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Project Shakti - A Win Win Situation

"Our partnership with HUL offers the rural entrepreneur a profitable business model while operating i-Shakti kiosks. Also, low cost delivery and customized products will result in higher benefit through enhanced economic gains for the rural consumers."

~ Mr. Nachiket More

Executive Director, Wholesale Banking Group
ICICI

"There's incredible potential in rural markets. That's where the growth will come from."
~ Sharat Dhall, Hindustan Lever's director of new ventures and marketing services

Sankaramma, the leader of the local Kanaka Durga self-help Group (SHG) belongs to K. Thimmapuram village's Muddaner Mandal in the Kadapa district of Andhra Pradesh. The village has 350 households with a total population of 1200. Sankaramma's 5 hectares of agricultural land was not sufficient for six member family due to severe drought in the region. She started a business in April 2003 with the Hindustan Unilever Ltd. By 2005, she had a regular monthly turnover of Rs.10,000 per month. Initially she sold door to door, but thereafter the customers started visiting her home for products. She sees Project Shakti as a mean for the bright futures of her children. Project Shakti also enabled her to provide mid-day meals at the primary school in her village. Today, Sankaramma has become a key development figure in her village.

Usha Sarvatai, a mother of 2, traveled 32 km everyday to work. Her husband's income was not sufficient for the two children and their old parents. But the long distance and the odd timings of the job forced Usha to quit the job. Then she got a call from the Government dept. to attend a meeting, convened by Project Shakti. Usha became a Shakti Amma and started a new venture. In a short span the good relationships she developed with the villagers helped her do good business. She says, "I am happy fulfilling my family's requirements and people give me a lot of respect today." And she is now very eager to grow her business in the years to come.

The list does not end here. Hindustan Lever Ltd., a subsidiary of Unilever is counting on thousands of women like Sankaramma and Usha Sarvatai to sell its products to the rural consumers it couldn't reach before. By 2005, around 13,000 poor women were selling the company's products in 50,000 villages in India's 12 states and contributed for 15% of the company's rural sales in those states . The women typically earned between $16 and $22 per month , often doubling their household income which was used to educate their children. Overall, around 30% of Hindustan Lever's revenue came from the rural markets in India

Started in the late 2000, Project Shakti had enabled Hindustan Lever to access 80,000 of India's 638,000 villages . Hindustan Lever's director of new ventures proudly expressed, "At the end of the day, we're in business. But if by doing business we can do something positive, it's a great win-win model." Hindustan Lever was not the only company recognizing the vast marketing potential in rural India. With the saturation of urban market, the companies started reengineering their businesses and products to target rural consumers who are poor but are rich in aspirations fueled by the media and other forces.

Unilever in India: Business and Growth

Unilever was the world's largest Fast Moving Consumer Goods (FMCG) company with a worldwide revenue of $55 billion in 2005 . It's Indian subsidiary, the Hindustan Unilever Limited (HUL) was the country's largest FMCG company with combined volumes of about 4 million tonnes and revenues near about $2.43 billion . HUL's major brands included Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-Annapurna, Kwality Wall's etc. These were manufactured over 40 factories across the country .

In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company . Thereafter the Lever Brothers India Limited and United Traders Limited were established in 1933 and 1935 respectively. In November 1956, these three companies merged and form HUL. Unilever's share in HUL was 51.55% in 2005 and the remaining of the shareholding was distributed among about 380,000 individual shareholders and financial institutions. A foray of acquisitions followed thereafter . In 1984, the Brooke Bond joined the Unilever fold. Lipton was acquired in 1972 and Ponds in 1986 . HUL was following a growth strategy of diversification always in line with Indian opinions and aspirations.

The economic and political development in the 1990s had marked an inflexion in HUL's and the Group's growth curve. Economic liberalization permitted the company to explore every single product and opportunity segment, without any constraints on production capacity. On the other hand, deregulation allowed alliances, mergers and acquisitions. In 1993, HUL merged with the Tata Oil Mills Company (TOMCO) 1993 . In 1995, HUL formed a 50:50 joint venture with another Tata company, Lakme Limited .

The company had also made a string of mergers, acquisitions and alliances in the Foods and Beverages sector. Some of these were the acquisition of Kothari General Foods (1992), Kissan (1993), Dollops Icecream business from Cadbury India (1993), Modern Foods (2002), Cooked Shrimp and Pasteurised Crabmeat business of the Amalgam Group of Companies (2003) .

With 12.2% of the world population residing in the villages of India, the country's rural FMCG market had a huge potential . The Indian FMCG sector was the fourth largest sector in the economy with a market size of $13.1 billion . The sector was expected to grow by over 60% by 2010. In 2005-2006 the urban India accounted for 66% of total FMCG consumption, with rural India accounting for the remaining 34% . However, rural India accounted for more than 40% consumption in major FMCG categories such as personal care, fabric care, and hot beverages . The Bid FMCG companies such as HLL, Nirma and ITC joined the foray to tap the huge potential.
In the 1990s, a local Indian firm, Nirma Ltd. started providing detergents to the rural poor at the lowest cost. The company had created a business system with a new product formulation, low-cost manufacturing, wide distribution channel, special packaging and value pricing. After a decade, Nirma became one of the largest branded detergent makers with a 38% market share and 121% return on its capital employed .

In 2002, ITC set up a network of internet-based kiosks, e-choupals, to help the farmers in their procurement process. The initiative began with the soya growers in Madhya Pradesh and then expanded to cotton, tobacco, shrimp etc. Starting with six e-choupals in June 2000, ITC's Internet-based, rural initiative had linked 6,000 Indian villages with around 1,200 e-choupals by 2002. The setting up of each e-choupal entails an investment of Rs 1-3 lakh .The objectives behind e-choupals was to allow single place procurement and purchase point, allowing farmers to sell their products directly to ITC on the basis of updated current prices prevailing in the market. This eliminated middlemen and thus helped ITC to cut its costs.

In 2007, around 34% of the FMCG products sales came from rural areas . The number of households that used FMCG products in rural India had grown from 13.6 crore in 2004 to 14.3 crore in 2007 . This growth was achieved on an average 1.8% year-on-year growth in the number of households, which use at least one FMCG product. However, the growth in penetration level for the entire FMCG products was not same. According to one study by a market research firm IMRB, the monthly consumption of detergents and toilet soaps remained largely stagnant with a 92% penetration, but that of liquid shampoos grew from 68% in 2004 to 83% in 2007 . These figures revealed a shift towards higher-value products among the rural market, from toothpowder to toothpaste or from unbranded to branded products. According to the senior project director of IMRB International, Manoj K Menon, "One of the most significant changes, includes growing preference towards branded products. For example, in the food and beverages segment, penetration of branded atta has gone up year-on-year by 8 per cent and branded salt by 3 per cent. The penetration of unbranded atta has decreased by 1 per cent and salt by 3 per cent."

