ASSIGNMENT

OF

“GLOBAL STRATEGIC MANAGEMENT”

TOPIC: “JAGUAR COMPANY”

SUBMITTED TO: SUBMITTED BY:

DR.PUSHPINDER SINGH GILL SAZEL GARG (1409)
RITIKA SOOD (1419)
ROHIN GARG (11354008)
MBA (IB)
SEM 4TH

1
 INDEX
CONTENTS PAGE NO.
1. ABOUT JAGUAR 3-4
2. HISTORY 5-16
3. LEADERS OF JAGUAR 17-20
4. MARKETING STRATEGY 20-21
5. MARKETING MIX 22-24
6. SWOT ANALYSIS 24-26
7. STRATEGY & TARGETS 26-27
8. MISSION, VISION, VALUES 27-28
9. QUALITY, DEPENDIBILITY, RELIABILITY
28-29
10. JAGUAR SALES GLOBALLY 29-30
11. CONCLUSION 31
12. BIBLOGRAPHY 32

2
 About the Jaguar:
Jaguar's business was founded as the Swallow Sidecar Company in 1922,
originally making motorcycle sidecars before developing bodies for passenger
cars. Under the ownership of S. S. Cars Limited the business extended to
complete cars made in association with Standard Motor Co, many
bearing Jaguar as a model name. The company's name was changed from S. S.
Cars to Jaguar Cars in 1945. A merger with the British Motor
Corporation followed in 1966, the resulting enlarged company now being
renamed as British Motor Holdings (BMH), which in 1968 merged with
Leyland Motor Corporation and became British Leyland, itself to
be nationalised in 1975.
Jaguar was spun off from British Leyland and was listed on the London Stock
Exchange in 1984, becoming a constituent of the FTSE 100 Index until it was
acquired by Ford in 1990. Jaguar has, in recent years, manufactured cars for
the British Prime Minister, the most recent delivery being an XJ in May 2010.
The company also holds royal warrants from Queen Elizabeth II and Prince
Charles.
In 1990 Ford acquired Jaguar Cars and it remained in their ownership, joined in
2000 by Land Rover, till 2008. Ford then sold both Jaguar and Land Rover
to Tata Motors. Tata created Jaguar Land Rover as a subsidiary holding
company. At operating company level, in 2013 Jaguar Cars was merged with
Land Rover to form Jaguar Land Rover Limited as the single design,
manufacture, sales company and brand owner for both Jaguar and Land Rover
vehicles.
Since the Ford ownership era, Jaguar and Land Rover have used joint design
facilities in engineering centres at Whitley in Coventry and Gaydon in

3
Warwickshire and Jaguar cars have been assembled in plants at Castle
Bromwich and Solihull.
In September 2013 Jaguar Land Rover announced plans to open a 100
million GBP (160 million USD) research and development centre in
the University of Warwick, Coventry to create a new generation of vehicle
technologies. The carmaker said around 1,000 academics and engineers would
work there and that construction would start in 2014

Product type Cars

Owner Jaguar Land Rover (since
2013)
Produced by Jaguar Land Rover
Country United Kingdom
Introduced 1935
Related brands Land Rover
Markets Worldwide
Previous Jaguar Cars (1935-2012)
owners
Tagline Born to Perform
Website www.jaguar.com

Jaguar Cars (company)

Industry Automotive
Fate 2013 merged with Land
Rover to form Jaguar Land
Rover
Predecessor SS Cars Limited
Successor Jaguar Land Rover
Founded 1934 (as SS Cars)
Founder Sir William Lyons
Defunct 31 December 2012
Headquarters Whitley, Coventry, United
Kingdom

4
 
 Independent (1934-1966)
Parent  British Motor
Holdings (1966-1968)
 British Leyland (1968-1984)
 Independent (1984-1990)
 Ford Motor
Company (1990-2008)
 Tata Motors (2008-2012)

HISTORY
Birth of the cars
The Swallow Sidecar Company was founded in 1922 by two motorcycle
enthusiasts, William Lyons and William Walmsley. In 1934 Walmsley elected
to sell-out and in order to buy the Swallow business (but not the company which
was liquidated) Lyons formed S.S. Cars Limited finding new capital by issuing
shares to the public.

