A noble project to mobilise rural India safely, the Tata Nano was a failure. Today we examine the reasons why.
The Tata Group is one of India’s oldest and largest industrial conglomerates. It encompasses a hugely diverse range of manufacturing and service companies, including steel, chemicals, consumer products, home appliances, energy, telecommunications, hotels, finance, investment and, since 1954, motor vehicles. Tata’s first domestically designed and built car was the 1998 Indica, a supermini-sized five-door hatchback that went on to Continue reading “Heroic Failure”
While we await events or at least someone to quack the story, we speculate upon the probabilities surrounding a possible PSA / JLR marriage.
There is a commonly quoted saying which states that if something looks like a duck, walks like a duck and quacks like a duck, there is a strong probability that it is in fact an amphibious biped. Apply this reasoning to the speculation currently swirling around Jaguar Land Rover’s Warwickshire headquarters, and to the untrained eye it does appear that its Gerry McGovern designed outdoor water feature must be teeming with waterfowl. Continue reading “Crying Fowl”
Two impressive Geneva concepts from India’s largest carmaker suggests a growing maturity and ambition. We investigate.
It may surprise you to learn that Tata Motors have been part of the Indian automotive landscape for over 70 years. For most of that time, Ratan Tata’s motor business concentrated on the commercial field, before becoming famous for the Nano, billed as the World’s cheapest car. But they are probably best known for their surprising (and lucrative) 2008 acquisition of what became Jaguar Land Rover.
In its two and a half decades in the passenger car business, Tata have been predominantly a domestic player, but as the Indian car market has grown both in size and relative sophistication, Tata, in conjunction with its design and engineering satellites (not to mention independent partners) in both the UK and Italy, has reshaped its domestic offerings to compete with the big names.
Jaguar Land Rover’s commercial renaissance over the past five years has prompted a deluge of scepticism in some quarters, because on the surface of things at least, its rapid turnaround has stretched belief. When the Ford Motor Company sold the Jaguar and Land Rover brands to Indian industrial giant, Tata Group for £1.2bn in 2008, both businesses were loss makers – Jaguar in characteristically epic fashion. Continue reading “JLR – The Challenges Facing a Challenger Brand”