The HLL Marketing Effort: Transition to Rural Market

HUL's competitive advantage generated from three sources. First it's strong well established brands, second, its local manufacturing capacity and supply chain and third its vast sales and distribution system. It was soon felt that HUL's sales and distribution system which had protected it from competitors would be soon replicated by its rivals and to maintain its edge, the company had to increase its reach beyond the urban markets. So far the operations of HUL included more than 2,000 suppliers and associates. The distribution network, consisted of 4,000 stockists, covering 6.3 million retail outlets reaching the entire urban population, and about 250 million rural consumers .

Typically, the goods produced in each of the HUL's 40 factories were sent to a depot with the help of a carrying and forwarding agent (CFA). The company had its depot in every state of the country. The CFA was a third party and got servicing fee for stock and delivery of the products. In each town, there was a redistribution stockist (RS) who took the goods from the CFA and sell them to retail outlets. By the late 1990s, the HUL management realized certain problems with the existing sales model. First, the model was not viable for small towns with small population and small business. HUL found it expensive to appoint one stockist exclusively for each town. Secondly, the retail revolution in the country changes the pattern the customers shop. Large retail self service shops were established. In the response of these problems, HUL redesigned its sales and distribution channel and the new system was known as 'diamond model' in the company. At the top end of the diamond, there were the self service retail stores which constituted 10% of the total FMCG market. The middle, fatter part of the diamond represented the profit-center based sales team. In the bottom of the pyramid was the rural marketing and distribution which accounted for 20% of the business .

Almost three-fourth of the total 1.2 billion Indian population resided in the rural areas and majority of them had a very low per capita income (around 44% of that of urban India) . Urban market had reached the saturation point, thus changing focus on rural India. In comparison to just 5,161 towns in India there are 6,38,365 villages in India [Exhibit I]. Moreover, more than 70% of India's population lived in villages and made a big market for the FMCG industry because of increasing disposal incomes and awareness level.

Exhibit I
Distribution of Villages in India

Source: Kash Rangan, Sehgal Dalip et. Al., "Global Poverty: Business Approaches and Solutions", http://www.hbs.edu/socialenterprise/pdf/3-Rangan&Rajan-Presentation.pdf

When HLL shifted to the rural India, it faced many problems. In contrast with a low per capita income comparative to the urban citizens, there were some areas with enough money but their awareness level and consumerism was very low. Secondly, rural FMCG demand was depended upon agricultural situation which was again depended upon monsoon. Transportation was also a major hindrance. Many of the rural areas were not connected by rail transport. The Kacha roads were unserviceable during the monsoon and interior villages get isolated. Besides transportation, there was a problem of distribution and communication facilities such as telephone, fax and internet. Moreover, the lives in rural areas were still governed by ethnicity and traditions and people did not simply get used to new practices. For example, even rich and educated class of farmers does not wear jeans or branded shoes. The buying decisions in villages were slow and delayed. They wanted to give a trial and buy only after being satisfied. And, finally the poor illiterate villagers viewed experience more important than formal education and they valued sales people who could provide practical solutions to their problems.

HLL approached the rural market with two criteria - the accessibility and viability [Exhibit II]. Around 40% of the accessible rural market had high business potential. To service this segment, HLL appointed a common stockist who was responsible for all outlets and all business within his particular town. In the 25% of the accessible markets with low business potential, HLL assigned a retail stokist who was responsible to access all the villages at least once in a fortnight and send stocks to those markets. This enables HLL to influence the retailers stocks and quantities sold through credit extension and trade discounts. HLL launched this Indirect coverage (IDC) in 1960s.

To cater the needs of the inaccessible market with high business potential HLL initiated a Streamline initiative in 1997. HLL appointed rural distributors and Star Sellers. The star seller purchased goods from rural distributors and distributed them to retailers in small villages using the local mean of transport. In this way around 35% of the inaccessible rural market came under the control of HLL. But a still untapped market - the inaccessible but low business potential market was left outside. The size of this untapped market was estimated to be around 500,000 villages with a population over 500 million . At this stage, Project Shakti was conceived.

Exhibit II
HLL's Approach to Rural Market

Low Business Potential High Business Potential
Accessible Markets Indirect Coverage (25%) Direct Coverage (40%)
Inaccessible Markets Space for Shakti Streamline (35%)
Source: V. Kasturi Rangan Rohithari Rajan, "Unilever in India: Hindustan Lever's Project Shakti--Marketing FMCG to the Rural", http://www.caseplace.org/d.asp?d=244 - 27k

Project Shakti

HLL soon realized that although it was enjoying a greater penetration in the rural market when compared with its competitor such as Nirma and ITC, its direct reach was restricted to only 16% . The FMCG giant was desperate to increase this share. HUL saw its dream fulfillment in the vast Indian rural market. The company was already engaged in rural development with the launch of the Integrated Rural Development Programme in 1976 in the Etah district of Uttar Pradesh. This program was in tandem with HUL's dairy operations and covered 500 villages in Etah. Subsequently, the company introduced similar programs in adjacent villages. These activities mainly aimed at training farmers, animal husbandry, generating alternative income, health & hygiene and infrastructure development. The main issue in rural development was to create income-generating prospects for the poor villagers. Such initiatives, linked with the company's core business, became successful and sustainable and proved to be mutually beneficial to both the company ant its rural customers. However, much remained to be done. Project Shakti was conceived.

Following the pioneering work carried out by Grameen Bank of Bangladesh , Self Help Groups (SHGs) of rural women were formed by several institutions, NGOs and government bodies in villages across India. This group of usually 15 members contributed a small amount of money to a common pool and then offered a micro-credit to a member of the group to invest in a commonly approved economic activity. Partnering with these SHGs, HLL started its Project Shakti in Nalgonda district of Andhra Pradesh in 50 villages in the year 2000. The social side of the Project Shakti was that it was aimed to create income-generating capabilities for underprivileged rural women, by providing a sustainable micro enterprise opportunity, and to improve rural living standards through health and hygiene awareness. Most SHG women viewed Project Shakti as a powerful business proposition and are keen participants in it. There after it was extended in other states with the total strength of over 40,000 Shakti Entrepreneurs.

HLL offered a wide range of products to the SHGs, which were relevant to rural customers. HUL invested significantly in resources who work with the women on the field and provide them with on-the-job training and support. HUL provided the necessary training to these groups on the basics of enterprise management, which the women need to manage their enterprises. For the SHG women, this translated into a much-needed, sustainable income contributing towards better living and prosperity. Armed with micro-credit, women from SHGs become direct-to-home distributors in rural markets [Exhibit III].

Exhibit III
Structure of HLL's Market Reach in India

Source: Kash Rangan, Sehgal Dalip et. Al., "Global Poverty: Business Approaches and Solutions", http://www.hbs.edu/socialenterprise/pdf/3-Rangan&Rajan-Presentation.pdf

Shakti: How it works

In general, a member from a SHG was selected as a Shakti entrepreneur, commonly referred as 'Shakti Amma' received stocks from the HLL rural distributor. After trained by the company, the Shakti entrepreneur then sold those goods directly to consumers and retailers in the village. Each Shakti entrepreneur usually serviced 6-10 villages in the population strata of 1,000-2,000 people with 4-5 major brands of HLL - Lifebuoy, Wheel, Pepsodent, Annapurna salt and Clinic Plus. Apart from these, other brands included Lux, Ponds, Nihar and 3 Roses tea. The Shakti entrepreneurs were given HLL products on a `cash and carry basis.' However, the local self-help groups or banks provided them micro credit wherever required. According to Dalip Sehgal, Executive Director, New Ventures & Marketing Services, HLL Project Shakti was adding up to 15% of HLL sales in rural Andhra Pradesh. He further asserted that given the largeness of the country and backwardness of its women, Project Shakti-like endeavor would place everybody in a win-win situation.

