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INTRODUCTION OF COMPETITIVE ANALYSIS

COMPETITIVE ANALYSIS

The competitive analysis is a statement of the business strategy and how it relates

to the competition. The purpose of the competitive analysis is to determine the strengths and

weaknesses of the competitors within your market, strategies that will provide you with a distinct

advantage, the barriers that can be developed in order to prevent competition from entering your

market, and any weaknesses that can be exploited within the product development cycle.

The first step in a competitor analysis is to identify the current and potential

competition. As mentioned in the "Market Strategies" chapter, there are essentially two ways you

can identify competitors. The first is to look at the market from the customer's viewpoint and

group all your competitors by the degree to which they contend for the buyer's dollar. The

second method is to group competitors according to their various competitive strategies so you

understand what motivates them.

Once you have grouped your competitors, you can start to analyze their strategies

and identify the areas where they are most vulnerable. This can be done through an examination

of your competitors' weaknesses and strengths. A competitor's strengths and weaknesses are

usually based on the presence and absence of key assets and skills needed to compete in the

market.

12 Tips for Doing Competitive Analysis

1. Be a customer. Bring a notepad and pencil to competing establishments and ask a lot of

questions. Testing a firm's ability to serve you will reveal much about their business. And

don't just pretend to shop from competitors. Buy something. It's the only way to gain

first-hand experience with the company's products and services.

2. Find out as much as you can about the people who run competing businesses. Where

did they go to school? Where have they worked? How long have they been in the

business? What are their strengths and weaknesses? This information can help you

anticipate your competition's moves. For example, a local, life-long farmer will run an

Indiana seed company very differently than will a young MBA.

3. Buy stock in your competitors. If you're competing against a publicly traded firm,

consider buying a few shares of its stock. That way you'll receive regular updates on the

firm's financial results and business strategies.

4. Talk to your competitors' customers. Why do they buy from your competitors? Is it

because of the quality of the product or service, the price, the location, or the customer

support? What do they dislike about the company? What do they wish that company

would provide? Why don't they buy from you?

5. Use the Internet. Online services such as Dow Jones Interactive allow you to search

through thousands of publications for information about your competitors, especially if

they include large companies. Searches are free, but you'll have to pay a fee for articles

on Dow Jones or for a monthly subscription. You also can learn a great deal about

competing businesses simply by going to their Web sites.

6. Check public filings. As an entrepreneur, you already know that companies must

disclose information to government agencies. Such disclosures are required to undertake

public offerings, receive building permits, register for patents or trademarks and so on.

Many of those filings are public record and contain information about the company's

goals, strategies, and technologies.

7. Get to know local librarians. Many are virtuoso researchers and can save you a great

deal of time and effort. Your library also will have local publications that may have

information on competitors in your area.

8. Attend industry conferences and trade shows. Your competitors' representatives will

be pounding their chests about their firms' products or services. Take advantage of the

opportunity to familiarize yourself with their product offerings and strategies, and how

they sell themselves.

9. Assess the competition's goals. A competitor trying to increase its market share might

lower prices; a firm attempting to increase profits may cut costs; and a business that

wants to accelerate sales growth might kick off a marketing campaign. If you know your

competitors' goals, you'll be better able to anticipate their strategies.

10. Be aware of the potential for new competition. These days, the competitive landscape

can change faster than Net-stock valuations. A national chain may not have entered your

region yet — but what if it does? Likewise, companies that don't currently compete with

yours might shift their focus and pit themselves against your firm.

11. Don't delegate the job of keeping up with competitors. You might appoint someone to

work with you on the task, doing research and the like. But as the entrepreneur, you're in

the best position to appreciate and act upon information about your competitors.

12. Define the competitive landscape broadly. Your competition includes anything that

could draw customers away from your business. For example, movie theaters compete

not only with other cinemas, but also with restaurants, live music venues, theater —l even

cable TV, video rentals, and video games.

Elements of Competitive Analysis

Competitive analysis is the practice of analyzing the competitive environment in

which your business operates (or wishes to operate), including strengths and weaknesses of the

businesses with which you compete, strengths and weaknesses of your own company,

demographics and desires of marketplace customers, strategies that can improve your position in

the marketplace, impediments that prevent you from entering new markets, and barriers that you

can erect to prevent others from eroding your own place in the market.

