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.
In the second part of our examination of JLR, we look at Land-Rover’s market stratification, Ford’s powertrain legacy and their less than stellar reliability record.
Land Rover’s confused offering
JLR’s strategy with Land Rover is to stratify the brand into three distinct levels. Land Rover at entry level, Discovery as median level and Range Rover as upper level. However, at the time of writing, this distinction remains insufficiently clear. The newly announced 2015 Discovery Sport is a good example of this – appearing a little too akin to its Range Rover derivative, and suggesting there is work to be done to put some discernible distance between the individual marques. Until a new generation Defender is available, this strategy will continue to confuse customers, with the added problem that JLR have nothing to offer buyers trading from the outgoing Freelander model – unless they are prepared to dig considerably deeper into their pockets. Continue reading “JLR: The Challenges Facing a Challenger Brand – Part 2”
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”