I-Shakti: Crossing the Border

Encouraged by the goodwill and success of Project Shakti, in August 2003, HLL launched an Internet-based rural information service, called I-Shakti, in Andhra Pradesh, in association with the Andhra Pradesh Government's Rajiv Internet Village Programme. I-Shakti was an IT-based rural information service to provide vital information to the rural people in fields like agriculture, education, vocational training, health, hygiene and the like [Exhibit IV]. The objective behind the i-Shakti model was to give need based demand driven information and services in the villages.
The i-Shakti kiosk was operated by the Shakti Entrepreneur. This was expected to strengthen their relationship with their customers. HUL expected that this would improve the productivity of the rural community and unlock economic and social progress.

Exhibit IV
A snapshot of the 'i-Shakti' website

Source: "HUL Shakti-Changing lives in rural India.", http://www.hllshakti.com/sbcms/temp1.asp?pid=46802256 - 41k

I-Shakti was based on an interactive discussion technology developed & patented by the Unilever Corporate Research Team, U.K. The system enabled an in-depth understanding of each user needs and thereby improved the quality of services offered to them. The APonline , had tied up with i-Shakti to launch various services. Moreover, through i-shakti, the ICICI Bank and HUL jointly provided various financial products and services such as life and general insurance, investment products (Equity, Mutual Funds, Bonds), ICICI Bank Pure Gold (gold coins), Personal Credit, Rural Savings Accounts and Remittances to the rural customer.

Redefinition Rural Distribution: Changing Lives

Having successful in Nalgonda, in 2003 HLL planned to broaden Shakti to a 100 districts in Madhya Pradesh, Gujarat and UP. There were other plans such as to allow other companies (except HLL's competitors) such as Nippo, TVS Motor for mopeds, insurance companies for LIC policies to get onto the Shakti network to sell their stocks. Sehgal was looking proud when he announced, "We wanted to first stabilise the project before we can look at other companies. It requires somebody with scale and size to build a platform and then invite other companies onto this platform." He further emphasized that Shakti was creating a win-win partnership between HLL and its consumers.

There were about 4.36 lakh women SHGs in AP with almost 58.29 lakh poor women. AP alone had about half of the SHGs of the country. By 2005 the SHGs had mobolised Rs 1500 crore had mobilised as corpus. The rural women organised themselves into `thrift and credit' groups with a saving of Re.1 a day which created a fund of more than Rs 800 crore. While the savings was there among the SHGs, there was no channel of investment. HLL tapped this huge overlooked network to launch Project Shakti. HLL has able tp provide a window of prospect to invest and earn.

The impact of HLL was not all of a sudden. HLL witnessed 15% incremental sales from the villages of AP, which accounted 50% of the total sales of HLL products in AP. Market analysts were perceiving a huge potential in the rural foray of HLL. Nikhil Vora, Sr. Vice President of research group ASK Raymond James believed that if there was one company that could take on the onus of developing the rural markets, it was HLL. He further continued, "HLL contributes 20 per cent of the total FMCG business in the country. So, clearly, the onus is on HLL to grow the market. Returns may not happen in the next five years, but a lot of consumer understanding and insights comes from an exercise like Project Shakti, which in turn can lead to product innovation."

HLL acknowledged that for Project Shakti to be successful for the company's rural penetration, dealers and communicators must be well trained. It was unclear how dealers would perform in an expanded infrastructure. Although HLL's rural initiatives incurred huge costs to the company, it was expected that with the monsoon revival and greater rural incomes could decline the payback period for projects like Shakti. Moreover, the decreasing brand loyalty among urban consumers rural market had become an imperative. According to the Concurs K.N. Siva Subramanian, Sr. Vice President, Franklin Templeton India Ltd, "The (HLL) management had recognized the impending saturation of the urban markets some time back and launched aggressive plans to capture the rural markets. However, a slowdown in the agricultural sector resulted in rural incomes remaining flat and affecting sales. We believe that by targeting lower price points and further expanding the distribution network, companies can tap the potential of rural markets. Initiatives like Project Shakti will help them in establishing and consolidating their base in rural markets."

HLL would have to determine whether Project Shakti could be repeatable in other countries. The Indian family structure and village interaction provide a unique diffusion mechanism that is an effective vehicle for Shakti. Whether this model could be successfully implemented in other countries must be further explored. Moreover, it need to find out whether the Project Shakti or e-choupal like initiatives could be increased. There was no doubt that the regional brands, or even larger FMCG companies, did not have the kind of distribution reach that HLL had established and in the long run, that could prove a winner for HLL.

Jaguar XKR-S

Jaguar now owned by Tata Motors in India have now taken of the restricter on the ordinary XKR to allow a top speed of 174 mph, the second fastest Jaguar after the XJ220. Jaguar XKR-S: 4.2L V8 Supercharged 420bhp@6250rpm 0-60 in 5.2 secs 174mph £80000

Carro de Aire Comprimido

Alternativa Ecológica apra transporte

Small Cars in India

It's the small car segment that has attracted the most attention and investment since the car industry was thrown open to competition in the late 1990s. Prior to that Indian car market was dominated by Maruti only. Maruti launched its small car Maruti 800 in the year 1984, and it became the first choice of most of the families in India. South Korean company Hyundai launched Santro in 1998, followed by another Korean car maker Daewoo that launched Matiz. By the year 1999 Tata group launched their first car Indica. Italian company Fiat also stepped into the small car market with the launch of Palio.

After General Motors over took Daewoo, General Motors India entered the small car market with the launch of its much awaited mini car - The Chevrolet Spark. The entry of Chevrolet Spark has intensified the price war among the car manufactures and they are trying to provide better value for money products for its customers. Chevrolet Spark offers better value for money proposition than its closest competitor Zen Estilo. With its new design Spark looks more contemporary. In riding and handling Spark is more comfortable than its immediate competitor Zen Estilo.

The Spark has outstanding safety features. 51 percent of entire body shell is made of high strength steel. The front end design of spark is among the first of its class to comply with the new European regulations on pedestrian safety. The friendly front face picks up the attention of every car lover. With the stylish compact design and body even the minute detail of the new spark invites attention. Attractive, distinctively shaped head lights and round tail lights adds more to its external beauty. A combination of short body overhangs, a steeply rising shoulder line and converging lines at the front make the spark a real head turner.

