Tata Nano: The People's Car

Tata Nano

Sweeping Change

Tata Nano, the new model introduced by Tata motors, which was termed as "the people 's car", was developed with the concept of amazingly cheap car. With a price tag of 1.24 Lacs Rupees, Tata Nano was indeed an affordable middle Income Group family car. It was a dream project took up by Mr. Ratan Tata .The project was started with the concept that it would bring revolution to the masses in an efficient and economic manner.

Achieving the cost objective

Tata has defied the conventional odds and skeptics in the industry through the innovation of the world 's cheapest car. Tata Nano is a marvel of a product yet audaciously economical and mechanically simple. It is a breakthrough in frugal engineering where innovation

Tata Nano is built from scratch and most of the component parts are new and do not share platform with other models in the Tata family. As a result, it is difficult to assess the vehicle 's reliability, durability and parts ' longevity. These factors along with unavailability of the model have made it difficult to estimate the cost of ownership of Tata Nano and the frequency of service trips. The overall cost of parts and services of Tata Nano is likely to be at the range of similarly sized car like Maruti 800. The perception of frequent parts breakdown and shorter service interval due to sub-standard parts and inferior materials on budget cars may not hold true for Tata Nano. Tata Nano 's component parts are developed and manufactured by reputable component manufacturers like Bosch, Rico Auto, Lumax Group, Rane Group, Asahi Glass etc. Moreover, the cost of parts and services is likely to decline as more Tata Nano cars are driven on the

Usually organizational change is provoked by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organization-wide change to evolve to a different level in their lifecycle, e.g., going from a highly reactive, entrepreneurial organization to more stable and planned development. Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire