“SIGNIFICANCE OF BRAND: JAGUAR”

A PROJECT REPORT
ON
“SIGNIFICANCE OF BRAND:
JAGUAR”
PREPARED BY:
JITENDRA RAMESH SANGLE
PROJECT GUIDE:
PROF. RAJEEV DEO
BRIHAN MAHARASHTRA COLLEGE OF
COMMERCE, PUNE- 04
(A PROJECT REPORT SUBMITTED IN PARTIAL
FULFILLMENT OF THE REQUIREMENT OF BACHELOR
OF BUSINESS ADMINISTRATION DEGREE COURSE BY
UNIVERSITY OF PUNE)

TABLE OF CONTENTS
 ACKNOWLEDGEMENT
 DECLARATION
 THEORETICAL BACKGROUND OF THE TOPIC
 OBJECTIVES OF THE REPORT
 SCOPE OF THE REPORT
 COMPANY PROFILE:
o HISTORY
o TATA MOTOR ACQUISITION OF JAGUAR AND LAND ROVER
o TATA MOTORS LAUNCHES JAGUAR, LAND ROVER BRANDS IN
INDIA
o TRADITIONAL RIVALARY: JAGUAR VS BMW
 PRODUCT PORTFOLIO
 JAGUAR AND LAND ROVER ADD BRAND VALUE TO TATA MOTORS
 PROJECT DESIGN:
o RESEARCH METHODOLOGY
o RESEARCH DESIGN
o RESEARCH PROCESS
o EXPLORATORY RESEARCH
o PRIMARY DATA
o SECONDARY DATA
o DATA COLLECTION
o DETERMINING THE SAMPLE PLAN AND SAMPLE SIZE
o INTERVIEW SCHEDULE
 ANALYSIS OF THE DATA & FINDINGS:
o DECLINE IN BRAND “JAGUAR”
 CONCLUSIONS AND RECOMMENDATIONS:
o NEW STRATEGY FOR JAGUAR
 LIMITATIONS OF THE PROJECT
 BIBLIOGRAPHY

ACKNOWLEGEMENT
This research is itself is an acknowledgement to the inspiration, drive, assistance contributed to
it by many individuals. This research work would have never been completed without the
guidance and assistance that I received from time to time during the whole research process.
It is my great pleasure to place a record of sincere thanks and gratitude to Ms. Bharti
Upadhye, Coordinator, Bachelors of Business Administration, Brihan Maharashtra College
of Commerce.
I express my sincere gratitude and ineptness to my Internal Project Guide & Professor
for Marketing Specialisation Prof. RAJEEV DEO, BMCC; for his constant
encouragement, keen interest and support and also giving me an opportunity to
enhance my skill in the field of my project.
And lastly, I am thankful to God for making everything possible.
JITENDRA SANGLE

DECLARATION
I the undersigned, Jitendra Ramesh Sangle, am a student of Brihan Maharashtra
College of Commerce pursuing the third year of the degree course of Bachelors of
Business Administration under University of Pune; hereby declare that the project
report submitted is correct and original as per my knowledge and is not reproduced or
copied from any source. I hereby also declare that this project work is not submitted to
any other college/university.
JITENDRA SANGLE

BRIHAN MAHARASHTRA COLLEGE OF COMMERCE
PUNE
SUBMITTEd By: JITENdRA RAMESH SANGLE
TyBBA SEMESTER VI
dIV: B
ROLL NO: 65

THEORETICAL
BACKGROUNd OF THE TOPIC

THEORETICAL BACKGROUND OF THE TOPIC
BRAND MANAGEMENT
Defining a brand is not something that is generally left to chance. A brand is a construct
and not a living and breathing organism, as some would have us believe, and as much of the
language employed in branding, including some of the terminology suggests. Brands are
created, stimulated and applied by people working in organizations seeking to create worthwhile
experiences for their customers that will induce behaviour beneficial to the organization. This
calls for some careful preparations and planning. The various stages of the strategic planning
cycle are:
The Business Strategy
The strategic planning for a brand starts with an understanding of an organization’s
business strategy. Strategizing for business is not something that is exclusive to the business
world. Not-for-profit organizations also have a need for this type of activity, particularly those
that are dependent on donations from the general public. The business strategy is aimed at
achieving particular consumer behaviour. Only if consumers actually purchase, use goods (more
often), pay a higher price or donate (more) will the objectives of a business strategy be met.
These objectives may include a larger market share, increased returns, higher margins and
increased shareholder value. Brands are designed to persuade consumers to exhibit
The strategic planning cycle the behaviour that will make these objectives come true for
the organization. Thus, the influence of business strategy upon brand strategy is direct and
compelling.
The Brand Expression
It is the task of brand management to translate the business strategy into a brand
expression. Most brand managers usually consider this to be ‘the brand’ without fully realizing
the influences on the brand as it winds its way towards the consumer. However, the brand
expression does contain the materials with which brand managers are able to shape their brand.
It is imperative to obtain a good understanding of one’s ammunition, so to speak, to determine
what kind of battles can be fought with the brand.
This means getting a complete view of all the elements of the brand expression, then
choosing which to use and emphasize in the brand’s manifestations. It is important to realize

that these manifestations do not consist merely of advertising and promotions, but that they
encompass the full experience that consumers have of the brand.
Marketing
The marketing mix in its turn aims to translate the brand expression into actual products
or services, with a specific price, to be sold at specific outlets, to be promoted through specific
communications activities and channels, and to be supported by a specific service. The influence
of the marketing policy is indirect, in that the correct translation of the brand into the marketing
mix determines whether consumers are provided with the correct experience of the brand. The
marketing implementation consists of the actual production and delivery of the products and
services, their accompanying messages to consumers, and the actual product or service
experience. The implementation eventually determines whether consumers experience what the
brand strategy sets out to provide. The marketing implementation may make or break a brand at
the moment that is of most importance to consumers: for instance when they actually experience
the brand through advertising, promotions, purchase, usage, and after-sales service.
It Does Not End There
Having translated the business strategy into the brand expression, which in turn has
guided marketing activities, brand management would seem to have done its job. Managers
could be forgiven for leaning back and waiting for well-deserved acclaim to erupt. However, all
the hard work put into devising and executing the brand may still flounder on the perception of
the brand among consumers. Much of the central argument focuses on how brand perception is
influenced not only by the policies and actions of the organization, but also by the lenses
through which consumers observe these activities. Understanding which lenses affect the
consumer perception of a particular type of brand helps brand management to determine the
brand’s potential among consumers in a particular market.
The subsequent brand recognition is far more than simple awareness of the brand. It is
rather the way in which consumers discriminate (or not as the situation may be) between the
brand and competitive brands. In addition, it consists of how consumers see the relationships
between the brand and other brands. Other brands may be part of the same organization (such as
a master brand or extension brand), but can also be brands that are related through partnership,
endorsement, co-branding or as a branded element. These forms of brand recognition are also
considered by consumers through particular lenses that need careful consideration.
Finally, the brand must be appreciated by consumers to such an extent that they happily
part with their money and are satisfied in the process. If this is the case, such behaviour will
generally fulfill the business strategy. However, in most cases, the organization’s management

will likely see the results as the basis to reassess the assumptions, policies and activities to try to
improve performance in one way or another. This starts off a new cycle of planning.
OBJECTIVES OF THE
REPORT

OBJECTIVES OF THE REPORT
Marketing Practice Successful Brand Repositioning
Aspirational vs. Achievable Strategies
Overview
Many marketers are rethinking
their brand’s positioning because
competitive pressures, new
channels, and changing customer
needs have eroded their brands’
positions of strength. However,
increased marketing expenditures
to reposition brands often fail to
produce any improvements in
either overall image or market
share. Our experience has shown
that companies should focus on
achievable rather than aspirational
positioning, and that three steps
can help ensure success:
1. Ensure relevance to a customer’s frame of reference.

• Be fully aware of the brand’s “frame of reference” so that a repositioning strategy will
resonate with customers.
• Look at a combination of customers’ attitudes and the situations in which the brand is
used to obtain the most powerful customer insights.
2. Secure the customer’s “permission” for the positioning.
• Recognize that permission amounts to a reasonable and logical extension of the brand in
the customer’s eyes.
• Leverage a brand’s unique emotional beneﬁts to carry customers from their current
brand perception to the intended one.
3. Deliver on the brand’s new promise.
• Identify the pathway of performance “signals” that will convince customers of the new
brand positioning.
• Develop product/service programs to ensure consistent performance on these signals.
• Track and assess performance against customer signals prior to launching the new
positioning.
• Adopt an “interim positioning” to establish brand credibility and performance.
An array of factors is requiring marketers today to rethink their brand positioning. Changing
customer needs are often eroding the brand’s established position. At the same time, increasing
competitive pressures created by new entrants and product innovations, and the proliferation of
new channels and promotional campaigns, are driving marketers back to the drawing board.
Many CEOs and CMOs, however, ﬁnd themselves displeased with the results of their
repositioning efforts. Increased marketing expenditures devoted to repositioning brands in the
minds of consumers often fail to produce any improvements in either overall image or market
share.
Why do these well-intentioned efforts turn into marketing failures? While there are many
causes, companies often fail to focus on achievable brand positioning rather than aspirational
brand positioning. Too often, their efforts target an ambitious goal that outstrips the actual
ability of the brand to deliver on what it has promised to customers. Or the goal is too far from
customers’ current brand perception to be a realistic brand objective. For example:

• In the late 1980s Oldsmobile wanted to revitalize its brand and gear it to a younger
audience. Thus marketers at General Motors launched a creative campaign around the
tagline, “Not your father’s Oldsmobile,” highlighting the car’s improved styling and new
features. But for many younger consumers, this was too much of a stretch for the brand.
The product modifications did not go far enough to meet the needs and expectations of
the new customer set they were targeting. As a result, Oldsmobile recognized the need to
shift its campaign. Eventually, GM closed its Oldsmobile division.
• More recently, United Airlines’ Rising campaign attempted to position the brand as the
most passenger-centric airline, with a clear understanding of customer problems and the
solutions needed to fix them. The campaign had the effect of raising expectations, which
were quickly deflated; however, by the brand’s inability to deliver against the promises
made as part of its bold new positioning platform. Consequently, United was forced to
change its central brand message – no longer emphasizing Rising.
• Many high-tech businesses have recently repositioned themselves as e-business brands.
However, little effort was made by these brands to clearly differentiate themselves from
one another, despite the millions of dollars spent on elaborate marketing programs. The
net effect, according to our research, has been to sow confusion in the minds of
customers, rather than to forge strong brand identities.
These examples – and most marketers can cite many others – underscore the imperative to
pursue a brand positioning that is eminently achievable, not just attractive. Based on our
experience, three steps can help ensure that they make this distinction: 1) ensuring relevance to a
customer’s frame of reference; 2) securing the customer’s “permission” for the positioning; and
3) making sure that the brand delivers on its promise.
Be Relevant to the Customer’s Frame of Reference
When repositioning a brand, it’s essential for marketers to capture not just the emotional and
physical needs of the customer, but the dynamics of the situation in which those needs occur.
We refer to this as the customer’s “frame of reference.” For example, while isotonic beverages
like Gatorade and PowerAde are thirst-quenching drinks, consumers tend to think of them in the
broader context of sports, exercise, and physical activity. Importantly, the frame of reference
sets the parameters for customers’ consideration set –the brands they will choose from.
Indeed, most customers have a very specific definition of what the brand is and what it can be
relative to their frame of reference. Repositioning a brand too far from this frame of reference
creates customer confusion that makes a positioning unsuccessful.