SS Jaguar 2½-litre sports saloon

SS Jaguar 100 open 2-seater

Jaguar first appeared in September 1935 as a model name on an SS 2½-

litre sports saloon. A matching open two seater sports model with a 3½-litre
engine was named SS Jaguar 100.
On 23 March 1945 the S. S. Cars shareholders in general meeting agreed to
change the company's name to Jaguar Cars Limited. Said chairman William

5
Lyons "Unlike S. S. the name Jaguar is distinctive and cannot be connected or
confused with any similar foreign name."
Though five years of pent-up demand ensured plenty of buyers production was
hampered by shortage of materials, particularly steel, issued to manufacturers
until the 1950s by a central planning authority under strict government control.
Jaguar sold Motor Panels, a pressed steel body manufacturing company bought
in the late 1930s, to steel and components manufacturer Rubery Owen, and
Jaguar bought from John Black's Standard Motor Company the plant where
Standard built Jaguar's six-cylinder engines[12] From this time Jaguar was
entirely dependent for their bodies on external suppliers, in particular then
independent Pressed Steel and in 1966 that carried them into BMC, BMH and
British Leyland.

SS Jaguar 3½-litre, 125 HP drop head coupé 1940

Jaguar made its name by producing a series of successful eye-catching sports
cars, the Jaguar XK120 (1948–54), Jaguar XK140 (1954–57), Jaguar
XK150 (1957–61), and Jaguar E-Type (1961-75), all embodying Lyons' mantra
of "value for money". The sports cars were successful in international
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, Pace", a mantra epitomised
by the record sales achieved by the MK VII, IX, Mks I and II saloons and later
the XJ6. During the time this slogan was used, but the exact text varied.
The core of Bill Lyons' success following WWII was the twin-cam straight
six engine, conceived pre-war and realised while engineers at the Coventry
plant were dividing their time between fire-watching and designing the new
power plant. It had a hemispherical cross-flow cylinder head with valves
inclined from the vertical; originally at 30 degrees (inlet) and 45 degrees
(exhaust) and later standardised to 45 degrees for both inlet and exhaust.

6
 XK engine in an E-Type
As fuel octane ratings were relatively low from 1948 onwards, three piston
configuration were offered: domed (high octane), flat (medium octane), and
dished (low octane).
The main designer, William "Bill" Heynes, assisted by Walter "Wally" Hassan,
was determined to develop the Twin OHC unit. Bill Lyons agreed over
misgivings from Hassan. It was risky to take what had previously been
considered a racing or low-volume and cantankerous engine needing constant
fettling and apply it to reasonable volume production saloon cars.
The subsequent engine (in various versions) was the mainstay power plant of
Jaguar, used in the XK 120, Mk VII Saloon, Mk I and II Saloons and XK 140
and 150. It was also employed in the E Type, itself a development from the race
winning and Le Mans conquering C and D Type Sports Racing cars refined as
the short-lived XKSS, a road-legal D-Type.
Few engine types have demonstrated such ubiquity and longevity: Jaguar used
the Twin OHC XK Engine, as it came to be known, in the Jaguar XJ6 saloon
from 1969 through 1992, and employed in a J60 variant as the power plant in
such diverse vehicles as the British Army's Combat Vehicle Reconnaissance
(Tracked) family of vehicles, as well as the Fox armoured reconnaissance
vehicle, the Ferret Scout Car, and the Stone field four-wheel-drive all-terrain
lorry. Properly maintained, the standard production XK Engine would 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. Victory at the 1955 Le Mans was overshadowed by it
being the occasion of the worst motorsport accident in history. Later in the
hands of the Scottish racing team Ecurie Ecosse two more wins were added in
1956 and 1957. In spite of such a performance orientation, it was always Lyons'
intention to build the business by producing world-class sporting saloons in
larger numbers than the sports car market could support. Jaguar secured
financial stability and a reputation for excellence with a series of elegantly
styled luxury saloons that included the 3-litre and 3½ litre cars, the Mark VII,
VIII, and IX, the compact Mark I and 2, and the XJ6 and XJ12. All were
deemed very good values, with comfortable rides, good handling, high
performance, and great style.