There are several important elements of competitive analysis, each of which need

to be carefully studied if one hopes to transform competitive analysis activities into business

profitability. Major aspects of competitive analysis include the following:

DEFINING COMPETITORS.

"The first step [in competitive analysis] is to define your universe of competitors,"

wrote Sheiman, definitions and excessively narrow definitions of competition can compromise

the effectiveness of competitive analysis. Some businesses may offer products or services that

largely mirror those offered by your own company, while others may only dispense one or two

products/services that compete with your company's offerings. The business conducting the

competitive analysis has to decide whether latter examples of competition are incidental or

whether they present a potential threat (either now or in the future) to the business's financial

well-being.

OBJECTIVE OF THE STUDY

TATA LPT 3118 is an important product under the Medium & Heavy Comercial

vehicle, line of business .

To study and understand the performance of the product LPT 3118 among other 12 tyre

vechicle in the trichy territory.

To analyse a marketing activity of the product LPT3118 and AL3116,AL2214 activity

are analyse in varience of competitive method.

To study about the satisfaction level of customer margin with reference of TATA

MOTORS and ASHOK LEYLAND.

To study about the opinion of customer about overall performance of TATA MOTORS

and ASHOK LEYLAND.

SCOPE OF THE PROJECT

Trichy territory consists of major areas like Trichy, Karur, Tanjore, Tiruvarur,

Perambalur, Ariyalur, And Pudukottai.

VST Motors limited , is NO 1 dealer for TATA Motors In India is taking care of Sales in

trichy territory.

A brief study on product performance has to be carried out by collecting the data on

various parameters of performance like

fuel Mileage,

tyre mileage,

driver comfortness,

life of the aggregates,

finance availability for the product,

resale market for the product etc through questionnaire.

The purpose of the study is to weigh the level of competition and suggest suitable

strategies to the company in certain areas relevant to the product based on the study made

The sampling group has to be from all over the territory, the data collected to be

analyzed and appropriate recommendations are within the scope

COMPETITIVE ANALYSIS ABOUT THE PRODUCT

This is my topic, its fully based on performance & understand of the product

Calculating data from the existing customers in various performance of product

Competition list has to prepare for the product category

These are the list

Customer list

Mostly this project only based on for & against

But organization requirement from customer sides is “AGAINST”

Driver comfort ability about the product status;

“Customer satisfaction”

Finally analyzing report whether which is best and what have to improve for the TATA

Motors organization

RESEARCH METHODOLOGY

Research Methodology:

Research methodology is a way to systematically solve the research problem.

It may be understood as a science of studying how research is done scientifically. Thus it is

the various steps that are generally adopted by a researcher is studying his research problem

with the logic behind them. It has many dimensions and methods which constitute apart of

research & widens the scope of the research

Research design:

Research design is important primarily because of the increased complexity in

the market as well as marketing approaches available to the researchers. In fact, it is the key

to the evolution of successful marketing strategies and programmers. It is an important tool

to study buyer’s behaviour, consumption pattern, brand loyalty, and focus market changes.

A research design specifies the methods and procedures for conducting a

particular study. According to Kerlinger, “Research Design is a plan, conceptual structure,

and strategy of investigation conceived as to obtain answers to research questions and to

control variance.

TYPES OF RESEARCH :

Descriptive research:

Research that uses a set of scientific methods and procedures to collect raw

data and create data structures that describe the existing characteristics [eg: attitudes,

intentions, preferences, purchase behaviors, evaluations of current marketing mix strategies]

of a defined target population or market structure.

Questions and deciding the types of data to be collected and the procedure to be

used in this purpose. Descriptive studies can be divided into two broad categories: Cross

Sectional and Longitudinal Sectional. A cross sectional study is concerned with a sample of

elements from a given population. Thus, it may deal with household, dealers, retail stores, or

other entities.

Data on a number of characteristics from sample elements are collected and

analyzed. Cross sectional studies are of two types: Field study and Survey. Although the

distinction between them is not clear- cut, there are some practical differences, which need

different techniques and skills. Field studies are ex-post-factor scientific inquiries that aim at

finding the relations and interrelations among variables in a real setting

Such studies are done in live situations like communities, schools, factories, and

organizations Another type of cross sectional study is survey result, which has been taken by

me. A major strength of survey research is its wide scope. Detail information can be obtained

from a sample of large population .Besides; it is economical as more information can be

collected per unit of cost. In addition, it is obvious that a sample survey needs less time than

a census inquiry.