Attempting to reposition Gatorade, for example, within a social, lighthearted context would
probably be stretching the brand too far from the current sports/physical activity frame of
reference. Similarly, a communications company known for data services for business
customers would likely be positioning the brand too far outside of the customer’s frame of
reference if it suddenly tried to launch a “friends-and-family” calling plan.
Being fully aware of the frame of reference for a brand can help ensure that its repositioning
strategy will resonate with customers. But the frame of reference is usually a combination of
both customers’ attitudes and the situations in which the brand is used. As a result, we typically
ﬁnd the most powerful customer insights and segmentation come from looking at a combination
of these factors (see Table 1).

• In some categories, customers’ broader attitudes are the dominant factor. How customers
think about pet-related brands, for example, can be seen in the context of how they treat
their own pets – whether they view them as family members, best friends/companions, or
in a less personal way. If customers view pets as family members, the optimal message
for the brand will appeal to such human qualities as nurturing and pampering. This
“family member” orientation or frame of reference may help support a brand extension
to a full range of pet services, such as grooming and accessories.
• Other customer needs are not as consistent, but better understood within the context of
specific situations or sub-categories. In the field of airline travel, for example, the
customer’s frame of reference may be a function of the type of trip they are taking. The
customer who is used to traveling within the U.S. in cramped coach-class conditions, for
example, will have a much different set of needs and expectations than the traveler who
is used to flying to international destinations with all the comforts of first-class service.
• As a result, in most instances the frame of reference is built upon a combination of both
of the above attitudinal and situational forces. For example, while consumers may
generally have a health-conscious attitude about the foods they eat, on certain “special”

occasions they may allow themselves to become more indulgent, creating what we call a
“need state.”
Securing the Customer’s “Permission”
Establishing the frame of reference does not automatically translate into successful brand
repositioning. To reach that end point, marketers must ﬁrst ensure they have the customer’s
“permission” to claim the new ground to which the brand aspires. Because that permission
amounts to a reasonable and logical extension of the brand in the eyes of the customer, it
requires building a “bridge” that can carry customers from where they perceive your brand to be
today to where you want to take it in the future. Thus, for the Celestial Seasonings brand, the
bridge leverages customers’ perceptions of the brand as “organic, natural, and healthy” to allow
the brand to extend from its core product offering of teas into herb-based and “alternative”
vitamin and mineral supplements. Similarly, Marriott uses customers’ perceptions of the brand
as a leader in hotels and “living-care” to extend the brand into assisted living for senior citizens.
Bridges are often best built when they leverage the unique emotional beneﬁts or identity
elements of the brand’s equity that are relevant to its customers (see Table 2). Emotional brand

benefits can provide the most powerful source of brand permission. If a brand is currently
meeting the customer’s emotional needs, then extension of that brand into an allied
product/service arena becomes much more plausible and acceptable – the extension is likely to
be granted customer permission. For example, the strong emotional benefits associated with the
Hallmark brand in greeting cards allowed for the extension of the brand into wrapping papers,
ornaments, and other products with emotional ties to celebration and commemoration.
A strong brand identity can also help marketers secure the desired permission from consumers.
Because Victoria’s Secret owns or is associated with the notion of intimate moments, for
example, it would be easier for that brand to get permission to introduce a new line of lingerie or
perfume with a sensual connotation than it would be to launch a line of jeans or handbags.
In repositioning, marketers must embrace the idea that they are brand “stewards,” while
customers define their relationship with the brand and determine the basis for the relationship. A
steward must spend more time deeply understanding what customers really think about the
brand and where potential “bridges” to growth and new positioning exist. For example,
Smackers could leverage the “wholesome goodness” their loyal customers attribute to them
instead of solely focusing on themselves as fruit processors.
Make Sure What You Say Is What You Do
After the brand position has been developed, marketers must ensure the brand performance is
able to live up to its new promise. While “do what you say” has always been Rule No. 1 for
building brand equity, following that rule can be a significant challenge for many companies.
This is particularly true in service industries, given the need for tremendous organizational
change, and industries that require long lead times for organizational or infrastructure changes.
Such changes occur at the same time customers are being presented with the new brand position.
Three important steps can help win customer acceptance:
• Identify the pathway of performance “signals” that will convince customers of the
new brand positioning so that what you say is in fact what you are able to do. We
have found that you can quantify which brand elements are more important for creating
the desired impact on the customer’s overall brand image and how these elements impact
each other in the process (see Table 3).

Marketers should not attempt to cover the waterfront here, but instead focus on the relevant
interrelated “hot buttons” that will clearly convey the message. For example, in the case of a
technology brand positioning itself as “humanizing technology for everyday people,” the
strongest set of pathways to the positioning came from product signals such as customized hard-
ware and speciﬁc application platforms (e.g., games, household management) rather than from
equipment with the latest features and innovative design. The pathway modeling also indicated
the strong signal value of the brand’s customer service representatives having an understanding
of an individual customer’s needs. This important service signal led to the broader customer
perception of the brand as caring – an important personality signal for the brand to deliver on its
positioning. Additionally, the marketer learned that having technicians follow through with
customers to issue resolution was a critical service signal that led to the broader personality
signal of the brand being professional – another key for the brand to live up to it’s positioning.
With these insights, the marketer could allocate resources accordingly, ensuring that the more
important signals were being appropriately supported.
• Develop necessary product/service programs to ensure consistent performance on
these signals to the customer. For example, if the brand positioning is built around
superior customer satisfaction, but frontline sales people are measured on revenue rather

than satisfaction, it is unlikely that consistent performance will be achieved. So, if airline
gate agents are the first and most important contact point for customers, they should be
empowered to solve customers’ issues instead of redirecting them to customer service
personnel. In the technology brand example, given the importance of the customer
service representatives and service technicians, there should be a greater emphasis on the
quality of the service delivered rather than on the number of customers that can be
serviced over a given time period.
• Make sure approaches are in place to track and assess your performance against
these customer signals prior to the formal launching of the new positioning.
Applying rigorous quality assurance procedures to key elements of the new brand
experience will often ensure that customers are not disappointed, or fail to have their
expectations met. Current data-collection methods allow for rapid response and can be
leveraged to determine whether the launch programs are having their desired effect on
brand perceptions.
Due to the complexities of brand positioning, many marketers are correctly choosing to move to
an “interim positioning.” This interim positioning is designed to establish brand credibility and
performance on the road to fully achieving the longer-term aspirational positioning. Such a
positioning focuses on those aspects of the brand on which the organization is currently able to
deliver. Interim positioning is often essential when a brand stakes out new territory considered
“up market,” addresses an important or long standing deficiency, or is attempting to redefine its
competitive set. As the brand evolves (based on customers’ changing perceptions), additional
components of the new platform can be put into place and confidently communicated to
consumers. Target Stores successfully employed an interim positioning as it evolved the brand
up market from a position as a discount retailer of national brands to a contemporary “urban
chic” retail brand providing good value. The interim positioning emphasized value without
sacrificing style and involved specific merchandising efforts such as stylized color blocking and
associations with name designers (e.g., Frank Gehry). As the brand evolved to its current
positioning, it further emphasized the “designer” theme in its advertising, often having models
wearing various house wares as high fashion.
By focusing on achievable instead of aspirational brand positioning, companies can help ensure
meaningful market share results while enhancing their brand image. This requires, however, that
the new brand position fits comfortably within the customer’s frame of reference, and that it not
attempt to overreach. Marketers must also secure the customer’s permission to extend the brand
by building a bridge of relevant benefits to carry customers from the current to the intended
brand position. Implementing the performance delivery systems to ensure the brand is able to
live up to its new promise is the final critical step in building and executing a successful brand
positioning program.
– John T. Copeland is a Principal in McKinsey’s Marketing Practice

