THE POSITIONING DISASTER OF TATA NANO: A CASE STUDY ON TATA NANO
Author’s Name : Ashik Makwana | Prof Nishit Sagotia
Volume 05 Issue 03 Year 2018 ISSN No: 2349-7289 Page no: 6 – 8
The Indian auto industry is one of the largest in the world. The industry accounts for 7.1 per cent of the country’s Gross Domestic Product (GDP). The Two Wheelers segment with 80 per cent market share is the leader of the Indian Automobile market. Tata Motors Limited is a leading global automobile manufacturer of cars utility vehicles buses trucks and defence vehicles. Tata Nano popularly known as people‘s car was launched at such time when India‘s largest car company known for its cost effective products Maruti Suzuki was pondering upon the strategic option of discontinuing the production of the than available cheapest car of Indian Market and it flagship product Maruti Suzuki 800. This case is selected as per following basis: Case is related with marketing Mix, positioning of the product and brand equity, to understand what went wrong with Nano, to understand the concept of Positioning, to understand how marketing mistakes makes a product to failure, to find alternatives for the solutions. Following are the sources of data collection: Articles and review of students and people and Dr. Vivek Bindra’s videos. Following are the assumptions of the case study: the company will continue its product in the market, the collected data is correct. Following are the limitations of case study: this case study focuses on automobile, the implications and strategies could differ for products in other categories, the case study on Nano focuses on marketing and strategy perspective rather than product and Technology. Followings are the various reasons behind the failure of Tata Nano: Nano failed as a Product, Failed in Customer Expectations, Failed to understand demands’ Failed to understand the Targeted Use, Price, Place, Promotion, Inability to manage PR, Initial waiting period.
Nano, Product, Price, Place, Promotion, Customer Perception, Technology