7
Combined with the trend-setting XK 120, XK 140, and XK 150 series of sports
car, and nonpareil E-Type, Jaguar's elan as a prestige motorcar manufacturer
had few rivals. The company's post-War achievements are remarkable,
considering both the shortages that drove Britain (the Ministry of Supply still
allocated raw materials) and the state of metallurgical development of the era.
In 1950, Jaguar agreed to lease from the Ministry of Supply the Daimler
Shadow 2 factory in Browns Lane, Allesley, Coventry, which at the time was
being used by The Daimler Company Limited and moved to the new site from
Foleshill over the next 12 months. Jaguar purchased Daimler – not to be
confused with Daimler-Benz or Daimler AG—in 1960 from BSA. From the late
1960s, Jaguar used the Daimler marque as a brand name for their most
luxurious saloons.
An end to independence
Pressed Steel Company Limited made all Jaguar's (monocoque) bodies leaving
provision and installation of the mechanicals to Jaguar. In mid-1965 British
Motor Corporation (BMC), the Austin-Morris combine, bought Pressed Steel.
Lyons became concerned about the future of Jaguar, partly because of the threat
to ongoing supplies of bodies, and partly because of his age and lack of an heir.
He therefore accepted BMC's offer to merge with Jaguar to form British Motor
(Holdings) Limited. At a press conference on 11 July 1965 at the Great Eastern
Hotel in London, Lyons and BMC chairman George Harriman announced,
"Jaguar Group of companies is to merge with The British Motor Corporation
Ltd., as the first step towards the setting up of a joint holding company to be
called British Motor (Holdings) Limited". In due course BMC changed its name
to British Motor Holdings at the end of 1966. BMH was pushed by the
Government to merge with Leyland Motor Corporation Limited, manufacturer
of Leyland bus and truck, Standard-Triumph and, since 1967, Rover vehicles.
The result was British Leyland Motor Corporation, a new holding company
which appeared in 1968, but the combination was not a success. A combination
of poor decision making by the board along with the financial difficulties of,
especially, the Austin-Morris division (previously BMC) led to the Ryder
Report and to effective nationalisation in 1975.
Temporary return to independence
Over the next few years it became clear that because of the low regard for many
of the group's products insufficient capital could be provided to develop and
begin manufacture of new models, including Jaguars, particularly if Jaguar were
to remain a part of the group.
In July 1984, Jaguar was floated off as a separate company on the stock
market – one of the Thatcher government's many privatisations– to create its
own track record.
Installed as chairman in 1980, Sir John Egan is credited for Jaguar's
unprecedented prosperity immediately after privatisation. In early 1986 Egan
reported he had tackled the main problems that were holding Jaguar back from

8
selling more cars: quality control, lagging delivery schedules, poor productivity.
He laid off about one third of the company's roughly 10,000 employees to cut
costs. Commentators later pointed out he exploited an elderly model range (on
which all development costs had been written off) and raised prices. He also
intensified the effort to improve Jaguar's quality. In the US the price increases
were masked by a favourable exchange rate.
Ford Motor Company era

Jaguar S-Type based on the Ford DEW98 platform

Ford made offers to Jaguar's US and UK 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.
Under Ford's ownership, Jaguar never made a profit.
Under Ford's ownership Jaguar expanded its range of products with the launch
of the S-Type in 1999 and X-type in 2001. After Land Rover's May 2000
purchase by Ford, it became closely associated with Jaguar. In many countries
they shared a common sales and distribution network (including shared
dealerships), and some models shared components, although the only shared
production facility was Halewood Body & Assembly, 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, Ripple wood
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 automobile manufacturer from India) and Apollo Management all
initially expressed interest in purchasing the marques 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