SCOPE OF THE REPORT
Marketing Practice
Building Strong Brands Better, Faster, and Cheaper
Overview
Senior executives increasingly recognize the importance of their companies’ brands in driving
customer loyalty, price premiums, revenue growth and, consequently, enhanced shareholder
value. But because building and maintaining brands can be a costly, risky, and time-consuming
process, many CEOs are seeking new approaches that achieve brand goals more quickly and
more efficiently.
Through our work with clients, we have identified a number of key elements of brand building
that distinguish successful companies from their competitors. Ultimately, in both the planning
and execution of brand strategy, the successful integration of these elements is essential for
achieving growth targets.
An integrated multi-functional approach to brand planning must include superior customer
insights, clear understanding of future economics, and reinforcing organizational capability to
deliver on the brand promise.
Such an integrated approach must aim to deliver:
• Actionable customer segments that thrive as future industry economics evolve.
• Propositions with the required “antes” and distinctive “drivers” that win target
customers.
• Operational capabilities that consistently over deliver on a few critical “triggers.”
A focus on this approach to brand building and maintenance can mean the difference between
success and failure in today’s tough markets.
Growth is the top priority for most companies today. With this in mind, many CEOs are turning
to their brands as important elements to jumpstart growth and profitability. They are taking this
path because they recognize that strong brands have historically been associated with
accelerated revenue growth and improved returns to shareholders. They know that stronger
brands are rewarded with higher degrees of customer loyalty and higher price premiums and that
the ability to leverage strong brands is a key success factor enabling companies to launch new
businesses. But CEOs are not only pushing for strong brands, they are also demanding that they
be built and maintained better, faster, and cheaper.
But this demand for strong brands better, faster, and cheaper presents a real challenge, since the
environment for building strong, distinctive brands has never been more difficult. The bar has
risen because of an increasing convergence in both product and service levels in most

categories, making it harder to sustain distinctive brands. In tandem, as brands are exposed
across increasing numbers of “touchpoints,” customers are more aware of positive and negative
brand experiences, and these experiences are then broadcast quickly by word of mouth. In this
environment, some stellar brands have flourished – like Starbucks and Saturn –but many more –
such as United Airlines and Kmart – have fallen on harder times.
And, just as the pressures from Wall Street require companies to deliver results faster, the costs
of brand building have been escalating quickly. Media budgets have often become colossal in
order to rise above the clutter, challenge audience skepticism, and break into customers’
consciousness. Further, the requirement for substantial near-term investments and results means
that many companies face significant resource and timing constraints. The upshot is that many
efforts are starved before they deliver.
Still, we believe the demand from CEOs to build brands better, faster, and cheaper make a lot of
sense. Indeed, the economics of their businesses usually dictate that they have little choice. But
the approach to building brands and to developing brand strategy must change to thrive in this
new environment. Historically, a company’s marketing department could virtually create the
brand strategy in isolation from other functions. In today’s environment, brand strategy can no
longer be managed solely by marketers because responsibility for a brand’s touchpoints is
divided among multiple functions of the organization. As a result, the whole organization must
collaborate in both brand strategy development and in its consistent delivery across these
multiple touchpoints. Without this alignment at the brand planning stage, go-it-alone marketing
efforts will often fail to drive the brand to where it can maximize shareholder value. Worse,
unaligned initiatives can create advertising messages that step out ahead of the capability of an
organization to deliver on the brand promise, leading to customer disappointment and ultimately
brand devaluation.
We believe that companies must take a fundamentally new route to building the brand in this
evolving environment. What is required is a more integrated, multi-functional approach to brand
planning that fuses superior customer insights, future economic potential, and reinforcing
organizational capability. This fusion, in turn, delivers three key requirements of the new brand
strategy: a rigorous focus on customer segments and how they will behave as the future
economics of the business evolve; distinctive propositions comprising both “antes” and
“drivers” that win target customers; and operational capabilities that over deliver on a few
crucial dimensions to delight the customer. Companies need to direct major efforts to these
initiatives to win in tough markets.
Focus on customer segments with an eye to evolving economics
Most companies have segmented their customers at one stage or another as part of their brand
effort. But even when the segmentations have been statistically pure or creatively rich, they
often fail to stick, mainly because they are uneconomic or unactionable. Increasingly, marketers
are demanding clearer direction from their research; however, even among the best, most
actionable segmentations, few take into account the underlying future profitability of the
targeted customers. In failing to consider the emerging economics, marketers run the risk of
investing millions to build a brand for a segment where the fundamental profitability could
deteriorate significantly.

We have found that the best way to thrive is to augment customer- needs-driven segmentation
with an in-depth perspective on the future economics of the industry. This approach makes the
segmentation more actionable by combining a pragmatic customer view of where a company
could take the brand in the future, together with a rigorous analysis of where the future industry
proﬁts lie, to ensure investments in brand building will truly deliver shareholder value.
Take the hospitality sector, for example. For decades, the industry clearly recognized two
different segments – service-oriented business customers and price-driven leisure customers –
and reinforced relationships through frequent-traveler programs. However, in recent years new
forces at work have driven other emerging segments. Rising cost pressures on certain customers
have led to a “value-driven business traveler” segment. At the same time, for a different set of
customers, the merging of work and play has created a “luxury-driven business traveler”
segment (see Exhibit 1). The implication of these changes was that these two segments would
grow at the expense of the traditional, service-oriented business travelers and therefore would
threaten stalwart brands such as Marriott, Sheraton, and Hilton. With these new segments, hotel
corporations had two issues to resolve.

First, could their existing brands be stretched to target these segments, or would new brands be
required? Second, how attractive were these segments likely to be over time as future industry
economics evolve?
The first issue demanded that companies gain rich insights from their segmentations; understand
the exact nature of the segment needs, and then figure out whether or not their existing brands
could be stretched to target these customers. So, for example, existing brands were deemed
appropriate for the “value business” segment – either by offering value rates within existing
hotels or by developing value subbrands such as Four Points by Sheraton (part of the Starwood
group of hotels) or Courtyard by Marriott. In contrast, the “luxury business” segment typically
demanded specifically targeted brands such as Ritz-Carlton, W Hotels, or Four Seasons.

The second issue required companies to look into the future to understand the evolution of the
target segments’ economics – not only looking at segment growth, but also at likely changes in
profitability. For hotels, future profitability is estimated by projecting changes in pricing, service
requirements, and competitive intensity. Some projections suggest that for the “regular-service
business traveler” segment, both traffic and profitability will continue to fall, as customers
increasingly divide into the other two segments, and there is an overcapacity of room inventory
to serve the remaining “regular business” travelers. Meanwhile, although traffic is growing for
each of the other segments, profitability projections are different. For value business travelers,
profitability is set to fall as a stream of new inventory becomes available and competitive
intensity reduces price per stay. For luxury business travelers, conversely, profitability is much
more likely to grow. Luxury hotels are much more capital-intensive than other hotels and
therefore with gradual capacity expansion, room inventory will remain tight and pricing levels
will hold. In addition, revenue from added-value services – such as restaurant and bar – will
continue to increase. Given these developments, the trick, therefore, is to decide whether going
after the most profitable segments is the right way to go and whether the brand can meet the
needs of these segments long term.
Starwood provides a good example of taking actions that have been consistent with these future
economic projections. First, they have been converting selected properties to the Four Points
brand concept to quickly meet demand from the growing value segment. Second, they have
taken steps to drive differentiation of their Westin brand compared to other regular business
hotels. For example, they have improved the sleeping experience with the “Heavenly Bed”
concept and they have simplified in-room service with “Service Express.” Third, they have been
selectively rolling out new properties in their W and Luxury Collection chains, which will
specifically, capture the concentration of luxury travelers in major urban centers.
Of course, any time a company analyzes future economics, there will be uncertainty about
assumptions and projections. Nevertheless, our experience has shown that even projections with
up to 20 percent error ranges can improve the quality of brand strategy far beyond the approach
of not projecting the future economics at all.
Getting close to the right answer, therefore, demands the combination of brand and segment fit,
with future segment attractiveness. Once equipped with this knowledge, a brand owner can truly
appreciate where profits can be made and therefore which segments to swarm. The next
challenge then is to deliver distinctive brands to these customers.
Win target customers by mixing “antes” with distinctive “drivers”
Many new or relaunched brands encounter disappointing trial and loyalty because their value
proposition fails to simultaneously satisfy the most important key buying factors and provide a
point of distinctiveness in customers’ minds. This dual requirement in brand strategy – the need
for what we call “antes” and “drivers”– is critical to building brand equity quickly.
By “antes” we mean those features and benefits that keep a brand in the game, and which are
likely to be the top key buying factors in a category. They are all-important to the customer,
although these antes do not distinguish the brand from its competitors. For example, in fast food,
the antes are fast service, location, and cleanliness. In situations where brands do not deliver the
appropriate antes, the failure rate is high. Many e-businesses found this out when – swamped

with excessive orders driven by low prices – they failed to provide the ante of meeting holiday
delivery dead- lines, and hence were unable to maintain future customer loyalty.
However, antes are not enough to create the brand-driven growth that CEOs demand. What is
required are “drivers” that are the source of distinctiveness for the brand. They are the brand
features that are important to the target customer and distinguish a brand from competitors’
brands, and they can be either tangible or intangible characteristics. As companies search for
their drivers, we typically find that these will fall outside the top buying factors of the category.
In fast food, for example, while McDonald’s has met the competition on many antes, it is the
“fun for kids” driver that has been the real key to the success of the business. In contrast, Burger
King has not been able to build a compelling driver that can grow and sustain its business. Even
though the brand has points of distinctiveness – “flame-broiled taste” and “have it your way” –
these features are not compelling enough for sufficient numbers of people to be truly powerful
brand drivers (see Exhibit 2).
This approach – get into the game with antes and differentiate via drivers – has resulted in newly
emerging success stories in several categories. For example, think about how both USAA and
Target have crept up on more established competitors. USAA has built a strong franchise among
military personnel and their families by delivering the antes of price and insurance coverage,
and differentiating on the driver of “trustworthy service.” And Target has expanded its reach
towards upscale customers by delivering the antes of price and value, and differentiating on the
driver of “contemporary style.” Imbalanced delivery of antes and drivers, or worse yet, focus on
items that were not relevant to brand choice would have slowed the success of these brands or
prevented them from getting off the launch pad at all.
Deliver on “triggers” that matter to customers