Descriptive research includes survey and fact finding enquiries of different

kinds of the major purpose. Descriptive research is description of the state of affairs, as it

exists at present. The main characteristic of this method is that the researcher has no control

over the variables; he can only report what has happened or what is happening. The methods

of research utilized in descriptive research are survey methods of all kinds including

comparative and co relational methods. The reason for using such needs to be flexile in its

approach, but a descriptive study in contrast tends to be rigid and its approach cannot be

changed ever now and then

DATA COLLECTION AND SOURSES:

SOURCES OF DATA:

Both primary and secondary data are used for this study. Primary data was

collected with the opinions and perception of the respondents.

Prismary data

Secondary data

Primary data:

Here the primary data collected from retailers with appropriate questionnaire method .

questionnaire through contact and phone calls.

Secondry data:

The secondary data that have already collected and published are referred through the

company sales guide and web sites.

RESEARCH PLAN:

Data source: primary & secondary

Research approach: survey

Research instrument: questionnaire

DETERMINATION OF THE SAMPLE PLAN AND SAMPLE SIZE:

A Specified group of people or objects for which questions can be asked or

observations made to develop required data structures and information’s.

SAMPLE:

A randomly selected sub group of people or objects from over all membership pool of a

defined target population.

Here the sample size is 80

AREA OF STUDY:

The data collected from the following areas in and around trichy,tiruarur, tanjore,

karur.

SAMPLING UNITS:

The sampling unit consists of the 80respondents in the district of

Trichy,tiruarur,tanjore,karur..

SAMPLING METHOD:

The type of sampling conducted is Random sampling based on the convenience.

SAMPLING SIZE:

The sampling size of one hundred respondents was decided taking into account the area of

coverage and time available for the study.

Data analysis and interpretation

1.Questionnaires

Statistical tools:

Chi square method

Percentage method

LIMITATION OF THE STUDY:

The survey was limitied to trichy, tiruarur, tanjore, karur district only.

The study covers only to variants of competing brands that includes TATA MOTORS

and ASHOK LEYLAND.

The respondents were less interested in answering the questionnaire ,as they felt that it

was an interruption to their regular work.

The number of respondents was limited to 100 only.

Some of the respondents are not open in giving their opinions.this is normal in any field

study.

The study is confined to Trichy, Tiraruar, Tanjore, Karur only. The study is based upon

the customer’s response.

The accuracy of the results of the study rests on the assumptions that the responses of the

respondents are true and correct.

LITERATURE REVIEW:

COMPANY PROFILE:

Tata Motors Ltd. (NSE: TATAMOTORS BSE: 500570, NYSE: TTM) 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 a

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 a midsized player on the world market with 0.81% market share 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 commercialvehicles 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 car in the world.

Established in 1945, when the company began manufacturing locomotives, the

company manufactured its first commercial vehicle in 1954 in a 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.

History:

Tata Motors launches its first truck in collaboration with Mercedes-Benz

Tata Motors is a part of the Tata Group manages its share-holding through

Tata Sons. The company was established in 1935 as a locomotive manufacturing unit and later

expanded its operations to commercial vehicle sector in 1954 after forming a joint venture with

Daimler-Benz AG of Germany. Despite the success of its commercial vehicles, Tata realized his

company had to diversify and he began to look at other products. Based on consumer demand, he

decided that building a small car would be the most practical new venture. So in 1998 it launched

Tata Indica, India's first fully indigenous passenger car. Designed to be inexpensive and simple

to build and maintain, the Indica became a hit in the Indian market. It was also exported to

Europe, especially the UK and Italy. In 2004 it acquired Tata Daewoo Commercial Vehicle, and

in late 2005 it acquired 21% of Aragonese Hispano Carrocera giving it controlling rights of the

company. It has formed a Joint Venture with Marcopolo of Brazil, and introduced low-floor

buses in the Indian Market. Recently, it has acquired British Jaguar Land Rover (JLR), which

includes the Daimler and Lanchester brand names.

TATA BRANDS:

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 .

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.

Hispano Carrocera:

In 2005, sensing an opportunity in the fully-built bus segment, Tata Motors acquired a 21%

controlling 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.

Jaguar Cars and Land Rover:

After the acquisition of the British Jaguar Land Rover (JLR) business, which also includes the

Daimler, Lanchester and Rover brands, Tata Motors became a major player in the international

automobile market. On 27 March 2008, Tata Motors reached an agreement with Ford to purchase

their Jaguar Land Rover operations for US$2 billion. The sale was completed on 2 June 2008.