9
in August 2006, but backed out upon learning that 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.
Tata Motors era
On 1 January 2008, Ford formally declared that Tata was the preferred
bidder. Tata Motors also received endorsements from the Transport And
General Worker's 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 detailed discussions
with Tata concerning 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 would
finance the deal with a USD 3 billion loan.
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 they expected to
complete the sale 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.
On 18 January 2008, Tata Motors, a part of the Tata Group, established Jaguar
Land Rover Limited as a British-registered and wholly owned subsidiary. The
company was to be used as a holding company for the acquisition of the two
businesses from Ford - Jaguar Cars Limited and Land Rover. That acquisition
was completed on 2 June 2008. On 1 January 2013, the group, which had been
operating as two separate companies (Jaguar Cars Limited and Land Rover),
although on an integrated basis, underwent a fundamental restructuring. The
parent company was renamed to Jaguar Land Rover Automotive PLC, Jaguar
Cars Limited was renamed to Jaguar Land Rover Limited and the assets
(excluding certain Chinese interests) of Land Rover were transferred to it. The
consequence was that Jaguar Land Rover Limited became responsible in the
UK for the design, manufacture and marketing of both Jaguar and Land Rover
products.
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 to Browns Lane, which had been a
wartime "shadow factory" run by The Daimler Company. Today, Jaguars are
assembled at Castle Bromwich in Birmingham. The historic Browns Lane

10
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
In 2000, Ford turned its Halewood plant over to Jaguar following the
discontinuation of its long running Escort that year for Jaguar's new X-
Type model. It was later joined by the second-generation Land Rover
Freelander 2, from 2007. Jaguars ceased being produced at Halewood in 2009
following the discontinuation of the X-Type; Halewood now becoming a Land
Rover-only plant.
A reduced Browns Lane site operates today, producing veneers for Jaguar Land
Rover and others, as well as some engineering facilities. A new assembly plant
was opened at Pune, India in April 2011.
Jaguar will begin producing the Jaguar XE - the replacement for the X-Type - at
Land Rover's Solihull plant in 2015, the first non-4x4 passenger car to be
produced at the plant since the Rover SD1 in the late 1970s.
Current car models
F-Type

Jaguar F-Type
The F-Type convertible was launched at the 2012 Paris Motor Show, following
its display at the Goodwood Festival of Speed in June 2012, and is billed as a
successor to the legendary E-Type. In fact, the Series III E-Type already had a
successor, in the form of the XJS, which was in turn replaced by the XK8 and
XKR. The F-Type nevertheless returns to the 2-seat plan that was lost with the
introduction of the Series III E-Type, which was available only in a 2+2-seat
configuration. It was developed following the positive reaction to Jaguar's C-
X16 concept car at the 2011 Frankfurt Auto Show. Sales will begin in 2013
with three engine choices; two variants of the AJ126 V6 petrol engine and the
AJ133 V8 petrol engine.

XE

Jaguar XE

11
The XE is the first compact executive Jaguar since the 2009 model year X-Type
and is the first of several Jaguar models to be built using Jaguar's new modular
aluminium architecture, moving the company away from the Ford derived
platforms that were used in the past for the X-Type and XF. The use of Jaguar's
own platform allows the XE to feature either rear-wheel drive or all-wheel drive
configurations, and it is the first car in its segment with an aluminium
monocoque structure. Originally announced at the 2014 Geneva Motor
Show with sales scheduled for 2015.

XF

The Jaguar XF is a mid-size executive car introduced in 2008 to replace the S-

Type. 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 2.2-
litre I4 and 3.0-litre V6 diesel engines, or 3.0 litre V6 and 5.0-litre V8 petrol
engines. The 5.0 Litre engine is available in supercharged form in the XFR.
From 2011, the 2.2-litre diesel engine from the Land Rover Freelander was
added to the range as part of a facelift.

XJ

The Jaguar XJ is a full-size luxury saloon. The model has been in production
since 1968 with the first generation being the last Jaguar car to have creative

12
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 lay a highly advanced
aluminium construction that put the XJ 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 5-litre V8 engine in the XJ Super sport can accelerate the car from 0 to
60 mph (0–97 km/h) in 4.7 seconds, and has a UK CO2 emission rating of
289 g/km. To cater to the limousine market, all XJ models are offered with
a longer wheelbase (LWB) as an option, which increases the rear legroom.