Once the brand driver(s) has been identified, the challenge many companies face is to ensure
distinctive delivery across multiple touchpoints. In trying to provide superior performance for
the brand across all the touchpoints, some efforts become diffused, and customers fail to see a
strong value proposition. Such diffusion can be caused by brand owners either putting too much
effort against overdelivering the antes, or dissipating efforts by trying to demonstrate the drivers
at every touchpoint. The solution, we believe, is to provide the antes at minimum cost, and then
focus spending on a few brand “triggers.” By brand triggers, we mean the two or three things
that most effectively ensure favorable customer perceptions around delivering the brand value
proposition.
The critical first step is to deliver the antes at the minimum cost required to meet customer
standards without raising performance issues. An ante for airlines, for example, would be in-
flight catering, and the minimum requirement for an average flight might be provision of soft
drinks and a snack. Airlines reducing their service below this threshold would probably receive
significant customer complaints. Correspondingly, there is little pay-off from moving to more
lavish service – say multiple menu options and hot meal alternatives – because the revenue
impact would not offset incremental costs and complexity. In other words, companies will often
hit diminishing returns when executing the antes, and therefore it is prudent that they do not
overspend on performance antes that will not sustainably build brand strength (see Exhibit 3).
Once antes are at an acceptable level of performance, the priority is then to overdeliver on the
two or three triggers that matter. Such triggers must pass three tests. First, they must signal the
most important brand drivers within the value proposition; second, they must be economic to
deliver; and third, they must be something that the organization is delivering today or can expect
to deliver within a reasonable timeframe. With these tests in mind, triggers then need to be

defined as precisely as possible and evaluated in terms of their cost and feasibility. Of course,
some potential triggers will be uneconomic, and these should either be avoided or significantly
cost-optimized. Further, to build loyalty, brands must deliver on their promise consistently.
Therefore, it is better to identify important triggers that the organization can deliver all the time
rather than the absolute best triggers that get executed only half the time. Selection of triggers,
therefore, requires a careful optimization of customer preference, economic implications, and
organizational capabilities.
In our airline example, for a critical profit-generating segment such as frequent business flyers,
the actual driver might be that the airline is more considerate than other airlines. Given this, the
airline would face as many as twenty possible touchpoints where it could deliver enhanced
customer care. Among the options, it could offer faster check-in, higher checked baggage
allowances, more upgrades, more extras on board, and more frequent-flyer miles. The real risks
are that the airline could either spend too much and lose profits, or spend too little and miss
making the brand distinctive.
Today, an airline keen to demonstrate that it is more considerate of frequent business flyers
should focus on the critical triggers, which might be faster check-in and faster security
clearance. In turn, these triggers have to be turned into operational standards that significantly
break out ahead of competitive performance – for example, 2-minute check-in time and 5-
minute security clearance. Once an organization understands these goals, it can then reengineer
its system to deliver these as cost effectively as possible. For instance, an airline could reduce
check-in time through online or kiosk check-in, and could minimize time waiting for security
clearance by arranging frequent-flyer priority lines (see Exhibit 4).

As an organization defines its triggers, it is also important to consider the durability of those
triggers. There is often a trade-off between the sustainability of triggers and the cost of building
them. When developing a trigger, an organization can take an incremental or fundamental
approach. The incremental approach often costs less, but typically does not provide as much
competitive insulation as incremental triggers can be more easily duplicated in the marketplace.
For example, most international airlines focus resources on the higher-yielding business traveler
and target the important driver of “superior long-haul comfort.” Some triggers are quickly and
easily implemented, but are quickly and easily copied – for example, better food and wine, or
portable DVD players. Some particularly durable triggers have, however, recently been
implemented by the U.K. carriers. British Airways redesigned its cabins to offer the first truly
flat beds in business class at a time when other airlines merely increased leg room or seat width.
Taking a different approach, Virgin Atlantic reinforced its famous “doing things differently”
brand personality with a restyled “Upper Class” service that features “designer-styled” cabins, a
sit-down bar area, and an in-flight massage service. Other airlines, fresh from recent cabin
upgrades, would now face significant capital expenditure and implementation timing issues to
match these triggers on their transatlantic routes.
As in developing superior segmentations and defining antes and drivers, it is the fusion of
customer insights, future economic potential, and reinforced organizational capability that
enables a company to overdeliver on the triggers. All of these elements must be critically
interconnected as the company develops the right approach for its brand. There is no point
having an attractive target segment that requires an unfeasible or uneconomic set of triggers.
Similarly, there is no value in focusing on a set of triggers that does not create a distinctive
brand for the selected segment.
The fact that these three concepts – segments anchored in future economics, propositions with
antes and drivers, and delivery triggers – are all completely interconnected means that
companies need to be able to iterate backwards and forwards until the “best fit” answer emerges.
Once understood, the powerful combination of these three concepts creates stronger brands
better, faster, and cheaper.
CEOs are increasingly seeking to strengthen their brands to achieve higher shareholder value.
But that’s hard to do as customers are more resistant to traditional approaches, organizations are
slow to build capability to deliver on the value proposition, and costs are escalating daily. To
build strong brands better, faster, and cheaper, companies need to pursue a fundamentally
different approach to brand building that is effective and efficient. The cornerstone of the new
brand strategy is the fusion of customer insights, future economics, and organizational
capabilities. This, in turn, will enable companies to focus on segments that will thrive as
industry economics evolve, develop propositions with distinctive antes and drivers, and deliver
on triggers that matter.
Organizations that get this powerful combination right will build strong brands better, faster, and
cheaper. And their companies will grow and deliver significantly higher shareholder value.
– David Court and Laxman Narasimhan are Partners, and Jonathan Gordon and Dave
Elzinga are Associate Principals in McKinsey’s Marketing Practice

THE HISTORY OF JAGUAR
Jaguar Cars Ltd., better known simply as Jaguar, is a British luxury car manufacturer,
headquartered in Whitley, Coventry, England. It is a wholly owned subsidiary of the Indian
company Tata Motors Ltd. and is operated as part of the Jaguar Land Rover business.
Jaguar was founded as the Swallow Sidecar Company by Sir William Lyons in 1922, originally
making motorcycle sidecars before evolving into passenger cars. The name was changed to
Jaguar after World War II due to the unfavorable connotations of the SS initials. Following a
merger with the British Motor Corporation in 1968, subsequently subsumed by Leyland, which
itself was later nationalised as British Leyland, Jaguar was listed on the London Stock Exchange
in 1984, and became a constituent of the FTSE 100 Index until it was acquired by Ford in 1989.
Jaguar has, in recent years, manufactured cars for the Prime Minister, the most recent delivery
being of a XJ model on 11 May 2010. The company also holds Royal Warrants from HM Queen
Elizabeth II and HRH Prince Charles.
Jaguar cars today are designed in Jaguar/Land Rover's engineering centre at the Whitley plant in
Coventry and at Gaydon in Warwickshire, and are manufactured in two of Jaguar/Land Rover's

plants; Castle Bromwich assembly plant in Birmingham and Halewood Body & Assembly near
Liverpool.
Birth of the company
Founded as the Swallow Sidecar Company in 1922, by two motorcycle enthusiasts, Sir William
Lyons, William Walmsley, the SS Jaguar name first appeared on a 2.5 litre saloon in 1935,
sports models of which were the SS 90 and SS 100.
The Jaguar name was given to the entire company in 1945 when the "SS" name was dropped
due to its association with Germany's SS military organisation much publicised and in Britain
greatly reviled during and following World War II. Cash was short after the war and Jaguar sold
to Rubery Owen the plant and premises of Motor Panels, a pressed steel body manufacturing
company which had been acquired in the late 1930s when growth prospects had seemed more
secure. Nevertheless, Jaguar achieved relative commercial success with their early post war
models: times were also tough for other Coventry based auto-makers and the company was able
to buy from John Black's Standard Motor Company the plant on which Standard had built the
six cylinder engines which, hitherto, they had been supplying to Jaguar.
Jaguar made its name by producing a series of extremely eye-catching sports cars, in the XK
120 of 1949, developed into XK 140 and XK 150, and the E Type (or XKE in the US) of 1961.
These were all successful and embodied Lyons' mantra of 'value for money'. They were also
highly successful on the international stage of motorsport, a path followed in the 1950s to prove
the engineering integrity of the company's products.
Jaguar's sales slogan for years was "Grace, Space, and Pace": a mantra epitomised by the record
sales achieved by the MK VII, IX, Mks I and II saloons and later the XJ6.
The core of Bill Lyon's post World War II success was the Twin Cam Straight Six Cylinder
Engine—a design conceived pre-war and realised while design staff at the Coventry plant were
dividing their time between fire-watching (Coventry being a main industrial centre was a prime
target for the Luftwaffe) and designing the new power plant.
To place this in focus, pre-war, a benchmark for racing and competition engines was the
"Double Knocker", or Twin Cam engine: Jag's new engine was a hemispherical cross-flow
cylinder head with valves inclined originally at 60 Degrees (Inlet) 45 Degrees (Exhaust) and
later standardised to 90 Degrees for both Inlet and Exhaust.
The main designer, William "Bill" Heynes, ably assisted by Walter "Wally" Hassan was
determined to design the Twin OHC unit. Bill Lyons agreed over misgivings from Hassan. The
sheer concept of applying what had hitherto been considered a racing or low-volume and
cantankerous engine, needing constant fettling into reasonable volume production everyday
saloon cars was brave. And simultaneously, brilliantly inspired.

And the subsequent engine was the mainstay powerplant of Jaguar, used in the revolutionary
XK 120, Mk VII Saloon, Mk I and II Saloons and XK 140 and I50 as well as the stunning E
Type, itself a development from the race winning and Le Mans conquering C and D Type Sports
Racing cars.
(The E Type was the production version of the short-lived XKSS: a road-legal version of the
famed D Type Sports Racing car and built mainly to use up redundant D Type Chassis.
Production of the XKSS was cut short when a disastrous fire decimated essential jigs and
tooling.)
Few engines have demonstrated such ubiquity and longevity: the Twin OHC "XK Engine", as it
came to be known, was used in the new Jaguar XJ6 saloon in 1969 (which use continued right
up until 1992!), and additionally employed as the power plant (in this case typed the J60) in
such diverse vehicles as Scorpion tanks and armoured personnel carriers such as the Scimitar,
Fox Milan reconnaissance and Fox Scout armoured vehicles, the Ferret and the Stonefield four
wheel drive all-terrain lorry.
Properly maintained (Few were) the standard production XK Engine would happily achieve
200,000 miles of useful life.
Two of the proudest moments in Jaguar's long history in motor sport involved winning the Le
Mans 24 hours race, firstly in 1951 and again in 1953. The 1955 victory was somewhat
overshadowed by the tragic events that occurred. Later in the hands of the Scottish racing team
Ecurie Ecosse (who went down in legendary status for twice pulling off a David v Goliath effort
in the famed car-killing race) two more wins were added in 1956/57.
However it was always Lyons intention to build the business by producing world-class sporting
saloon (sedan) cars in larger numbers possible than the sports cars. They enjoyed some degree
of success in this aim with the early 3 & 3½ litre cars, the Mark 7/8/9, the compact saloons
Mark I and 2, and XJ6 and XJ12. Again all were deemed to be very good value for money with
their comfortable ride, good handling, high performance and great style.
In order to place Lyon's achievements into some relative perspective, it must be remembered
that post-war Britain was riven with raw material shortages (All raw materials were allocated by
the Ministry of Supply): furthermore, metallurgy was in an early stage, all of which makes Sir
William Lyon's success all the more laudable.
The distinctive "leaping Jaguar" mascot
Jaguar, pronounced / d æ ju ər/ˈ ʒ ɡ ː JAG-ew-ər (U.K.) or
pronounced / d æ w r/ˈ ʒ ɡ ɑ JAG-wahr (U.S.), made its name
in the 1950s with a series of elegantly styled sports cars
and luxury saloons. In 1951 the company leased what
would quickly become its principal plant from the
Daimler Motor Company (not to be confused with

