Online from: 2011
Information: About this Collection
|Title:||Round two: repositioning the Tata Nano|
|Author(s):||Sanjit Sengupta (Professor at San Francisco State University, San Francisco, California, USA), Avadhanam Ramesh (Assistant Professor at the Vignana Jyothi Institute of Management, Hyderabad, India)|
|Citation:||Sanjit Sengupta, Avadhanam Ramesh, "Round two: repositioning the Tata Nano", Emerald Emerging Markets Case Studies Collection, (2011)|
|Keywords:||Bottom of the pyramid, Consumer behaviour, Implementation of marketing programs (marketing-mi, India, Positioning, Target markets|
|Article type:||Case study|
|DOI:||10.1108/20450621111187371 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||The purpose of this case study is to train business students and executives to make long-term strategic decisions. It is not intended to endorse or critique any actions of Tata Motors management Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision making. The author/s may have disguised names; financial and other recognizable information to protect confidentiality.|
Title – Round two: repositioning the Tata Nano.
Subject area – Marketing.
Study level/applicability – Advanced undergraduate students, MBA students, and business executives interested in enhancing their knowledge and skills of consumer behavior analysis, and marketing strategy and execution in a developing country market.
Case overview – Tata Motors Chairman, Ratan Tata, noticed that Indian families with three and four family members often commuted on a two-wheel scooter or motorbike. He had a vision to make a safe family transport for the Indian masses, a four-wheel vehicle made from scooter parts. His engineers took about five years (2003-2008) to develop the product. On January 10, 2008, Tata Motors publicly announced the Nano at the 9th Auto Expo in New Delhi at the target price of Rs 100,0000 ($2,500), unarguably the world's cheapest car. Deliveries of the Nano began in June 2009. The initial target market for the Tata Nano was comprised of individuals and families who relied on a two-wheeler for transport. The value proposition was a safe, affordable, and attractive car. Initial reactions from industry analysts, dealers, and consumers were overwhelmingly positive.In February 2010, Carl-Peter Forster (born in the UK and raised in Germany) was appointed Group CEO of Tata Motors. Monthly sales kept increasing until a high of 9,000 units in July 2010, then there were consistent declines for the next four months to just 509 units in November. In December 2010, ten months after being on the job, Carl-Peter Foster had to turn around the sales performance of Tata Nano.
Expected learning outcomes –
Supplementary materials – Teaching notes.
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