R models

Jaguar XKR-S
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 eight-cylinder engine with supercharger from 1997 to present. The
1997–2003 XJR produced 370 horsepower (276 kW) and 385 pound-feet
(522 N⋅m) of torque, taking the car to 60 mph (97 km/h) in 5 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 4.8 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 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

13
other R models. It was replaced by the XFR, featuring a 5.0 L supercharged V8
producing 510 hp (380 kW).
 Jaguar XFR 510 hp (380 kW) mid-size saloon
 Jaguar XKR 510 hp (380 kW) coupé and cabriolet
 Jaguar XFR-S 550 hp (410 kW) mid-size saloon
 Jaguar XKR-S 550 hp (410 kW) coupé and cabriolet
 Jaguar XJR
 Jaguar F-Type R 550 hp (410 kW) coupé

Future models:
After years of speculation, Jaguar designer Ian Callum confirmed in early 2012
that there would not be a Jaguar SUV, but suggested that he may be designing a
crossover for Jaguar. In 2013 Jaguar announced the C-X17 concept, and in
January 2015 announced the Jaguar F-Pace, due for a 2015 debut prior to going
on sale in 2016. It will incorporate many cues from the C-X17 concept as the
first-ever Jaguar crossover.

Complete line-up
Large executive
 1935–1955 2½ Litre saloon
 1937–1948 3½ Litre saloon
 1948–1951 Mark V
 1951–1957 Mark VII (& VIIM)
 1957–1959 Mark VIII
 1959–1961 Mark IX
 1961–1966 Mark X
 1966–1970 420G
 1968–1987 XJ6 Series 1, 2 & 3
 1972–1992 XJ12
 1986–1994 XJ6 (XJ40)
 1993–1994 XJ12 (XJ81)
 1995–1997 XJ6 & XJ12 (X300 & X301)
 1998–2003 XJ8 (X308)
 2004–2007 XJ (X350)
 2008-2009 XJ (X358)
 2009–date XJ (X351)
Compact executive
 1935–1949 1½ Litre saloon
 1955–1959 Mark 1
 1959–1967 Mark 2
 1963–1968 S-type
 1966–1968 420
 1966–1968 240 & 340

14
 1999–2008 S-type
 2001–2009 X-type
 2008–present XF
 2015–present XE

Sports
 1948–1954 XK120
 1954–1957 XK140
 1957–1961 XK150
 1961–1974 E-Type
 1975–1996 XJ-S
 1992–1994 XJ220
 1997–2006 XK8/XKR (X100)
 2006–2014 XK (X150)
 2013–present F-Type
 2016-present F-Pace
Racing and competition
 1950s C-Type
 1950s D-Type
 1960s E-Type Lightweight
 1985–1992 XJR-5 through XJR-17
 2009 XFR Bonneville Salt Flats speed record
 2010 Jaguar RSR XKR GT2

Facilities:
Jaguar Land Rover operations are split between several sites, most of which are
used for work on both the Jaguar and Land Rover brands.

Current plants
 Whitley Engineering Centre - Jaguar Land Rover's headquarters and a
research and development centre. The older part of this plant was acquired
from Peugeot in the 1980s, and was formerly a First World War airfield, an
aircraft factory and then a missile factory before being sold to the Rootes
Group (later Chrysler Europe).
 Gaydon Engineering Centre - Jaguar Land Rover's other research and
development centre. Formerly an RAF bomber base before being acquired
by British Leyland and redeveloped as a vehicle design, development and
testing centre. Part of this site is also the Aston Martin headquarters,
development centre and factory.
 Castle Bromwich - Jaguar Land Rover's main Jaguar assembly plant,
producing the XF, XJ and F-Type ranges. Originally an aircraft factory

15
 during World War Two - Spitfires were built there, it was later acquired
by Pressed Steel Fisher and became a vehicle body assembly works, it came
under the auspices of Jaguar through the merger with BMC in the 1960s.
 Solihull - Jaguar Land Rover's principal Land Rover assembly plant. This
was originally an aircraft engine plant during World War Two, being used
for as a Rover plant after the war. In 2014 the Jaguar XE became the first
Jaguar car to be assembled at the facility, followed by the Jaguar F-Pace in
2016.
 Halewood, Merseyside - Now used by Jaguar Land Rover for Land
Rover production. Originally a Ford assembly plant (the Ford Escort being
its most prolific model) it was given to Jaguar in 2000 for production of the
X-Type. Ford still owns the transmission manufacturing operation at
Halewood.
 Wolverhampton Engine Plant - a £500 million facility located at the
i54 site in Staffordshire close to Wolverhampton where the Ingenium family
of modular diesel and petrol engines are built. The plant was officially
opened by Her Majesty Queen Elizabeth II on Thursday 30 October 2014.