Daimler-Benz), and in 1960 purchased Daimler from its parent company, the Birmingham Small
Arms Company (BSA). From the late 1960s, Daimler was used as a brand name for Jaguar's
most luxurious saloons.
British Leyland
Jaguar merged with the British Motor Corporation (BMC), the Austin-Morris combine, to form
British Motor Holdings (BMH) in 1966. After merging with Leyland, which had already taken
over Rover and Standard Triumph, the resultant company then became the British Leyland
Motor Corporation (BLMC) in 1968. Financial difficulties and the publication of the Ryder
Report led to effective nationalisation in 1975 and the company became British Leyland, Ltd.
(later simply BL plc).
In the 1970s the Jaguar and Daimler marquees formed part of BL's specialist car division or
Jaguar Rover Triumph Ltd until a restructure in the early 1980s saw most of the BL volume car
manufacturing side becoming the Austin Rover Group within which Jaguar was not included. In
1984, Jaguar was floated off as a separate company on the stock market — one of the Thatcher
government's many privatisations.
Ford Motor Company Era
Jaguar S-Type based on the Ford DEW98 platform
The Ford Motor Company made offers to the US and UK
Jaguar shareholders to buy their shares in November 1989;
Jaguar's listing on the London Stock Exchange was removed
on 28 February 1990. In 1999 it became part of Ford's new
Premier Automotive Group along with Aston Martin, Volvo Cars and, from 2000, Land Rover.
Aston Martin was subsequently sold off in 2007. Between Ford purchasing Jaguar in 1989 and
selling it in 2008 it did not earn any profit for the Dearborn-based auto manufacturer.
Since Land Rover's May 2000 purchase by Ford, it has been closely associated with Jaguar. In
many countries they share a common sales and distribution network (including shared
dealerships), and some models now share components, although the only shared production
facility is Halewood, for the X-Type and the Freelander 2. However operationally the two
companies were effectively integrated under a common management structure within Ford's
PAG.
On 11 June 2007, Ford announced that it planned to sell Jaguar, along with Land Rover and
retained the services of Goldman Sachs, Morgan Stanley and HSBC to advise it on the deal. The
sale was initially expected to be announced by September 2007, but was delayed until March
2008. Private equity firms such as Alchemy Partners of the UK, TPG Capital, Ripplewood
Holdings (which hired former Ford Europe executive Sir Nick Scheele to head its bid), Cerberus
Capital Management and One Equity Partners (owned by JP Morgan Chase and managed by

former Ford executive Jacques Nasser) of the US, Tata Motors of India and a consortium
comprising Mahindra and Mahindra (an auto manufacturer from India) and Apollo Management
all initially expressed interest in purchasing the marquee from the Ford Motor Company.
Before the sale was announced, Anthony Bamford, chairman of British excavator manufacturer
JCB had expressed interest in purchasing the company in August 2006, but backed out when
told the sale would also involve Land Rover, which he did not wish to buy. On Christmas Eve of
2007, Mahindra and Mahindra backed out of the race for both brands, citing complexities in the
deal.
Modern Era
On 1 January 2008, Ford made a formal announcement which declared Tata as the preferred
bidder. Tata Motors also received endorsements from the Transport and General Workers Union
(TGWU)-Amicus combine as well as from Ford. According to the rules of the auction process,
this announcement would not automatically disqualify any other potential suitor. However, Ford
(as well as representatives of Unite) would now be able to enter into more focused and detailed
discussions with Tata to iron out issues ranging from labour concerns (job security and
pensions), technology (IT systems and engine production) and intellectual property, as well as
the final sale price. Ford would also open its books for a more comprehensive due diligence by
Tata. On 18 March 2008, Reuters reported that American bankers Citigroup and JP Morgan
shall be underwriting a loan of USD 3 billion in order to finance the deal.
On 26 March 2008, Ford announced that it had agreed to sell its Jaguar and Land Rover
operations to Tata Motors of India, and that the sale was expected to be completed by the end of
the second quarter of 2008. Included in the deal were the rights to three other British brands,
Jaguar's own Daimler, as well as two dormant brands Lanchester and Rover. On 2 June 2008,
the sale to Tata was completed at a cost of £1.7 billion.
Assembly Plant
The Swallow Sidecar Company (SSC) was originally located in Blackpool but moved to
Holbrook Lane, Coventry in 1928 when demand for the Austin Swallow became too great for
the factory's capacity. In 1951, having outgrown the original Coventry site they moved again to
Browns Lane which had been a wartime "shadow factory" run by the Daimler Motor Company.
Today, Jaguars are assembled at Castle Bromwich in Birmingham and Halewood in Liverpool.

The historic Browns Lane plant ceased trim and final operations in 2005, the X350 XJ having
already moved to Castle Bromwich two years prior, leaving the XK and S-Type production to
Castle Bromwich and the X-Type at Halewood, alongside the new Land Rover Freelander 2,
from 2007. A reduced Browns Lane site still operates today producing veneers for Jaguar Land
Rover and others, as well as some engineering facilities.
Pre-Jaguar Days: The Swallow Sidecar Company.
On September 4, 1922, in Blackpool, England, two young motorcycle enthusiasts, William
Lyons and William Walmsley, set up the Swallow Sidecar Company to produce sidecars for
motorcycles. The company continued to make sidecars until the advent of WWII.
In 1926 the company built the small Austin Seven, a "people's car" of rather Spartan design. At
this point the company changed its name to the Swallow Sidecar and Coachbuilding Co. and
moved to a larger manufacturing space. There it made custom bodies for such cars as Morris,
Fiat, Wolseley, Swift, and Standard.
The company's first car, the SS1, was based on a Standard six-cylinder engine and a modified
Standard chassis. It was introduced to the public at a London exhibition in 1931. The smaller
SS2 had a four-cylinder engine
In appearance the larger SS1 was a long, low vehicle with a short passenger compartment, wire
wheels, and a luggage boot with a spare tire at the rear. It’s expensive looks belied its excellent
monetary value.
In 1933 the name of the company was changed to SS Cars Ltd. with Lyons becoming managing
director. He bought his partner out in 1936.
Jaguar: The First Jaguars.
In 1934, Harry Weslake, regarded as one of the industry's top engine experts, joined the
company. His new cylinder head with OHV valve arrangement was quite reliable.
The name Jaguar was used for the first time in 1935. Also in 1935, William Heynes joined the
company as chief engineer.

The firm's production included limousines, convertibles, and sports cars fitted with 1.5-litre, 2.5-
litre, and 3.5-litre engines. The most notable vehicle of the period was the 3.5-litre SS 100
model. This was the fastest and most famous pre-war Jaguar, with speeds of 100 mph and
acceleration from rest to 60 mph in about 10.5 seconds. The engine had a compression ratio of
17.5:1. Racing successes in the Marne Grand Prix of Reims, the Villa Real International event,
the Alpine Rally, The Monte Carlo Rally, and the RAC Rally made this one of the most famous
Jaguar cars.
During WWII, production shifted to the war effort, of course. After the war, the company's
name was changed to Jaguar Cars Ltd; and production resumed. The first Jaguars were
produced with the option of left-side driving controls!
Jaguar: Jaguar XK.
In 1946, in addition to updating the older models, Lyons developed a new sports car, the XK
120, which was inspired by the BMW 328 model and fitted with a six-cylinder x 2 OHC engine
with a capacity of 3442 cc.
In 1948 at the Earls Court Motor Show, Jaguar introduced the fastest motorcar to date, the XK
120 Roadster with an alleged top speed of 120 mph, superb road holding and styling plus a
smooth ride.
In 1951 The XK 120 Fixed Head Coupe was introduced at the Geneva Motor Show. This
touring car was better trimmed with a veneer dashboard, and wind-up door windows. In 1953
the XK 120 Drophead Coupe was introduced with a fully-trimmed convertible hood. The XK
120 proved to be a super competition car.
In 1954 the XK 140 included rack-and-pinion steering, larger bumpers, extra chrome, a cast
grill, and 190 hp. The XK 140 also had room for very small children behind the seat.
In 1957, the Jaguar XK 150 came in with a low roar because the XK design was looking slightly
outdated. This excellent car, however, was produced until 1961.
Jaguar: Jaguar MK.

In the mid-fifties Jaguar had reached a point in its history of selling only luxury and sports
vehicles. The company also sold a great deal of its production in foreign markets.
This put Jaguar in a precarious position because:
• A recession could crush the market for luxury and sports vehicles.
• A foreign government could close its market to Jaguar for no real reason.
Jaguar needed to cement a stronger position by producing a car that could be sold at home and
to a larger market. Thus, the Jaguar MK I was introduced at the 1955 Motor Show.
The vehicle was designed to fill their product gap and to appeal to the home market. This
Jaguar was of monococoque construction which in itself was new for the company.
The Jaguar MK II evolved as an instant success with a much larger glass area and a redesigned
dash. Leather seats were fitted as standard until 1967 when leather became optional to keep the
base cost down. Another Jaguar classic, its fog/spot lights, also became optional at this time.
Several other Jaguar variations were produced to fill a market gap between the 3.8S and the
large MK X Jaguar.
In 1960 Daimler was bought by Jaguar.
In 1966, Sir William Lyons stepped down as Managing Director of the Jaguar Group, but he
remained Chairman and Chief Executive. Grice and England became joint managing directors.
On July 11, 1966, Jaguar Cars Ltd. and the British Motor Corporation Ltd. announced they
would merge. Also by the mid-60s, hind-sight could see that Jaguar was beginning to make too
many models.
Jaguar: Recent Jaguar History.
In 1968 a merger with Leyland formed the largest British car complex.
In 1972 Sir William Lyons retired, 50 years after forming Swallow Sidecar Company on his
21st birthday. His retirement was followed by a period of confusion and confusing changes at
Jaguar. Whole departments, such as sales and service, disappeared into BL power.
The Ryder report, partially published in 1975, made it clear that Jaguar would not continue as an
entity. Leyland Cars was formed and the brand new Jaguar XJ-S was thrown in with BL’s other
Earls Courts motor show offerings.
There was no single head man at Jaguar and the winter of 1979-1980 saw Percy Plant as
nominal chairman of Jaguar. Plant was mainly known for his skill at closing factories.

