rich heritage and
history of the Tatas
• make the brand appear more classy and
energetic
• make it ready to be youthful and friendly
for women
The emotions to which the
communication must be
targeted towards should be
reliability and trust
• Market needs to be
effectively targeted to avoid
spillage of one into another
and spreading
of negativity
Tailored for each market
based on demographic and
psychographic, end usage
(B2B, B2C) to produce
maximum impact
Brand building must be done
specifically for the youth

8. STAGE II | Creation of new sub-brand
•
•
•
•
•
•
This stage will be carried out in the second year of the rebranding process
Tata motors should add some products in its portfolio that evokes a feeling of aspiration and achievement.
The brand image of Tata motors at present is that of a secondary car which is bought only due to their affordability
and high fuel efficiency.
As per our research, Tata motors cars have been constantly rated low on their looks.
Majority of respondents have said that they would rather be seen driving other cars than Tata cars in the same
category (refer annexure)
Tata needs to take on other brands such as Honda, Volkswagen, Toyota, Chevrolet, etc. in the ultra luxury segment
and carve a reputed position for itself in the niche segment of sedans (18 lakh +).
Sub-brand-image, identity and vision
•
•
•
•
•
•
The brand needs to be positioned such that consumers of a segment one level lower to this segment will aspire to
buy it.
The first car to be launched should deliver superb luxury, comfort, technical excellence and most importantly a
stunning design and looks.
We intend to nurture this brand from the nascent stage and make sure it grows in a way so as to ensure that the level
of aspiration and class stays central to the brand.
The identity of this sub brand will be kept separate from that of Tata motors.
This new brand will start by catering to the ultra luxury segment. The first car to be launched under this brand name
will be a sedan that will be called Aurum.
This sedan will be priced in the segment of 18lacks + and will take on cars such as Honda Accord, Toyota Camry,
Hyundai sonata, Volkswagen Jetta etc. this brand will radiate class and sophistication and exclusivity.

9. Why the change of logos?
Modification of the present logo
- New logo to refresh brand perception
- Proposed future logo for all commercial vehicles
- Colour blue added to add stability, sincerity, integrity in the brand connect
- The two T’s in the logo modified to make them look sleek
- They extend out of the circle to represent ‘taking flight’
- Modifications done on the basis of (unstructured) exploratory research
The proposed logo for the sub brand ‘Aurum’
- Designed in gold (to maintain consistency) with the name ‘Aurum’
- Black represents boldness and class
- Leaves from the old Tata motors logo retained to add to royal feel
- Also to subconsciously connect with the legacy of the Tatas
- The new logo will be seen in all new ‘Aurum’ cars
- Will radiate the feel of luxury and class
- Will add to the proposed aspirational appeal for the cars
- Since it is a logo different from that of commercial vehicles, will
give a new brand identity to the passenger vehicles

10. STAGE III | Final brand architecture
Present
TATA Motors
Commercial and passenger vehicles
By the end of three years
Commercial vehicles
AURUM
(heavy and light)
(new passenger vehicles)
Commercial vehicles only
Commercial vehicles
Existing product lines
like Indica, Indigo,
Safari etc.
Aurum X
After rebranding and
repositioning
Aurum Y
Aurum Z

11. End of presentation
Refer the next slides for annexures

12. Annexure 1 : Questionnaire and responses with respondent profiles to Gauge Brand Value and Image of TATA
Motors as a parent Brand and Sub-Brand
• Gender:
• Males : 15
• Female :15
• Age:
• 20-30 : 10
• 30-40 : 8
• 40-50 : 6
• 50+ : 6
• Occupation: (Members belonging to non-earning category are eliminated at this stage)
• 4. Rate the following car brands according in your order of preference from 1-8
• Maruti Suzuki (6)
• Ford (3)
• Chevrolet (4)
• Hyundai (7)
• Tata (8)
• Volkswagen (2)
• Honda (1)
• Toyota (5)

13. Annexure 1 : (continued)
• Of the following cars in each option, pick the car which you would want to be seen driving:
• Tata nano (9)/ maruti alto (21)
• Tata indica Vista (17) / Maruti alto (13)
• Tata Indica Vista (14) / Hyundai santro (16)
• Tata Indigo manza (8) / Volkswagen Vento (22)
• Tata Indigo Manza (17) / Volkswagen polo (13)
• Tata indigo Manza (16) / Ford Figo (14)
• Tata indigo Manza (14) / Maruti Swift (16)
• Tata Safari Dicor (18) / Mahindra scorpio (12)
• Tata Safari Dicor (10) / Renault Duster (14) (6 did not know about duster)
• Tata Aria (10) / Toyota innova (20)
• 6. What are the major factors on which your decision to buy a particular car varies/may vary:
• Most repeated answers –
• Looks | brand image| fuel efficiency | comfort | affordability
• 7. If affordability, maintenance and running cost were the deciding factors behind your car- purchase-decision, which of the car would you
choose from each pair:
• Tata nano (17) / maruti alto (13)
• Tata indica (15) / Maruti alto (15)
• Tata Indica (14) / Hyundai santro (16)
• Tata Indigo manza (17) / Volkswagen Vento (13)
• Tata Indigo Manza (18) / Volkswagen polo (12)
• Tata indigo Manza (16) / Ford Figo (14)
• Tata indigo Manza (13) / Maruti Swift (17)
• Tata Safari Dicor (19) / Mahindra scorpio (11)
• Tata Safari Dicor (19) / Renault Duster (5) (6 did not know about duster)
• Tata Aria (11) / Toyota innova (19)

14. Annexure 1 : (continued)
• Please describe TATA motors in one sentence.
• Mention three words that come to your mind when you hear “Products from Tata Motors”
• Which particular emotion comes to your mind on mentioning tata motors
• Rate the following characteristics on a scale of 1-5 for tata motors’ cars as per your knowledge
•
•
•
•
•
•
Technical soundness 2.9
Popularity of vehicles amongst your peers 2.36
Style quotient 3.03
Durability of vehicle 3.1
Resale value 2.1
Price competitiveness 3.66
• 12. Will you recommend a tata car to your friends/ family? yes/no
• Yes = 11
• No = 19
• 13. Why?

15. Annexure 2 : SWOT analysis of TML
• BRAND STRENGHTS
•
•
•
•
•
•
•
Highly trusted brand: Reliability, Durability.
Pioneers in Indian automobile technology.
Evolved technical expertise via int’l JVs over the years.
Perceived as a customer oriented brand.
Global presence.
Excellent channel partner network and service.
Renowned research and development team.
• BRAND OPPORTUNITIES
• BRAND WEAKNESSES
•
•
•
•
•
•
Perception of “Economical Cars”.
Limited consumer target base.
Limited variants portfolio in individual passenger vehicle offering
No emotional connect with consumers.
Consumers cars suffering from “taxi” image.
No presence in the luxury segment of passenger cars (despite th
JLR connection)
• BRAND THREATS
• A fast growing industry.
• New car brands from abroad entering the market.
• Wide range of concept cars to choose from.
• Perception of Indian automobiles being inferior to foreign
counterparts.
• Can leverage the JLR and Daewoo connection to enter
luxury segment.
• Localisation of foreign automobiles.
• Rising income of the average Indian consumer.
• Growing opportunities for hybrid and electric cars.