Jaguar History - Jaguar Car Leasing Legacy

The brand name Jaguar came into use in 1935 and the company Jaguar Cars Ltd. in 1945. Originally, the company started out as Swallow Sidecar Company which was founded on September 4, 1922 by William Walmsley (b. 1891) and William Lyons (b. 1901). Walmsley and Lyons, two friends from Liverpool, England, started their company by building sidecars which were later attached to reconditioned motorcycles. They formed a small team which eventually started the production of commercial sidecars. During the 1930s, the Swallow Sidecar Company began to get recognized all over Europe especially with the more affordable cars that they manufactured. The Swallow Sidecar Company began to get famous with the increased demand over their Austins.

In 1927, the company changed its name to Swallow Coachbuilding Company. In 1931, the name of the company was changed to SS Cars Ltd. in 1934 since they also became known for their SS car range. Since the 1960s, the company underwent a series of owner change, thus, finally settling with the new company name of Jaguar Cars Ltd. During the 1950s, the name Jaguar became associated with elegant sports cars and luxury saloons. Eventually, Jaguar Card Ltd. bought Daimpler Motor Company. Because of this, the name Daimler was used as the model name for the company's most expensive and most luxurious products.

In September 1989, Ford Motor Company offered to purchase Jaguar Cars Ltd. which was eventually accepted in 1990. Over the years, Jaguar became the number one name in luxury cars and sports car all over the world.

In June 2007, Ford announced its intent to sell Jaguar, together with the land Rover. By January 2008, Tata Motors was announced to be the preferred bidder. And by March 26, 2008, it was officially handed over to Tata Motors.

Over the years of transition from one owner to the other, Jaguar maintained its reliability when it comes to quality luxury cars. The name Jaguar became associated with the top manufacturers in the car industry not only in England but all over the globe. Until the present, Jaguar remains to be the most coveted car brand among car collectors and enthusiasts.

Because of this rich history, Jaguar was able to create a legacy of pride in relation to high quality cars. It is also the reason why Jaguar car leasing and Jaguar contract hire is one of the most preferred by customers in UK and America.

The Range Rover L322 - A Modern Day Icon

Range Rover is a brand that spans decades and time and time again, they have proven to be innovators capable of balancing both a luxurious style and dependable functionality. The iconic Range Rover has given a unique driving experience to off-road and urban jungle explorers alike. Big names such as BMW and Ford have managed this brand and have helped develop it to the icon it is today. With the India-based multinational corporation "Tata Motors Limited" as its current owners, Land Rover is continuing to improve their Range Rover product which was first introduced back in 1970.

The history of the Range Rover is split up into three major generations. The first generation of luxury sport utility vehicles was referred to as the "Range Rover" and later on as the "Range Rover Classic" in order to separate the models from its newer counterparts. The second generation Range Rovers were dubbed as the "P38A" line and finally the third generation, modern day versions of the Rover SUVs is called as the L322.

A Look at the Classic SUV

Even with its older models, the Range Rover series was building towards a foundation of greatness. For a brand that has already spanned little over half a century, Land Rover is still finding new ways to innovate their product as well as improving their treatment of the environment.

The Classic series had a ladder-type box section chassis that resembles those in modern Land Rover automobiles but it was sporting coil springs instead of leaf springs, permanent all-wheel drive and installed disc brakes.

The engine installed in that era was the litre Rover B8 engine. Initially, third generation (L322) models were equipped with the BMW V8 4.4 litre engine until the 3.6 litre TD V8 engine was introduced to replace the part. Manual transmission has also been phased out and replaced by solely automatic transmission installations.

2010 Improvements

To keep things fresh, Land Rover has updated their 2010 release with a few jazzed up exterior features such as a newly designed grille, updated rear bumper, aerodynamic LED headlights and taillights and two powerful upgraded engines.

The L322 has also received some subtle interior face lifts. The switchgear was repositioned and redesigned which meant that the last BMW component has been replaced.

Glass cockpit LCD screens which display virtual gauges also replaced the older cluster of condition gauges. This allows the terminal to adapt, having the ability to show only certain relevant information depending on which functions are being used at any given time. For example, when the Terrain Response system is being utilized, the console may move around some displays to make way for the SUV's steering, suspension and transmission read outs.

The feature also allows for maps and navigation systems to be displayed, readily accessible to the driver to minimize the stress in travelling. Another display unit can be found in the centre console. This particular unit makes use of a bi-directional screen in order to project different displays depending on the viewer's angle, making it easy for the driver to avoid distractions while giving the passenger freedom to watch movies from the onboard DVD player.

Carro Tata Motor Aire comprimido

Muestra el desarrollo tecnologico del motor de aire comprimido (no contaminante) incorporado por Tata Motors (India)en su version Nano.

Big Fight of Small Cars

It is always good to have a family car that costs less than half the price of Harley Davidson Fat Boy. Fortunately, the fight of small cars is becoming bigger and bigger every day.

In recent times, all motor companies are concentrating on their small car. India is a huge market for small cars purchasers. The companies like Suzuki, Hyundai, Ford, Chevrolet, Skoda, Fiat and Honda have launched new small cars in order to compete in the race of small cars. Every car with less than 1300 CC gets subsidy by the Indian government, so clearly their prices are lesser.

We start with Suzuki. Suzuki has recently launched two small cars A-star and Ritz. A-start starts from just more than Rs. 3,50,000. The special thing about this car is that it's a 998 cc car with three petrol models: Lxi, Vxi and Zxi. It's a good small family car.

Ritz is the most recent launch of Suzuki, its price range is from 0.4 million to 0.55 million. The most important thing of this car is that it is available in diesel and petrol engine both. The petrol models are 1197 CC and the diesel cars are 1248 CC. Its looks are very beautiful.

Other cars lying in this category from Suzuki are: Zen Estilo and Swift. These two are relatively old models but these are also getting good response. Zen estilo starts from just over 3 lacs and 20 thousands.

Now we come to Hyundai. Hyundai is a company which has launched a good number of small cars in India, in actual sense Hyundai is the real rivals of Maruti Suzuki in the small car fight. They have already launched cars like; Santro, Gets and Santro Xing. These were launched against Maruti Zen, Wagon R, Alto and Swift.

In the recent months Hyundai has launched two small cars i10 and i20, both of these cars have their own market. i10 was the most awarded small car of the year 2008, its current price starts from 3.5 lacs and the superior models can be purchased at a price as less as 5 lacs. The most expensive model of this car is Hyundai i10 Asta which costs 5.58 lacs.

Here we come to Hyundai i20. The i20 starts from just over 5 lacs for its base model. The top model's price is higher than 8 lacs. The reason for such high price of these models is that these models are more than 1300 CC.

Now we come to the new product from TATA, which is Indica Vista. Vista is a new car with elegant looks starting from 3.4 lacs to 5 lacs. After Indica, Indica Vista is becoming a hot car for a certain class of people in India.

The General Motors has launched two small cars in recent past. These are: Chevrolet Aveo U -VA, Chevrolet Spark. Both of these cars have got good response from Indian market. The price range of Sparks is from 3.4 to 4.7 lacs. Sparks is a 995 CC car with 5 person seating capacity.

Chevrolet Aveo U -VA is a nice car available at a price just more than 4 lacs for its base model.