Morale among workers dropped to a low point in April of 1980 when a strike over grading and
pay provoked Sir Michael Edward’s ultimatum "return to work or lose your jobs."
Jaguar needed a boost as never before. It also needed a full-time chairman. Enter Jaguar's new
full-time chief executive John Egan in April of 1980. He came from parts directorship of
Massey Ferguson Construction and Machinery Division. He was 40 years old, the "new blood"
Jaguar so desperately needed.
Egan's first quote was, "One cannot have better ground to build on."
He definitely brought an air of optimism and new life to Jaguar that was soon reflected in
production and morale. By 1985 it was clear that Jaguar was stable once more and that Jaguar
people do not give up!
Sir William Lyons died in 1985.
Jaguar: Classic Cars for Jaguar.
Jaguar Classics Produced from 1935 - 1975
Jaguar Type
Production:
Years
Length: Inches Weight: Pounds
SS Jaguar 100 1935-1940
Jaguar Mark IV 1945-1948 173-186 2970-3670
Jaguar Mark V 1948-1951 187 3700-3860
Jaguar XK 120 1948-1954 174 2855-3080
Jaguar VII/VIIM 1950-1957 196.5 3865
Jaguar C-Type 1951-1953 157 2075
Jaguar XK 140 1954-1957 176 3135-3250
Jaguar 150 1957-1961 177 3220-3520
Jaguar Mark II 1960-1969 181 3200-3360
Jaguar E-Type (XKE) 1961-1971 175-184.5 2690-3100
Jaguar Mark X 1961-1965 202 4175
Jaguar S-Type/420 1963-1969 187 3585-3700

Jaguar Mark X & 420G 1965-1970 202 4300
Jaguar XJ6/XJ12 1969-1973 189.5 3885-3950
Jaguar E-Type Series III V-12 1971-1975 184.4-189.6 3380-3450
Jaguar XJ6/XJ12 Series II 1973-1979 194.8 3950-4300
Jaguar XJC 1975-1978 195 4195
Tata Motor Acquisition of Jaguar and Land Rover
According to industry analysts, some of the issues that could trouble Tata Motors were
economic slowdown in European and American markets, funding risks, currency risks etc.
Acquisition of Jaguar and Land Rover provides the company with a strategic opportunity to
acquire iconic brands with a great heritage and global presence, and increase the company’s
business diversity across markets and product segments. - Tata Motors, in April 2008.
“If they run the brands as a British company and invest properly in new product, it will be
successful because they are still attractive brands.”- Charles Hughes, Founder, Brand Rules
LLC, in 2008.
“Market conditions are now extremely tough, especially in the key US market, and the Tatas
will need to invest in a lot of brand building to make and keep JLR profitable.”- Ian Gomes,
Global Head, Emerging Markets, KPMG, in 2008.
Acquisition of British Icons
On June 02, 2008, India-based Tata Motors
completed the acquisition of the Jaguar and
Land Rover (JLR) units from the US-based
auto manufacturer Ford Motor Company
(Ford) for US$ 2.3 billion, on a cash free-debt
free basis. JLR was a part of Ford’s Premier
Automotive Group (PAG) and were considered

to be British icons. Jaguar was involved in the manufacture of high-end luxury cars, while Land
Rover manufactured high-end SUVs.
Forming a part of the purchase consideration were JLR’s manufacturing plants, two advanced
design centers in the UK, national sales companies spanning across the world, and also licenses
of all necessary intellectual property rights. Tata Motors had several major international
acquisitions to its credit. It had acquired Tetley, South Korea-based Daewoo’s commercial
vehicle unit, and Anglo-Dutch Steel maker Corus. Tata Motors’ long-term strategy included
consolidating its position in the domestic Indian market and expanding its international footprint
by leveraging on in-house capabilities and products and also through acquisitions and strategic
collaborations
Analysts were of the view that the acquisition of Jaguar and Land Rover, which had a global
presence and a repertoire of well established brands, would help Tata Motors become one of the
major players in the global automobile industry.
On acquiring JLR, Rattan Tata, Chairman, Tata Group, said, “We are very pleased at the
prospect of Jaguar and Land Rover being a significant part of our automotive business. We have
enormous respect for the two brands and will endeavor to preserve and build on their heritage
and competitiveness, keeping their identities intact. We aim to support their growth, while
holding true to our principles of allowing the management and employees to bring their
experience and expertise to bear on the growth of the business.” Ford had bought Jaguar for US$
2.5 billion in 1989 and Land Rover for US$ 2.7 billion in 2000. However, over the years, the
company found that it was failing to derive the desired benefits from these acquisitions.
Ford Motors Company (Ford) is a leading automaker and the third largest multinational
corporation in the automobile industry. The company acquired Jaguar from British Leyland
Limited in 1989 for US$ 2.5 billion. After Ford acquired Jaguar, adverse economic conditions
worldwide in the 1990s led to tough market conditions and a decrease in the demand for luxury
cars. The sales of Jaguar in many markets declined, but in some markets like Japan, Germany,
and Italy, it still recorded high sales. In March 1999, Ford established the PAG with Aston
Martin, Jaguar, and Lincoln. During the year, Volvo was acquired for US$ 6.45 billion, and it
also became a part of the PAG.
Ford Sells Jaguar and Land Rover
In September 2006, after Allan Mulally (Mulally) assumed charge as the President and CEO of
Ford, he decided to dismantle the PAG. In March 2007, Ford sold the Aston Martin sports car
unit for US$ 931 million. In June 2007, Ford announced that it was considering selling JLR.
The Deal
On March 26, 2008, Tata Motors entered into an agreement with Ford for the purchase of Jaguar
and Land Rover. Tata Motors agreed to pay US$ 2.3 billion in cash for a 100% acquisition of
the businesses of JLR. As part of the acquisition, Tata Motors did not inherit any of the debt
liabilities of JLR – the acquisition was totally debt free.

The Benefits
Tata Motors was interested in acquiring JLR as it would reduce the company’s dependence on
the Indian market, which accounted for 90% of its sales. The company was of the view that the
acquisition would provide it with the opportunity to spread its business across different
geographies and across different customer segment Morgan Stanley reported that JLR’s
acquisition appeared negative for Tata Motors, as it had increased the earnings volatility, given
the difficult economic conditions in the key markets of JLR including the US and Europe.
Moreover, Tata Motors had to incur a huge capital expenditure as it planned to invest another
US$ 1 billion in JLR. This was in addition to the US$ 2.3 billion it had spent on the acquisition.
Tata Motors had also incurred huge capital expenditure on the development and launch of the
small car Nano and on a joint venture with Fiat to manufacture some of the company’s vehicles
in India and Thailand. This, coupled with the downturn in the global automobile industry, was
expected to impact the profitability of the company in the near future
Tata Motors Launches Jaguar, Land Rover Brands In India
A year after Tata group purchased Jaguar and Land Rover, it launched the British iconic luxury
brands in the Indian market.
Tata Motors, which would be the official distributor of these brands in India, opened the first
showroom for Jaguar and Land Rover in the country in Mumbai.
"We are extremely pleased and proud to introduce the Jaguar Land Rover brands in the Indian
market and give the discerning Indian customer direct access to these prestigious brands,
accompanied by a parts and service network," Tata Sons Chairman Ratan Tata told reporters
here.
"This is a special moment to us because this company belongs to us," he said.

The Tatas bought Jaguar and Land Rover in June 2008 from Ford for USD 2.3 billion. Earlier
Tata Motors launched the Mercedes E class in India.
Acquisition of these luxury brands gives Tata Motors a big opportunity in the American market.
"Jaguar Land Rover has a major foothold in the US market, but Tata Motors will not leverage it
for its own purpose," Tata said.
After the Tatas bought Land Rover and Jaguar, the face of the global economy has changed. Its
sales in the traditional market such as the US, UK and Europe has fallen.
However, it has seen a growth in Russia and China by 60 per cent and 63 per cent, respectively.
To overcome this slowdown, Jaguar Land Rover has sacked 2,000 staff. The management has
warned of more job cuts and factory closure if the situation does not improve, Tata Motors Vice
Chairman Ravi Kant said.
The company has started outsourcing inputs for these brands from low cost countries.
Jaguar XF, XFR and XKR would be available in India between the price range of Rs 63 lakh
and Rs 92 lakh. Land Rover models such as Discovery 3, Range Rover Sport and Range Rover
would be available in India between Rs 63 lakh and Rs 89 lakh.
"It is an exciting time to be entering the Indian market, a country with increasing affluence and
an economy which is still growing," Jaguar Land Rover CEO David Smith said.
"We believe that the Indian market holds significant growth potential in the long term and we
hope to tap the demand for premium vehicles from discerning customers," he said.
Tata-Jaguar’s innovative marketing strategy for XF in UK
Tata-owned Jaguar has sold more than 25,000 units of the
Jaguar XF in the United Kingdom alone. The Jaguar XF
replaced the S-Type in March 2008 and has been selling
extremely well since then.
To celebrate this milestone, Jaguar is introducing an
innovative promotion called the ‘XF SMS Competition’.
Participants would have to answer questions through
SMSs. The proceeds from the promotion would be going
to the National Society for the Prevention of Cruelty to Children (NSPCC).

The winner of the SMS competition gets to drive away a brand new, 3.0 liter diesel XF worth
38,000 pounds (27,00,000 Indian Rupees). The contest is open only for British residents and is
open till January 31, 2011. The winner would be announced on February 7, 2011.
What we find interesting with this news is that, a Tata owned company is kicking off such an
innovative campaign to boost its image and reach. Jaguar is looking for new customers to the
brand through such promotions and thankfully Tata has not enforced its’special discounts’
marketing strategy to boost sales on Jaguar
Tata-Jaguar’s marketing strategy for XJ in
UK
Jaguar has fixed its sights on L.A., New York
and Miami as beachheads for rebuilding the
brand in the U.S. The company is combining a
vigorous outdoor and print ad campaign -- some
1,600 video displays, building wraps and
billboards -- and partnerships with 50 or so
high-end events and invitation-only test drives
in those markets.
The "Jaguar XJ City Takeover" program includes putting the 2011 Jaguar XJ sedan at Edward
Thomas Hotels' Santa Monica properties Hotel Casa del Mar and Shutters on the Beach. The
automaker has signed a three-year concert deal with the Hollywood Bowl to sponsor the "Jaguar
Platinum Concert Series" there.
In New York, the brand has sponsored the New York Yacht Club's annual Regatta, Greenwich
Concours d'Elegance and American LeMans at Lime Rock this year. Jaguar and Land Rover
North America combined sales are up 19% this year through August with Jaguar reporting a
62% boost in August and 13% increase year-to-date.