In addition to the brands, Tata Motors has also gained access to two design centres and two

plants in UK. The key acquisition would be of the intellectual property rights related to the

technologies.

Tata nano:

In January 2008, Tata Motors launched Tata Nano, the least expensive production car in the

world at about Rs. 1,00,000 (US $2,500). The city car was unveiled during the Auto Expo 2008

exhibition in Pragati Maidan, New Delhi.

Tata has faced controversy over developing the Nano as some environmentalists are concerned

that the launch of such a low-priced car could lead to mass motorization in India with adverse

effects on pollution and global warming. Tata has set up a factory in Sanand, Gujarat and the

first Nanos are to roll out summer 2009.

Tata Nano Europa has been developed for sale in developed economies and is to hit markets in

2010 while the normal Nano should hit markets in South Africa, Kenya and countries in Asia

and Africa by late 2009. A battery version is also planned.

Tata Ace:

Tata Ace was India's first mini truck

Tata Ace, India's first indigenously developed sub-one ton mini-truck, was launched in May

2005. The mini-truck was a huge success in India with auto-analysts claiming that Ace had

changed the dynamics of the light commercial vehicle (LCV) market in the country by creating a

new market segment termed the small commercial vehicle (SCV) segment. Ace rapidly emerged

as the first choice for transporters and single truck ownsers for city and rural transport. By

October 2005, LCV sales of Tata Motors had grown by 36.6 percent to 28,537 units due to the

rising demand for Ace. The Ace was built with a load body produced by Autoline Industries. By

2005, Autoline was producing 300 load bodies per day for Tata Motors. Ace is still one of the

number maker for TML, TML sold the 2,000,000th Ace in August 2008, within 4 years since its

introduction.

Tata Ace has also been exported to several European, South American and African countries.

Electric-versions of Tata Ace are sold through Chrysler's Global Electric Motorcars division.

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)

Tata 1610/1616 (Heavy bus)

Tata 1613/1615 (Medium truck)

Tata 2515/2516 (Medium truck)

Tata Starbus (Medium Bus)

Tata Globus (Low Floor Bus)

Tata Marcopolo Bus (Low Floor Bus)

Tata 3015 (Heavy truck)

Tata 3118 (Heavy truck) (8X2)

Tata 3516 (Heavy truck)

Tata 4018 (Heavy truck)

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

Tata Novus(Heavy truck designed by Tata Daewoo)

MANAGEMENT

Board of Directors:

Mr. Ratan N Tata (Chaiman)

Mr. N. A. Soonawala

Dr. J.J. Irani

Mr. V.R. Mehta

Mr. Nusli N Wadia

Mr. S. M Palia

Dr. R. A. Mashelkar

Mr. Ravi Kant

Mr. P. M. Telang

SENIOR MANAGEMENT

Mr. Ravi Kant : Executive Director

Mr. P. M Telang : Executive Director

Mr. Rajive Dube : President (Passenger Cars)

Mr. C Ramkrishnan : Chief Financial Officer

Mr. P.Y. Gurv : Vice President (Corporate Finance- Accounts and Taxation)

Dr. S. J. Tambe : Vice President (Human Resource)

Mr. Zackria Sait : Vice President (Technical Services)

Mr. A. M Mankad : Head (Car Plant)

Mr. S. B. Borwankar : Head (Jamshedpur Plant)

Mr. S. Krishnan : Vice President (Commercial-PCBU)

Mr. Ravi Pisharody : Vice President (Sales & Marketing)

Mr. H. K. Sethna : Company Secretary

SWOT – Strengths, Weaknesses, Opportunities, Threat

STRENGTHS:

The internationalization 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.

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.

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

globalizes 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 Ford, Honda and Toyota. In fact the entire

Indian market has become a target for other global competitors including Mahindra and

Mahindra, Maruti Udyog, 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.

COMPETITOR PROFILE

ASHOK LEYLAND COMPANY PROFILE

HISTORY

The origin of Ashok Leyland can be traced to the urge for self-reliance, felt by

independent India. Pandit Jawaharlal Nehru, India's first Prime Minister persuaded Mr.