Skoda and Honda have also launched their small cars Fabia and Jazz respectively. But these are a little bit expensive cars. Jazz starts from 7.5 lacs and Fabia's base model costs almost 5 lacs. The superior models of Fabia are available for can be purchased in from 6 to 8 lacs.

Fiat has also joined the fight with their new car Fiat Grande Punto. Its starting price is 4.2 lacs and the higher models are available for 5 to 6.3 lacs.

People don't purchase cars everyday, so one must check all possibilities before purchasing a car. Soon we will see few more small cars coming to join the race of small cars which is getting bigger everyday.

China and India - The Booming Auto Industry

It used to be the General Motors, Ford, and Chrysler at first, then comes the new era of Germans, Americans, and the Japanese. Not so far in the future we will start to see the rise of the new markets for automobiles from China and India.

Cars have become a necessity in our daily life. With oil prices topping an all time sky high of $130USD per barrel, people are still in favor to drive their fuel guzzlers everyday to work, leisure, and errands. The demand for a four wheeler is still huge as people are eager to pay for the high fuel price.

For carmakers, solving the problem for high fuel prices is simple - reducing the sale price of the car, make it drink less fuel, and promise the customers of a better mileage for their money. This can be made simple by producing fuel economical cars in countries that are well popular for their cheap labors and raw materials - China and India.

To relate both countries by their auto industry strategies together, we will not see them doing the same approach towards their growing global market share. India, more of a place full of low cost labors, is a central hub for assembling cheap and low cost cars for the European region. Cars like Hyundai Getz, Suzuki Swifts, and so many other super minis are assembled and being exported via Chennai port. While India itself is a central hub for other car makers to build their plants and assembly line in, local car maker Tata has announced it's own super economical and fuel saving super compact, the Tata Nano. It costs a mere 1 Lakh (approximately $2500USD) and with this price, it gives the opportunity for consumers to consider a cheap and economical car.

China on the other hand has a different approach than India. Since last year China has overtaken Germany to emerge as the third largest car making country in the world. With its growing population and economy, it may one day reach the position of the Japanese car industries. Since intellectual property is not being taken in seriously in China, many vehicles are designed identically to look like some other automobiles around. They also have their own brand such as LiFan and Chery with the former trying to purchase a plant in Brazil to manufacture their own cheap and economical car engine, which will realize the car being fully China made instead of their locally assembled imported vehicles.

Looking at the rate at how their market grows, we do hope that one day China or India will emerge as the new benchmark in automotive industry, maintaining standards and quality while keeping the price low for people around the world - Would be better if they can come out with hybrid cars too.

A Trademarks Perspective to Business Naming

I have for ever met entrepreneurs and industrialists who are utmost
objective, professional and smart when it comes to business plans and
models. However when it comes to naming the venture the
same person adopts an extremely subjective stance. "My wife likes the
name; it's our family name, my daughter's and son's name coined
together..."

Well, let's admit a successful business need not always have a great
name. But then it would be equally difficult to admit that there is
nothing to a business name ... To start with a good name can make your
work of registering, branding, marketing and advertising easier.
Names can help you differentiate from competitors, be memorable and
even make an emotional connection with your audience. Mr. Kochouseph at V-Guard would vouch for the value of a name. Further have you ever
heard someone copying the name of a business that's gone bust?

This article is aimed at shedding some objective light on the
importance of apt naming from a trademark perspective.

Business names can be broadly classified under

Emotional - family or a person names. For every Tata, Birla, Muthoot,
Alukkas, Emotional names names there are a thousand obscure, unknown names.
Geographical names can also feature here such as Malabar Gold,
Tajmahal Tea, Kumarakom Lake Resort

Practical (The Functional, industry relevant and descriptive names). Best
Bakery, Infosys, Rubco, Popular Automobiles are few of prime
examples.

The Short forms- Names such as IBM, 3M, MRF, KRS and BPL would fall under this catogary

The Short Cut- Clones of bigger names and buzzwords such as Comsoft, Microserve.

The Promise or names that suggest the experience of the brand such
as Safari, Gypsy King, Director's Special, Reliance, Action Shoes.

Invented / Created or borrowed from another language Google,
Milma, Kalapani, Scooty, Tanishq, and more recently xylys.

Smart Names most cited example will be the Monster Jobsite. Names with a twist in the spelling or the meaning also come under this category. GosSip (café'), Focuz Corporation.

ED (the evocative and distinctive) Kingfisher, Apple, Splendor,
Amazon, Hush Puppies, Mindtree, Enfield Bullet.

My experience indicates that Emotional names are tricky when
it comes to legal disputes. It is recommended to avoid using a
surname. You will
find it hard to stop other people with the same name from competing
with you. Consequently, you will also find it hard to register the
brand in most countries. Ever wondered why Mr. Joy Alukkas reinvented
his retail business as JOYALUKKAS?

Avoid geographical names. These cause a number of problems.
Firstly, you cannot stop other people from using the name as a
correct descriptive term. Secondly, if you get outside a particular
geographical area, the name may no longer be appropriate. Thirdly, if
you elect to source the product from a different source, you may be
in breach of Fair Trading Laws in many countries.

Avoid names that suggest a relationship with the Indian state. It is
expressly barred by the Emblems and Names (Prevention of improper
use) Act. Names starting with Indian, Bharath, National are sure to
attract the provisions of the both the trademark and the Emblems and
Names (Prevention of improper use) Act.

If the name is purely industry relevant or descriptive of a feature
there are gains and losses to be had. Marketing people will often
tell you that descriptive name is much easier to sell and will gain
immediate recognition with relevant consumers.

In the short term, they are right, but in the medium or long term
(probably anything from 6 months upwards) this advice is very badly
wrong.

A name which describes the product or service, or something desirable
which might be achieved as a result of the product or service (for
example FAST for a postal delivery system) is one which can easily be
adopted by imitators coming onto the market. Good features of the
product, for example the words best, prime and superior can easily be
used by others to describe their goods or services, and therefore are
not good brands.

The main risk that you run is that your business will be successful,
and then an imitator, who might well be a former staff member, comes
onto the market with a similar name. If your original name was
descriptive of some feature of the product or service, you will not
be able to stop that similar name from getting onto the market, and
taking a share of the market niche which you have established. So you
have Best bakery, Best Bakers, New Best Bakery in every street corner
of the state...

Therefore, if your business is to be successful in the long term,
the name which you choose for it is very important. It is not
coincidence that two most successful children's brands in the state are POPPY and Schoobee. While clearly there is an element of luck, and perhaps an element of good management, the selection of a name which does not directly describe
any characteristic of a product or service is a critical factor in
the long term success of the operation. The expensive but smooth
transition of the former Casino Group of Hotels to CGH EARTH was possibly due to this insight.

The Short forms or Acronyms and short three letter brands are not particularly strong.
Although some are well known, such as IBM, and BMW, these have been
forced on their owners because the original words used to make up the
trademark are descriptive. They are always quite easy to imitate, for
example, it would probably be possible to launch a transport company
under the trademark KRT, without infringing KERALA ROADWAY'S
intellectual Property rights.