Jaguar Announces New XK Coupe and Convertible Pricing
Jaguar XK
Jaguar announced pricing for the new XK today
following the official unveiling of the
convertible model at the Detroit Motorshow.
Customers can now place an order for the new
model with prices starting from £58,955 for the
coupe and £64,955 for the convertible.
"Jaguar has been making beautiful fast cars for decades and will continue to do so. The
‘Gorgeous’ campaign perfectly captures our trademarks of style, power, luxury and
performance", commented Jaguar Cars' Managing Director Bibiana Boerio. "This is an
important moment for the company as we move into a new era with a marketing direction that
will stand out from anything that anyone has ever done before."We will use this approach
globally across all areas of our marketing strategy, reflecting the fact that Jaguar customers
worldwide are well-travelled and share similar views, interests and expectations."
TRADITIONAL RIVALARY:
JAGUAR VS BMW

TRADITIONAL RIVALARY
JAGUAR VS BMW
Historically, BMW has always been compared to its German compatriots from Ingolstadt and
Stuttgart (Audi and Mercedes-Benz) and from time to time, vehicles produced by Lexus or
Infiniti would jump into play. But now, surprisingly, there’s a British company that’s actually in
the mix, not a new contender, but rather a classic in the automotive industry.

You see, Jaguar has always produced fine cars. But then came the S-Type and their ambitious
goals to try and gather up some sales from the BMW 5-Series, Audi A6 and Mercedes-Benz E-
Class.
It didn’t go over so well and Jaguar went back to the drawing board.
Jaguar XF – “The New Kid On The Block”
Last year, Jaguar introduced their latest sports luxury sedan, the new XF. Looking at some of the
recent sales numbers, the XF has proven to be a success for Jag, and a true sales stealer from the
German Big 3. While the BMW 5-Series is still the sportiest of its competitors, Jaguar is out to
give it a go with the XF and its M5 slayer, the XFR.
Design wise, the XF was supposed to be a mirror of the C-XF Concept, but according to many
automotive journalists, it fell a bit short. While the back-end reminds us of an Aston Martin
design, in a gorgeous way, the front-end is somewhat boring and pale with an interesting choice
of headlights sculpted into the bonnet.
Looking from the side, the Jaguar does stand out with its athletic appearance, but yet simple,
with a single character line sweeping alongside the car and wrapping around.

Insid
e, as expected and seen across the line-up, Jaguar placed a higher priority on materials and
craftsmanship, and according to Ian Callum, Design Director at Jaguar, the XF has more wood
than any Jaguar since the MkII.
The Jaguar XF offers three different engine variations. The engines are a 4.2-liter V8 making
300hp and 310 lb-ft of torque, a 5.0-liter V8 making 385 hp and 380 lb-ft of torque, as well as
the supercharged 5.0-liter V8 that goes in the XFR making 510 hp and 461 lb-ft of torque. The
standard 4.2-liter XF weighs in at 4,017 lbs, while the 5.0-liter XF pushes the scale 50 pounds
more at 4,067. The XFR comes in at a staggering 4,306 lbs.0-60 times for the XF are estimated
by Jaguar at taking 6.2 seconds for the 4.2-liter engine, 5.5 seconds for the 5.0-liter and 4.7

seconds for the XFR
F10 5 Series – The Return of Classic Design
The all-new 2011 F10 BMW 5-Series offers a bit more in the engine range department with four
different variations, two of which include BMW’s award winning inline-6 engines.
In the United States, you can opt for the 528i with 3.0-liter inline-6 making 230 hp and 200 lb-ft
of torque, the turbocharged 3.0-liter inline-6 with an output of 300 hp and 300 lb-ft of torque,
the twin-turbo 4.4-liter V8 550i with 400 hp and 450 lb-ft of torque. And of course, the
upcoming twin-turbo V8 M5 making an undisclosed, as of yet, amount of power.
Zero to sixty times range from 5.0 seconds with the 550i model to 6.6 seconds on the 528i.
The F10 5 Series exterior design is less radical than the E60 was back in its time, with a more
classic lines flowing across the side and with an aggressive, but somewhat safe front-end. The
front-grille is less massive than the one found in the 5 GT or the 7 Series, and it integrates well
with the sporty bonnet.
The rear-end design has always been an area where BMW typically has taken a less aggressive
look to appease more of the subtle luxury crowd, but now they really give you something to
stare at when you’re trailing behind the new car, for whatever reason that may be… The LED
taillights are also been highly praised by many BMW fans.

When it comes to luxuries and sportiness, the XF and 5-Series are very close. But the Jag does
have somewhat of the edge whenever you get into it and start wondering how to start it and go.
The dial that slowly rises from the center console acts as the selector for the transmission…
That’s pretty sweet.
Also, the air vents open up whenever you turn the car on as well. The vehicle is also equipped
with what Jaguar calls, “JaguarSense”. All you have to do is lightly touch pretty much anything
in the car to turn it on/off along with increase or decrease the levels of something.

In terms of style, class and craftsmanship, well that’s up to the customer these days. Jaguar has
certainly come up in the world of all three of these qualities.
Where they were known for such things for so long, they had let them slip with cars like the S-
Type and X-Type. But that’s all changing for the better. Especially since they’ve been rated very
highly by J.D. Power and Associates that last few years.
BMW, however, has always kept a pretty firm grasp
on the same qualities.
There have been a few BMWs in the past that have
wavered on such ideals, but now with the new F-code
cars, it’s all going to become 100% second nature.

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2010 Jaguar XJ: A tough competitor for the BMW 7 Series

The 2010 Jaguar XJ was unveiled a few days ago and without a doubt, it will join the big boys –
BMW 7 Series, MB S-Class, Lexus LS and Audi A8 – in the high-end sedan luxury market.
Judging from the reactions seen on several auto media publications, the new XJ is really a huge
step forward for the Coventry based Jaguar.
And to us, the BMW fans, the Jaguar XJ has proven to be a huge surprise and at the same time,
it brought back the usual question: how will it stack against the BMW brand, more specifically
against the new 7 Series? The exterior design of the new XJ has been revamped, renewed and it
is quite appealing. Without a doubt its front-end design is one of the biggest improvements with
the trapezoidal grille seen in the XF models and a more refined, elegant look.
The body sides are a bit plainer, with very few design lines or creases as you would see on the 7,
but we do see some of their fans adoring that simplicity. The rear-end is unconventional and
unseen in a Jaguar model before, with a tall vertical LED taillights that “climb” the trunk.
Inside, as seen in any Jaguar before, the amount of technology is overwhelming, but welcomed
by many enthusiasts. The backlit in a blue color matches the overall design, a much sportier
approach than we have seen before. The wood is less obvious before and has an interesting

approach of wrapping around the dashboard. The round shapes seem to dominate the interior,
from the circular air vents, to the control knobs and speakers.
An interesting thing that stood out in front of us is the touch screen LCD screen which allows
for input from the user, a feature that many BMW consumers have requested in their cars as
well. Overall, a great interior design and this comes from someone that has been in-love with the
7 Series interior for the past week or so.
But let’s move forward onto an area where BMW has dominated its competitors: engines. The
base engine is a naturally aspirated power plant which produces 385 horsepower and 385 lb-ft of
torque. The midlevel engine is supercharged and delivers 470 horsepower and 424 lb-ft. And if
that wasn’t enough, Jaguar introduced a new super duper powerful engine: 510 horsepower and
461 lb-ft of torque. Official numbers rate this engine at 4.7 seconds when running from 0 to 60
mph.
The BMW 750i is powered by a 4.4 litre twin-turbo V8 engine which outputs 400 horsepower
and 450 lb-ft of torque. The acceleration on the 750i from 0 to 60 mph is rated at 5.1-5.2
seconds.
The pricing was set accordingly to the performance and looks, so the entry level XJ starts at
$72,500, midlevel model at $$87,500 and the high-end XJ Supersport at $112,000.
So, we’ve given you a quick background on the new Jaguar XJ, threw in some numbers as well,
now we would like to hear your opinion on this: could the XJ really steal away some 7 Series
customers? Can Jaguar match the dynamics and handling of a BMW 7 Series and most
important, how is the visual aspect compares against the 7?
Jaguar’s extended plan to become an important player in the premium segment is taking a new
form. Jaguar’s response to the 5 and 7 Series, XJ and XF models, have been highly praised by
many automotive journalists, but now the Tata-owned company is looking to expand into a more
profitable segment: the entry-level premium segment where BMW 1 Series is positioned.
UK magazine AutoExpress reports on a rumor that Jaguar is currently evaluation a premium
hatchback conceived to go head-to-head with the BMW 1 Series, Volkswagen Golf and Audi
A3 is on the way.
Even though recently, Adrian Hallmark, Jaguar’s global brand director, said “we won’t have a
1-Series-sized car for five to 10 years, but we’re working on some compelling alternative body
styles that are anti-German luxury car establishment”, AutoExpress goes ahead and speculates
on a possible design idea.

Same magazine mentions that power is likely to come from a pair of turbocharged four-cylinder
engines – a petrol & diesel – while the underpinnings will be borrowed from the Range Rover
Evoque. The car will maintain a front-wheel drive platform that will allow for weight and cost
savings.
We believe a Jaguar model in the compact class will be a great asset and we are excited to see
how the project will develop in the coming years.
The Road Ahead
Tata Motors had formed an integration committee with senior executives from the JLR
and Tata Motors, to set milestones and long-term goals for the acquired entities. One
of the major problems for Tata Motors could be the slowing down of the European
and US automobile markets. It was expected that the company would address this
issue by concentrating on countries like Russia, China, India, and the Middle East.