Raghunandan Saran, an industrialist, to enter automotive manufacture. In 1948, Ashok Motors

was set up in what was then Madras, for the assembly of Austin Cars. The Company's destiny

and name changed soon with equity participation by British Leyland and Ashok Leyland

commenced manufacture of commercial vehicles in 1955.

Since then Ashok Leyland has been a major presence in India's commercial vehicle industry with

a tradition of technological leadership, achieved through tie-ups with international technology

leaders and through vigorous in-house R&D.

Access to international technology enabled the Company to set a tradition to be

first with technology. Be it full air brakes, power steering or rear engine busses, Ashok Leyland

pioneered all these concepts. Responding to the operating conditions and practices in the

country, the Company made its vehicles strong, over-engineering them with extra metallic

muscles. "Designing durable products that make economic sense to the consumer, using

appropriate technology", became the design philosophy of the Company, which in turn has

moulded consumer attitudes and the brand personality.

Ashok Leyland vehicles have built a reputation for reliability and ruggedness.

The 5,00,000 vehicles we have put on the roads have considerably eased the additional pressure

placed on road transportation in independent India.

In the populous Indian metros, four out of the five State Transport Undertaking

(STU) buses come from Ashok Leyland. Some of them like the double-decker and vestibule

buses are unique models from Ashok Leyland, tailor-made for high-density routes.

In 1987, the overseas holding by Land Rover Leyland International Holdings

Limited (LRLIH) was taken over by a joint venture between the Hinduja Group, the Non-

Resident Indian transnational group and IVECO. (Since July 2006, the Hinduja Group is 100%

holder of LRLIH).

The blueprint prepared for the future reflected the global ambitions of the

company, captured in four words: Global Standards, Global Markets. This was at a time when

liberalisation and globalisation were not yet in the air. Ashok Leyland embarked on a major

product and process upgradation to match world-class standards of technology.

In the journey towards global standards of quality, Ashok Leyland reached a

major milestone in 1993 when it became the first in India's automobile history to win the ISO

9002 certification. The more comprehensive ISO 9001 certification came in 1994, QS 9000 in

1998 and ISO 14001 certification for all vehicle manufacturing units in 2002. It has also become

the first Indian auto company to receive the latest ISO/TS 16949 Corporate Certification

(in July 2006) which is specific to the auto industry.

MANUFACTURING PLANT

Ashok Leyland has seven manufacturing plants - the mother plant at Ennore near

Chennai, three plants at Hosur (called Hosur I and Hosur II, along with a Press shop), the

assembly plants at Alwar, Bhandara and state-of-the-art facility at Pantnagar. The total covered

space at these seven plants exceeds 650,000 sq m and together employ over 11,500 personnel.

Set over 190 scenic acres, the Pantnagar plant of Ashok Leyland is also its largest and

one of the most integrated manufacturing facilities in Indian commercial vehicle industry. On

200,000 sq.ms of built up area, it houses best in class industrial architecture combined with the

latest manufacturing technologies that is also ecology sensitive as reflected in the selection of

machinery and processes. Highly energy efficient, the plant is designed to be remarkably

operator friendly. The shop floors receive the maximum natural light and ventilation while the

insulated high roof reduces the inside temperature by up to 8oC in the summer months.

Designed on lean manufacture principles, process control for high quality of output

and flexibility to manage variety with quick changeovers are built into the machine and process

selection. The factory boasts of latest generation equipment sourced from global leaders in

Japan, USA, Europe and India.

The facilities have been so designed as to accommodate further expansion in terms of

capacity and future models. At full capacity utilization, 75,000 vehicles will roll out of the

Pantnagar plant.

Major milestones in India's commercial vehicle industry

Courtesy Ashok Ley

PRODUCT PROFILE:

Tata Motors to launch 30 new CV models Mumbai, Dec. 21 Tata Motors said it will

launch 30 new models in the commercial vehicle segment in the current financial year. “Any

company introducing these many vehicles in a year is quite unheard of. We expect, in CV

segment, 60 per cent of our sales in the next financial year to come from these new vehicles,”

said Mr R. Ramakrishnan, Head of Sales and Marketing, Medium & Heavy Trucks.

Tata launched seven medium and heavy trucks in Pune on Thursday. The company

will launch four more in the financial year 2008. The new vehicles include a 49-tonne tractor

trailer, a 49-tonne Novus tractor and a 31-tonne truck with lift-axle. All vehicles comply with the

BS II emission norms. The new 49-tonne tractor on Novus platform comes with an AC cabin,

radial tyres and a power capacity of 295.8 HP and is priced Rs 33 lakh.