The Short Cuts suggest a follower attitude and even lack of imagination.
Try to avoid combinations of trendy or computer type buzzwords. There
are simply too many businesses around with names like comsoft,
microserve etc. These names are very easy to forget, as there are so
many of them. They simply lack the distinctiveness necessary to
become strong brands, unless they are hugely successful for other
reasons, for example Microsoft.

The Promise names offer a direct connection to something real, to a
part of human experience. They rise above descriptive names because
their message is more about the experience than the task and would
definitely take the name closer to an emotional connect. However the
downside is that you can have a Grand hotel, Grand Supermarket and a
Grand Bakery. To add to that from a trademark perspective, the
acquisition of ownership of these names and marks require genuine
long term usage and product association.

That leads us to safer havens of Eureka, Discordia and ED. Eureka
offers a broad spectrum of names that are easy to trademark since
they are words coined by the company itself or borrowed from foreign
cultures. If you just sit down with a scrabble set or pencil and
paper, and combine elements of your own name, you will soon come up
with a number of invented words.

The hard part is making the mental leap into adopting them as brands.
Any suitable words could sound terrible, be confusing to pronounce or
spell, and may lose "freshness" in the long run.

With Adoptive names or Eureka names it is always suggested that you carry out some
research
amongst people who speak a range of foreign languages. There is
little point in making the same mistake as Hindustan Motors with
their sub brand "Nova". In Spanish roughly means "does not work".
Likewise Volkswagen with it "Jetta" model, which means bad luck in
Italy.

Discordia names are easily retained as they disrupt the patterns of
association and cognition. They breeze through the trade mark and
registration process so that you can truly own the identity. However
do keep in mind that the consumer should not find the name too
shocking to like it.

Evocative and Distinctive names are considered the names that are
most retained in the consumers mind and have distinct emotions
attached to them. A recent example would be Moto Pebl. Kingfisher is
one such name with enough room to speak about beers and jets.

.

The actual selection of a suitable name is the hard task. As
discussed, the very best names are totally invented words, words with
a twist or even words that evoke a positive emotional connect. The
best trademarks are usually between 4
and 8 letters long, and need not have a discernable meaning in any
language and may not have any relationship to any characteristic of
the product or service.

Creating or identifying a unique name is not enough; you will have to
confirm that the name doesn't infringe on someone else's existing
trademark. Herein take note that in the Indian trademark system
goods/services fall under the preview of 42 classes. It is essential
to identify the relevant classification of goods and services and do
a trademark search covering the Indian Trademark database as well as
a company name search with the Registrar of Companies.

Only after you obtain a genuine no conflict report for
trademark/company name search should you proceed with the actual
naming (we at TM4I are used to having people come to us for a
trademark search after having printed their stationary, got their
licenses/ approvals only to realize later that some else owns the
trademark) ).

As a signing off note, it is important that you own your
name and identity like any other asset. After that it is essential to be consistent and constant in usage of the mark.

Jaguar- gorgeous

the most fitting advert for such a classy brand

Range Rover Sport - Supercharged For 2010

When you think about luxury SUVs, the Land Rover brand is likely to come into mind. The popular series of luxury sport utility vehicles was produced by the British automaker Land Rover who is known for their high quality 4x4 all-terrain vehicles. Land Rover now operates as a part of the Jaguar Land Rover business under the Tata Motors of India. The fifth in its series of Land Rover models, the Range Rover Sport represents a fresh direction for the marque's designs.

A Mix of Practicality and Luxury

Maurice Wilks was responsible for building and launching the British company's first off-roader back in 1948. Wilks design was reportedly inspired by an American jeep he had ridden called the Willys MB US army jeep. Wilks was in his farm in Newborough, Anglesey at the time when he discovered the need for a utility vehicle for farmers and decided to invest in making an off-road utility vehicle.

Maurice and Spencer Wilks (the general manager of Rover at that time) made the first Land Rover prototype by using a Jeep chassis with a Rover gearbox and engine that still made use of a Jeep transmission. The Land Rover brand is not only a pioneer series specializing in civilian all-terrain, rugged utility vehicles, but also a brand that can be shown in the most high class and luxurious venues.

The Range Rover Sport is the fifth in the luxury sport all-terrain utility vehicle models of the Land Rover. It is made using a totally different design direction as opposed to the Freelander back in 1996 using the concept unveiled for the Range Stormer in 2005. The Sport is a variation of the concept and is being marketed as dedicated sports touring SUV. It has gotten a noteworthy upgrade for 2010 to compete with its speed-hungry and flashy new rivals such as the Porsche Cayenne and the BMW X6 M.

The Sport has an impressive array of off-road proficiencies at its core which certainly lives up to the high standards set by its Land Rover predecessors. It only comes with an automatic transmission like the Range Rover and is intended to be a driver-focused SUV visibly indicated by the design of its LED headlights and taillights.

Falling in Love with the Sport

The Sport has been thoroughly upgraded for this year. This includes a brand new six-speed automatic transmission, a pair of pepped-up "Supercharged" engines and a few practical alterations to its interior. The Sport SUV definitely gives more value for your money because the model's fuel economy improves by 14 percent. The sporty Range Rover may be a giant but it does not mean it is sluggish on the road. The Terrain Response system which gives presets for a variety of driving conditions, coupled with the Rover design technology makes this model a smooth ride even with aggressive driving.

It is not hard to fall in love with the Sport because it lives up to its promises quite well and does an astonishing job of being both a practical all-terrain machine and a luxury accommodation. This year's upgrade coupled with the tradition of reliability of the Land Rover brand for over half a century definitely delivers an irresistible package.

ESCALA TATA clase especial

nota realizada en Modelarg tv

The Wild Bunch alight on Mugello

motogp.com previews the sixth round of the 2008 motogp World Championship, with the home riders particularly keen to impress at the Gran Premio d'Italia Alice, which takes place at Mugello from 30th May-1st June.

Honda Integra - GTA San Andreas

Honda Integra - www.sitedogta.com.br - O Integra é um coupé compacto da Honda, que atualmente deixou de ser fabricado em excusivo no Japão. Mais conhecido na sua geração DC2, 95~2001, este desportivo recebeu o lendário motor B-Series da Honda, no caso o B18C1 (no modelo GSR USDM) eo B18C6 (no modelo Type-R JDM). Estes geravam 200 hp, obtendo assim uma potência específica de 110 cv/l, valor este perfeitamente excepcional. Os dois são dotados do sistema de comando variável da Honda, o VTEC. Além de bom desempenho em rectas, o Integra ficou conhecido pelo excelente comportamento em curva, motivo pelo qual em pistas e circuitos fechados anda a par de modelos muito mais potentes como o Subaru Impreza sti, o Lancer Evo IX eo próprio Civic EP3, Type-R produzido até 2005. A nova geração, recebeu design moderno eo novo motor K20A3, consegue aliar potência e economia. Gera cerca de 220 hp no JDM, e é sem dúvidas um motor muito eficiente, visto que sua potência específica fica em torno de 110 cv/l. Hoje a produção do DC5 (Integra Type-R) acaba de ser discontinuada.

