Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 7 pages
Data source: Published sources
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Abstract
In the 1990s, when India was struggling with the implications of liberalisation policy, nobody expected India''s products to go global. Traditionally, the Indian industry was considered a follower of the west owing to its low quality products and a nascent manufacturing industry. This was particularly true for the automobile industry, which was in its initial stages of growth. But when Tata Motors signed an agreement with MG Rover Group of UK in 2002 to export Indica, India''s first indigenous car, it attracted attention of many automakers who could realise the potential that India held. Tata Motors launched Indica in 1998, although the car did not succeed initially, the sales picked up with the re-launch of Indica. The case study gives an outline of the success of Tata Motors'' Indica in the passenger car segment. More specifically, the case offers a scope for discussion on Indica''s remarkable debut in the European market.
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Abstract
In the 1990s, when India was struggling with the implications of liberalisation policy, nobody expected India''s products to go global. Traditionally, the Indian industry was considered a follower of the west owing to its low quality products and a nascent manufacturing industry. This was particularly true for the automobile industry, which was in its initial stages of growth. But when Tata Motors signed an agreement with MG Rover Group of UK in 2002 to export Indica, India''s first indigenous car, it attracted attention of many automakers who could realise the potential that India held. Tata Motors launched Indica in 1998, although the car did not succeed initially, the sales picked up with the re-launch of Indica. The case study gives an outline of the success of Tata Motors'' Indica in the passenger car segment. More specifically, the case offers a scope for discussion on Indica''s remarkable debut in the European market.