The Rs15.5 lakh Tata LPT 3118 TC truck is fitted with an automatic load sensing

lift axle, which is first of its kind in the Indian truck industry, according to the company

authorities. Fully built tippers with 20 cubic meters body were also launched.

“Given the high GDP growth rate and booming construction sector, the Indian CV

market is far from maturation. With the value-added products in the CV segment which offer

comfort and safety on par with passenger cars we reiterate our leadership position,” said Mr P.M.

Telang, Executive Director of Tata Motors Comercial Vehicle Business Unit.

About the overseas sales of the Tata trucks, Mr Telang said, “We are selling in a

big way in the Middle East and South Africa. We see great opportunity in Russia and the entire

Eastern Europe. In case China opens up, we will have market there as well.”

Senior executives of Tata Motors expressed confidence about the resurgence of

the truck market which has been facing a slump in the recent period. “The good GDP rate, rising

Sensex and the good performance of the overall economy give positive signals. The interest rates

are most likely to come down. The improving infrastructure will particularly benefit the trucks

with the dual advantage of more business as well as smooth ride,” said Mr Ramakrishnan. Of

the 30 new vehicles to be launched, 11 are in the heavy and medium trucks. In a bid to maintain

its 70 percent share in the domestic truck market, which has become highly competitive

following the entrance of international players, Tata is introducing new truck variants with value

additions. Tata Motors is understood to be launching four new commercial vehicles at the Auto

Expo.

Announcements | New Products & Services | HCV/LCV

The Tata LPT 3118 TC 8x2 BS II Truck is India’s first 8 X 2 Multi Axle truck with

‘Lift Axle’. It is fitted with Automatic Load Sensing Value for optimum Lift Axle function. The

Gross Vehicle Weight (GVW) is 31,000 kgs, thus offering more payload, minimum operating

cost and in turn more earnings for the customer. It delivers a maximum power of 177HP@ 2500

rpm and torque of 650 Nm@1500 rpm and gradeability of 21%. It has a max gear speed of

79.1kmph, an overall length of 9290 mm (for cab) and a ground clearance of 248 mm. It has 3

variants - cowl, cab chassis and cab load body. Ideal vehicle for cement, containers, tankers,

petrochemicals, fertilizers, food grain, timber and general cargo.

Major mil

COMPETITOR PRODUCT PROFILE:

Ashok Leyland has launched the 3116 multi-axle vehicle (MAV) with 8x2

configuration, developed for high fuel efficiency.

Speaking on the occasion, Mr. Vinod K. Dasari, Director & Chief Operating Officer,

Ashok Leyland, explained that the 3116 is being launched to complement the successful 3121

8x2 MAV from the company, which has earned market preference for arduous applications on

flat terrains. Market feedback also showed the need for a similar vehicle with even lower

operating costs, especially in one way load applications.

“Customers are seeking to improve operational profits by plying higher capacity

vehicles that maximize the load. Therefore, within the MAV segment, there is a perceptible shift

in favour of the 31T GVW vehicles, constituting 14% of the MAV demand in the first quarter of

the current fiscal. We believe that we will grow only if we improve our customers’ profitability.

One way to do this is to customize products to their specific needs. And that is why we moved

quickly to offer a complementary product in the 31T range”, he said.

The 3116 derives the fuel efficiency advantage from an H series 6ETI-2K engine

with optimised power, and a matching driveline. Customers stand to benefit from the inline fuel

injection pump, which provides for low maintenance costs as well as excellent mileage. This

vehicle is unique, as such an engine with inline pump is not available anywhere in the world. The

suspension has been re-engineered for longer life and better vehicle stability, in response to

market needs.

Giving an insight into the segmental shifts, Mr. Dasari explained that the MAV

segment, pioneered by Ashok Leyland, has grown to become the largest segment accounting for

over 60 per cent of the medium and heavy duty goods volume. Ashok Leyland has nearly 100

variants in its MAV range.

Andhra Pradesh, being one of the largest markets for MAVs, was the natural

choice for the national launch of the new vehicle. In the State, 8x2 vehicles already constitute 17

per cent of the MAV volume. The 3116 is tailor-made for cement and general goods movement

that dominate the State’s transportation sector.