A Sport Utility Vehicle From Jaguar

Speculation over the possibility of a Jaguar SUV has been going on for a long time. Ford, was approached with the inquiry while they were still owner of Jaguar in 2008-they denied it. The new owner of Jaguar, Ratan Tata (the boss at Tata Motors) was asked-he denied it. Will it be or not? Denials to the contrary, some believe competition may compel the birth of this new breed of a well-known cat.

Jaguar SUV

A good reason to believe an SUV could be in Jaguar's future is because BMW has doubled-down on its previous sport utility model X5 with the X6 back in 2009. This signals a commitment to the luxury SUV market that Jaguar cannot afford to ignore. If BMW has success, then it is reasonable to conclude that Tata Motors will either have to add luxury to the Land Rover or ruggedness to the Jaguar. The later seems more plausible than the former inasmuch as BMW and Jag have been long-term rivals in the luxury/sport field.

The idea of a luxury SUV has obviously gotten traction. These vehicles address a niche market composed of those who like the capability of a four wheel drive truck-like vehicle while being surrounded by luxury. It is a bit captivating to be insulated from the elements while at the same time overpowering them-what is not to love about that?

So what are these denials about? Why would Tata appear to be so against an SUV of the Jaguar kind? There are several reasons for such an assessment. Tata Motors has only recently (late 2008) acquired Jaguar from Ford Motor Company. Ford already had plans to add a pinnacle to the XK range with the XKR-R and to facelift the rest of the XK and XJ models. In carrying out those plans during the initial management phase, Jaguar will experience a smoother transition of ownership. Also, Tata would like for the previously unrealized potential in the Jaguar line to become reality. A first priority would be to re-establish its luxury sedan and sports car lines. Mr.Tata even has plans for an new XE sports car line. This anticipated masterpiece will be lightweight with all new engine offerings and looks that are stunning. Finally, Tata believes that a Jaguar SUV would take sales from the already legendary Land Rover line.

Jaguar has already flirted with the idea of a utilitarian luxury vehicle. The X Type Estate four wheel drive-available in Europe-was released. While not a completely serious SUV, the Estate has performed above many users expectations. Equipped with four wheel drive, it has been impressive in road tests including traction, control and even making it down a ski slope. The technology of the latest version of this car is surprisingly efficient and gets you through when some others fail. It is not as if Jaguar could not be impressive in this market and even excel in it.

Competition is the real driver in this discussion. As previously mentioned, BMW has already opened the door through which a Jaguar SUV could someday roll. Other companies who compete with Jaguar have concluded that they need luxury SUVs in their line to survive in North America. The 2.1 billion dollar acquisition of Jaguar by Tata is all about not being limiting. Putting any kind of leash on a Jaguar is as foolish as it is dangerous.

The People's Car - Tata Nano

Press conference. Ratan N. Tata, chairman, Tata Group and Tata Motor: on The People's Car launch, standard and deluxe versions

QT_MOVIE_TRAILER_FULL_Motor Expo_TaTa.mov

Motor Expo tata

Will We Be Able to Buy the $2500 Tata Nano in the United States?

The Tata Nano is a car that is selling for $2500 dollars in India. It is a vehicle that runs on 2 cylinders, obtains a top speed of 65, and gets over 50 mpg. Tata Motors says that it will comfortably sit four people. Of course for 2500$ you do not get leather seats, cruise control, air conditioning, or even a radio. Some of these options are or will be available now and in the future.

Considering gas prices this would potentially be a hot seller in the United States. After all it has received a firestorm of international publicity. They are small I'll take two.

Will we be able to buy the Nano some time in the future? No, at least not anytime soon.

Why won't we be able to buy what could be called a "lifesaver" for many Americans? The simple answer is because Tata Motors, which is in fact one of the world's largest automakers is based in India. They are going to target markets in India and in third world countries.

There are questions about passing stringent emission standards. They will not have to worry about that problem in third world countries. However, they do plan on being able to pass the current EU standards sometime in the next couple of years.

Another problem would be the United States' strict safety standards. I have read that if they were to make the required modifications that the car would cost approximately 10,000$ by the time it got into the hands of American consumers.

Under current conditions it would be nice if these standards could be relaxed. Perhaps there could be two different official safety "classes" of cars so that the consumer would realize if they bought a class II car that this car does not possess the optimum safety measures that a Class I car would have. People could then make a decision on whether they want to use this car strictly as transportation to and from work or if they would want to transport their family members in this car. Insurance companies I am sure would be able to use these classes when assigning premium amounts.

After all if we let people ride on motorcycles, in some states without helmets, then I should be able to drive myself to work on four wheels, with a windshield in front of me and a roof over my head. That would seem to be at least as safe as riding on a motorcycle. I can buy an "ultra-lite" aircraft and fly in the air without a pilots license. The fact is that if I lived closer to work I would be riding a scooter.

Who would not want American's to be driving these gas saving cars?

I can think of only two groups of people. Oil rich Arabs and Detroit auto manufacturers.

Sudarshan Sukhani's top bristles picks for today's trade

Sudarshan Sukhani of Technical Trends is bullish on Dabur India, Chambal Fertilisers, Bharat Petroleum Corporation Limited (BPCL), Mangalam Cements and Orchid Chemicals.PART2

Dreams On Wheels: Jaguar-Land Rover

The country's top automaker, Tata Motors, on Sunday (June 28) launched in India its marquee car brands Jaguar and Land Rover, which it had acquired from the US car maker Ford.

Sport Utility Trailers - Let the Games Begin

If outdoor fun is what drives your weekends, the right equipment makes all the difference for loading and unloading and getting ready for another weekend all over again. Sport utility trailers provide the versatility you need to get you and your equipment to wherever your final destination may be.

One of the keys of a truly great and functional sport utility trailer is that is fits the activities of you like to take part in. For instance, if motor cross is your sport of choice certain types of tie down straps and tracks for loading and unloading the bikes. Some trailers can include lockers for storage of equipment such as helmets and gloves. This may or may not be an option you need, but it may be something to consider.

If ATVs are your vehicle of choice, these vehicles require special tracks and mechanisms to make sure that they are truly locked onto the trailer. These locking devices aren't very expensive and keep the ATV in place. This brings peace of mind if you are traveling overnight.

Sometimes the whole sports teams relies on your trailer and you wind up hauling all the football uniforms, tents and the rest of the paraphernalia that is required for this game. An enclosed utility trailer that has electricity is a good option. The inside can be equipped with numerous hooks for clothes and parts of uniforms.

Many people travel to festivals on weekends to compete in various types of sports. Some of these sports might be of the Renaissance type such as jousting, and hand to hand combat item. Should you need a place to put your chain mail or your sword, an enclosed trailer makes sure all of your armor is safe.

Trailers can be retro fitted with kennels if you like to travel to dog shows on weekends. Depending on the length of the trailer, you could probably take six dogs comfortably to win your next championship ribbon. This also works for cats also, but a litter box needs to also be placed in the kennel.