PRODUCT PORTFOLIO
Current models
XF (mid-size saloon), XJ (full-size saloon), XK (grand tourer)
• Jaguar XFR - mid-size saloon
• Jaguar XJR - full-size saloon
• Jaguar XKR - coupé and cabriolet
Jaguar XF
The Jaguar XF is a mid-size executive car that was
introduced in 2008 to replace the out-going S-Type in the
company's line-up. In January 2008, the XF was awarded the
“What Car?”- “Car of the Year” and “Executive Car of the
Year” awards. The XF was also awarded Car of the Year
2008 from What Diesel? Magazine. Engines available in the XF are a 3.0 litre V6 diesel or
petrol and a 5.0 litre V8 supercharged called the XFR, or naturally aspirated V8 petrol, and - in
the US - a 4.2L V8. Prices range from £29,900 to £62,600 in United Kingdom.
The Jaguar XF fuses sports car styling and performance with the refinement, features and space
of a luxury saloon. Contemporary, individual, and expertly crafted, the XF embodies the Jaguar
philosophy of creating beautiful, fast cars and defines a new driving experience: Sporting
Luxury.
In 2009, Jaguar expanded the XF range to introduce the pinnacle of the range, the 510 PS XFR
alongside new engine and trim level additions. In 2010, the Jaguar XF introduces the 275 PS
3.0L diesel engine.
Jaguar XF 5.0 Litre V8 Petrol More Details
XF Price (Ex-Showroom): Rs. 63,54,330
5,000 cc Engine, Not Available , Automatic Transmission, 5 Seater, Power Windows , Central
Locking , 5.7 km/liter City Mileage
Jaguar XF 5.0 Litre V8 Petrol Supercharged More Details
XF Price (Ex-Showroom): Rs. 79,21,100
5,000 cc Engine, Petrol , Automatic Transmission, 5 Seater, Power Windows , Central Locking ,
5.9 km/liter City Mileage
JAGUAR XJ

The Jaguar XJ is a full-size luxury saloon and the company's flagship model. It has been in
production since 1968 with the first generation being the last Jaguar car to have creative input
by the company's founder, Sir William Lyons. In early 2003, the third generation XJ arrived in
showrooms and while the car's exterior and interior styling were traditional in appearance, the
car was completely re-engineered. Its styling attracted much criticism from many motoring
journalists who claimed that the car looked old-fashioned and barely more modern than its
predecessor, many even citing that the 'Lyons line' had been lost in the translation from Mark 2
into Mark 3 XJ, even though beneath the shell lied a highly advanced aluminium construction
that put the XJ to very near the top of its class. Jaguar responded to the criticism with the
introduction of the fourth generation XJ, launched in 2009. Its exterior styling is a departure
from previous XJs, with a more youthful, contemporary stance, following the design shift that
came into effect previously with the company's XF and XK models. The XJ is priced from
£44,500 to £59,000 in United Kingdom with a sport model called the Super V8, starting at
£50,000. As the name suggests, the Super V8 features a supercharged 4.2 litre V8 engine, which
accelerates the car from 0–60 mph (0–97 km/h) in just 5.0 seconds. To cater to the limousine
market, all XJ models are offered with a longer wheelbase as an option, which increases the rear
legroom.
JAGUAR
XK
The
Jaguar

XK is a luxury grand tourer that was introduced in 2006, where it replaced the Jaguar XK8. The
XK introduced an aluminium monocoque bodyshell, and is available both as a two-door coupé
and two-door cabriolet/convertible. The XK price ranges from £60,000 - £71,000 in United
Kingdom.
Jaguar began producing R models in 1995 with the introduction of the first XJR. Powered by a
supercharged 6 cylinder engine, the car produced approximately 322 horsepower. With the
revamped line of engines, the powerplant would be based on an 8 cylinder engine with
supercharger from 1997 to present. The 1997–2003 XJR produced 370 horsepower (276 kW)
and 385 pound-feet (522 Nm) of torque, taking the car to 60 mph (97 km/h) in just under 5.3
seconds. The new aluminium bodyshell from 2004 to 2009 and increased power to 400 hp (298
kW) and enhanced computer systems decreased the time to 60 mph (97 km/h) to a little over 5
seconds. Starting after year 2000, XJRs were equipped with Jaguar's CATS (Computer Active
Technology Suspension) which helped firm up the ride in sporty driving without compromising
the comfort during day to day use.
The first XKR was introduced in 1997 and kept with the same power increases as the XJR
except for after 2006 the power in the XKR was boosted to 420 hp (313 kW). The S-Type R had
a short production run from 2003 to 2008, and came equipped with the same 400 horsepower
(298 kW) supercharged V8 as the other R models. It was replaced by the XFR, featuring a
5.0supercharged V8 producing 510 horsepower.

Jaguar and Land Rover Add Brand Value to Tata Motors
Tata Motors has witnessed a growth brand value in past two years owing to the
acquisition of the two prestigious British luxury brands Jaguar and Landrover. Two months
before the acquisition of JLR, Tata Motor’s market capitalisation was Rs. 24,000 crores which
plunged to only Rs 6,500 crores just after the acquisition. Market did not have much faith in
dwindling Jaguar and Land Rover which had failed under the Ford flagship. However, Ratan
Tata, Chairman, Tata Group foresaw how to harness the full potential of the two brands to turn
them around to profitable and most coveted brands once again in the still struggling markets.
The current market capitalisation of Tata Motors after two years of acquisition stands at
Rs. 71,500 crores which is a ten-fold increase from the all time low. It has also made Tata
Motors’s brand value surpass that of Reliance Industries.
Tata Motors now stands as India’s Most Valuable Brand amongst the survey with a
valuation of $8.5 billion. It was $3.1 billion in 2008-09. “Jaguar and Land Rover were part of a
larger conglomerate (Ford). So the market couldn’t value them (at the time of the deal),” says
Carl-Peter Forster, CEO and MD of Tata Motors. “The minute you unlock some of that
potential, immediately the understanding of what is possible with these brands is reflected in an
increased value.”

RESEARCH METHODOLOGY
A research process consists of stages or steps that guide the project from its conception through
the final analysis, recommendations and ultimate actions. The research process provides a systematic,
planned approach to the research project and ensures that all aspects of the research project are
consistent with each other. Research studies evolve through a series of steps, each representing the
answer to a key question.
Research Methodology aims to understand the research methodology establishing a framework
of evaluation and revaluation of primary and secondary research. The techniques and concepts used
during primary research in order to arrive at findings; which are also dealt with and lead to a logical
deduction towards the analysis and results.
RESEARCH DESIGN
I propose to first conduct a intensive secondary research to understand the full impact and
implication of the industry, to review and critique the industry norms and reports, on which certain
issues shall be selected, which I feel remain unanswered or liable to change, this shall be further taken
up in the next stage of exploratory research. This stage shall help me to restrict and select only the
important question and issue, which inhabit growth and segmentation in the industry.
The various tasks undertaken in the research design process are:
• Defining the information need
• Design the exploratory, descriptive and causal research.

RESEARCH PROCESS
The research process has four distinct yet interrelated steps for research analysis
It has a logical and hierarchical ordering:
• Determination of information research problem.
• Development of appropriate research design.
• Execution of research design.
• Communication of results.
Each step is viewed as a separate process that includes a combination of task, step and specific
procedure. The steps undertake are logical, objective, systematic, reliable, valid, impersonal and
ongoing.
EXPLORATORY RESEARCH
The method used for exploratory research were
 Primary Data
 Secondary data
PRIMARY DATA
New data gathered to help solve the problem at hand. As compared to secondary data which is
previously gathered data. An example is information gathered by a questionnaire. Qualitative or
quantitative data that are newly collected in the course of research, Consists of
original information that comes from people and includes information gathered from
surveys, focus groups, independent observations and test results. Data gathered by the researcher
in the act of conducting research. This is contrasted to secondary data, which entails the use of
data gathered by someone other than the researcher information that is obtained directly
from

First-hand sources by means of surveys, observation or experimentation. Primary data is
basically collected by getting questionnaire filled by the respondents.
SECONDARY DATA
Information that already exists somewhere, having been collected for another purpose. Sources
include census reports, trade publications, and subscription services. There are two types of
secondary data: internal and external secondary data. Information compiled inside or outside the
organization for some purpose other than the current investigation Researching information,
which has already been published? Market information compiled for purposes other than the
current research effort; it can be internal data, such as existing sales-tracking information, or it
can be research conducted by someone else, such as a market research company or the U.S.
government. Secondary source of data used consists of books and websites. My proposal is to
first conduct a intensive secondary research to understand the full impact and implication of
the industry, to review and critique the industry norms and reports, on which certain issues
shall be selected, which I feel remain unanswered or liable to change, this shall be further taken
up in the next stage of exploratory research.
DATA COLLECTION
Data collection took place with the help of filling of questionnaires. The questionnaire method
has come to the more widely used and economical means of data collection. The common factor
in all varieties of the questionnaire method is this reliance on verbal responses to questions,
written or oral. I found it essential to make sure the questionnaire was easy to
read and understand to all spectrums of people in the sample. It was also important as
researcher to respect the samples time and energy hence the questionnaire was designed in
such a way, that its administration would not exceed 4-5 mins. These questionnaires were
personally administered. The first hand information was collected by making the people fill
the questionnaires. The primary data collected by directly interacting with the people.

DETERMINING THE SAMPLE PLAN AND SAMPLE SIZE
TARGET POPULATION
It is a description of the characteristics of that group of people from whom a course is intended.
It attempts to describe them as they are rather than as the describer would like them to be. Also
called the audience the audience to be served by our project includes key
demographic information (i.e.; age, sex etc.).The specific population intended as beneficiaries of
a program. The target population is the population I want to make conclude an ideal situation;
the sampling frames to matches the target population. A specific resource set that is the object
or target of investigation. The audience defined in age, background, ability, and preferences,
among other things, for which a given course of instruction is intended.
I have selected the sample trough Simple random Sampling
SAMPLE SIZ :
This involves figuring out how many samples one need.
The numbers of samples you need are affected by the following factors:
• Project goals
• How you plan to analyze your data
• How variable your data are or are likely to be
• How precisely you want to measure change or trend
• The number of years over which you want to detect a trend

“SIGNIFICANCE OF BRAND: JAGUAR”

“SIGNIFICANCE OF BRAND: JAGUAR”

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