Speaking on the occasion, Mr. Rajiv Sanghvi, Executive Director, Automotive

Manufacturer’s Pvt Ltd. (AMPL), the long-standing dealer partner in Andhra Pradesh,

Maharashtra and Gujarat, said that Ashok Leyland has been the leader in the medium and heavy

duty commercial vehicle market in the State. The dealership has been investing in quality service

network for enhanced customer satisfaction, with a network spanning 45 locations in the State.

Mobile service vans, 24-hour helpline and exclusive accident care cells are some of the customer

support initiatives.Ashok Leyland has launched the 3116 multi-axle vehicle (MAV) with 8x2

configuration, developed for high fuel efficiency.

AL3116 12 TRUCK

AL2214 10 TYRE TRUCK

Advantages of LPT 3118 as against competition:

Our vehicle is self steerable lift axle whereas competition has twin steerable front axle.

Advantage:- Front wheel Alignment check up is not required for our vehicle whereas it is

compulsory for competition vehicle. Incase they do not check the alignment at

recommended intervals; it will lead to premature failure of tyres. More over wheel

alignment for Trucks is generally available only in major cities.

Because of twin steerable axles, linkages will be more in competition as against TATA.

Since the lift axle is located just in front of live rear axle, load distribution is uniform.

(Load is being taken by all 12 wheels-Hence less wear & tear)

In competition, the additional axle is located at the front. Hence load is still being taken

by only 2 rear axles. Hence more wear & tyre. And also load distribution is not uniform.

Being a lift Axle, in the event of empty return, only 10 tyres will be on road. Hence

mileage (both Tyre mileage & diesel KMPL) is similar to normal multi axle truck. where

as in competition all 12 tyres will be on road irrespective of load condition. Hence

lesser tyre life and more diesel consumption in the competitor vehicle

THIS PRESENTATION COVERS 6 TOPICS IN BRIEF

LIFT AXLE DEFINITION AND CLASSIFICATION

LIFTAXLE TYPE AND PARTS USED

LIFT AXLE FUNCTIONALITY & ADVANTAGES

BREIF TECHNICAL SPECIFICATION

DESIGN MODIFICATIONS AND BENEFITS

NEW LAUNCHES COMPARISON

DOS & DON’TS FOR DRIVER/ OPERATOR

LIFT AXLE

MEANING

An axle capable of lifting/lowering is known as Lift axle.

Lift axles are many times referred as “Loadable/Retractable” axles.

Lifting or lowering of the axle is achieved through pneumatic circuit with an

Automatic/manual control available with driver.

CLASSIFICATION

Based on Position on Vehicle

o Pusher Lift Axle

o Tag Lift Axle

Based on Design

o Self Steered Lift Axle

o Non Steered Lift Axle

PUSHER LIFT AXLE

When the Lift Axle is mounted ahead of rear axle, it is referred as Pusher Axle

TAG LIFT AXLE

When the Lift Axle is mounted behind the rear axle, it is referred as Tag axle.

SELF STEERED LIFT AXLE

Self Steered axles are capable of tracking front axle/steered axle path by use of

Installed positive castor of the axle and side thrust resulting due to friction at

interface of tire and ground. This type of design is generally preferred for Pusher

position of lift axle.

NON STEERED LIFT AXLE

Non steered axles are same as dead axles having capability of lifting/lowering.

Particularly this type of design is more suitable for tag position of lift axle.

Advantages of Lift-Axle:

Legal Increment in GVW (6 tons)

Better payload carrying capacityi.e. Payload= 31000 - 7220(Cowl weight) - 2000 (Cab&

Body weight)Payload= 21780 kg

LIFT-AXLE for better fuel consumption when payload is not to it full capacity

No tyre wear and friction when LIFT-AXLE tyres are not in contact with road surface.

Automatic lifting and lowering depending on the load.

The lift axle position gives the best advantage in loading the axle to 6 tons which is

difficult in case of other design.

TATA LPT 3118 TC BSII

• Engine 180 hp @ 2500 RPM Cummins

• Torque 650Nm @ 1500-1700 RPM

• GVW 31000 kg

• Fuel Tank 400 ltr

• Front Axle weight 12000 kg (Front + Lift Axle)

Rear Axle 19000 kg

• Gear Box G 750

• Max Speed 77 kmph

• Battery 2X12 V, 150 Ah

Unladen weight 7220 for Bare Chassis with Cowl