Craft fairs would not probably be considered a sport, but if you are a small business that hauls its wares to craft fairs on the weekends and throughout the summer, a sport utility trailer is a great option. Special fold out areas for display shelves and working areas can be incorporated into the trailer giving new meaning to a mobile office.

The Best of the British - British Cars to Be Seen In

When you think of the world's greatest car brands there are quite a few manufacturers that spring to mind. Amongst which you could imagine the Italian Ferrari and the German BMW but whilst a lot of these may originate from foreign countries there are still a lot of great UK car brands that are extremely popular and have been for many years.

Unfortunately in recent years a lot of UK car manufacturers have either been bought or have folded due to the turbulence of the motor industry. Despite the sale of many brands to foreign companies there still remains a British heritage which enthusiasts won't quickly forget.

Aston Martin
Aston Martin is as British as James Bond himself, proved by the Aston being 007's car of choice in the James Bond films (notwithstanding a brief switch to BMW and Ford in a few of the more recent films). Aston Martin is well known for making incredibly stylish supercars including the DB9 and the Vanquish. Aston Martin is one brand that has stood the test of time and part of this can be put down to its thoroughly British image.

Jaguar
Jaguar is now owned by Indian Tata Motors under the Jaguar Land Rover brand but there is still something refined and British about the Jaguar brand that people have associated with class and prestige for many years. The brand is famed for its drop top roadsters from the 1960s that have been seen in many films such as Austin Powers.

Rolls Royce
The Rolls Royce has always been known as the car of millionaires - classic, large vehicles - often used as limousines. Rolls Royce cars are one of the instantly recognisable British car brands and in recent years Rolls Royce has produced exclusive and expensive models like the Phantom, favoured by celebrities such as P Diddy and 50 Cent.

Lotus
Lotus is another iconic British car brand which not only produces road cars but also racing cars. The Lotus range of sports cars, including the Elise and Exige, are well known for being amongst the smallest yet faster supercars available. Former owners Bugatti and current owners Proton have kept the Lotus racing heritage alive with their range of supercars still being bought and produced today.

Air Transport a Marvelous Gift of Science

Science is a great blessing to mankind. It has transformed our life to a great extent from what it used to be few years back. The triumph of science is seen everywhere. Science has changed the face of the earth, the world has changed more during the past 100 years than during 4000 years before. In fact, we have ceased to look upon trains or motor cars, electric fans or telegraph or radio as marvels of Science. Today, we see the greatest and marvelous gift of Science that is, 'fly like a bird' in the open sky. Since long, man was satisfied with buses, trains or even ships. He wanted to fly in the sky like birds. He craved for wings. This desire of man let to the invention of the aeroplane by the Wright brothers in 1903.

Aeroplanes are the gift of Science as mode of air transportation. Science has made traveling a pleasure particularly air travel. Through air travel, Science has spanned the sky, measured the oceans and wrested from nature many of her hidden treasure. It has annihilated time and distance and made the contact with world easier and quicker. Early man used to go from one place to another on foot and then gradually he used animals as beasts of burden. Thus, road transport progressed and then railways and water transport was invented. However, human being was not satisfied with all this. He invented aeroplanes. With air travel, The whole world is well-connected by a network of different airways.

In today's world, man has become very tast going and is always occupied with many tasks at one time. He wants to save time in every respect, particularly, when he is to travel from one place to the other place. He doesn't want to waste a single moment in transit. Under such circumstances, it is air transport only which has helped him in a big way.

Air - travel is found to be most comfortable. There are no hindrances and traffic jams as is mostly there in road transport or problems associated with railways. In India, Tata Sons and National Airways began air operations in 1932 with light and single engined aircraft for the purposes of mail transportation. It was only after World War II that full-fledged advanced type of aircraft started operating in India. They connected all important destinations. Then, in 1953, civil air transport was nationalized in India due to financial constraints being faced by the sector. Since then, tremendous progress has been made. Today, there are various domestic and international airlines carrying passengers to different parts in India and to the various parts of the world.

Though air travel is considered as one of the best contributions of Science yet it has got various limitations. Firstly, it is very costly and only the rich people can avail the facility of air transportation. A common man can travel in the train only. Secondly, air travel can be risky and dangerous. This is because if there is any mishap or accident, there is no chance of survival. Accidents prove to be very fatal and loss of life and property in a huge manner. Also the air travel becomes dangerous whenever the weather condition are adverse.

There has been a constant desire of a man to develop more advanced and sophisticated aeroplanes. He has not been deterred by the hazards of accidents in traveling by aeroplanes. Man has seen the importance of aeroplanes in war times. Today, the United States of America has the most sophisticated fighter planes which can destroy enemy camps within seconds and at any time of the day or night. Today wars are won with the strength of air power.

This wonderful invention of Science in recent years has progressed by leaps and bounds. The emphasis is on more speed, safety, passenger - comfort and convenience. There is more and more competition among various airlines to offer the most competitive rates and most convenient timings. The future of air-travel is bound to get brighter in the times ahead. The efforts are being made to make the air transportation more safe and economical through new researches.

A Tata Nano Fighter For Hyundai?

When India's Tata Motors announced earlier this year plans to bring an ultra-cheap commuter car to the market for just $2500, the automotive industry was shaken to its core. Though that car won't be finding its way to the US market anytime soon, the Nano represents a wholesale shift in the way cars are built: basic transportation priced well below the prevailing market rate.

Indeed, with the Indian consumer market expected to grow exponentially over the next decade, Tata's announcement has forced major automakers around the globe to figure out ways to compete or lose out on serving a populace of 1.1 billion consumers who might be attracted to the Nano. For Korean automaker, Hyundai, the company already has a response available in the form of its i10 five-door hatchback, a car that could beat the Smart Fortwo in price and fuel economy if its rumored shipment to the US takes place as some are hoping that it will.

Better Fuel Economy Than The Smart Fortwo

Though the Hyundai i10 can't compete on price with the Tata Nano, it could be just the car American drivers embrace. Weighing in at 1892 lbs, the i10 matches the curb weight of the Smart Fortwo. However, in order to meet stringent US safety requirements, the car will likely add 400 lbs to its girth and get a slightly larger engine than the 1.1L I4 now powering the car. Still, with its light weight and its diminutive size the highway fuel projection for the i10 is 47 mpg, well above the current 40 mpg for the Smart Fortwo.

Besides its light weight, the i10 would offer antilock brakes, fog lights, keyless entry, and dual airbags. Priced at between $7800 and $11,200 in India, a basic model could still retail for just under $10,000 if it goes on sale in the US.

Winning The Battle Against $4 Fuel

Judging that the tiny Smart Fortwo is selling fairly well in the US, a slightly larger, heavier, yet more fuel efficient Hyundai i10 could become the de facto commuter car of choice here in the US, helping take the sting out of $4 per gallon fuel prices.

Perhaps the best news about the little Hyundai is that the automaker is already building and exporting the tiny car to seventy markets around the world. Its main factory? In Chennai, India - the very country where Hyundai hopes to sharply increase its market share.

(Source: Motor Trend)

Tata Motors - Thexetashootout Video Contest Winners

Winning videos Insha & Ishan Kapoor