Future plants
 Ryton-on-Dunsmore - Jaguar Land Rover announced that it will build a
new Special Vehicle Operations development centre there in 2016. The site
was previously used by Rootes for aircraft production plant for World War
Two, and later became the Rootes/Chrysler/Peugeot car plant which was
closed in 2006 and has since been completely demolished and the site
cleared.

Past Jaguar plants

 Holbrook’s Lane, Coventry - by the time Swallow Sidecar
Company started using the Jaguar name, they had relocated from Blackpool
to Holbrook’s Lane in Coventry.
 Browns Lane - The most well-known site for Jaguar production from
1951, it was progressively run down and replaced by Castle Bromwich.
Most of the plant has now been demolished and is now the home of Jaguar
Land Rover's heritage centre.
 Radford - originally a Daimler bus plant but was later a Jaguar engine and
axle plant. Closed by Ford in 1997 when it moved all Jaguar engine
production to its Bridgend facility.

16
 LEADERS OF JAGUAR:

 INNOVATIVE LEADERSHIP DEFINING THE FUTURE

OF JAGUAR

“Dr Ralf Speth, CEO Jaguar Land Rover”

Innovation is second nature to Dr Ralf Speth. Appointed Chief Executive

Officer of Jaguar Land Rover on February 18, 2010, he has overseen a
remarkable turnaround of the business, with increased sales, over 8,000 jobs
created and high profile launches including the new XJ and marque-defining F-
TYPE. A self-confessed car lover, he drives a Jaguar XFR and owns a classic E-
Type. And much of this success is down to Dr Speth insistence on a design
focus in every aspect of the company’s approach – not just in the cars
themselves, but in the way the whole organisation works.

“I’m talking about how we design all our processes, how we design the research
and manufacturing, how we design the training, the recruitment plans, the
personal skills. And how we design our relationships with dealers and
ultimately with our customers.”

He sees this as the key to success – creating value and innovation to generate
the right economic return to justify further investment in innovation – the
perfect virtuous circle.

"We are becoming more international, developing more products, investing in

lots of different technologies in lots of different areas."

Following a degree in Economics Engineering from Rosenheim University,

Germany, he earned a Doctorate of Engineering. He is also an Industrial
Professor at the University of Warwick.

Dr Speth worked as a business consultant for a number of years before joining

BMW in 1980. After 20 years, he moved to Ford Motor Company's Premier
Automotive Group as Director of Production, Quality and Product Planning. His

17
last job at BMW was Vice President of Land Rover when BMW owned the
brand.

He then became director of production, quality and planning for Ford's Premier
Automotive Group (PAG) when BMW sold Land Rover to Ford in 2000. He
was Head of Global Operations at the German international industrial gases and
engineering company Linde Group, before moving to Jaguar Land Rover.

“This is a pivotal moment in time for Jaguar Land Rover,” he believes. “This is
not an outdated industry, cars are an advanced technology for the future."
Relocating the 170-strong advanced research team to the University of
Warwick, he is behind plans to spend more than £100m on collaborative
research over the next few years. He also keeps a close eye on opportunities to
spin off technologies developed for Jaguar Land Rover, such as the micro gas
turbine developed by Bladon Jets for the Jaguar C-X75.

 INNOVATIVE LEADERSHIP CREATING SEDUCTIVE

PERFORMANCE

“Ian Callum, Jaguar Design Director”

From the moment he laid eyes on the Jaguar XJ6 when he was 14, Ian Callum
knew he’d found his dream job. Inspired, he sent some sketches to the then
Chief Engineer, Bill Heynes, who encouraged him to follow his heart.

Early on, American cars had a big influence on him. “I recognised the design in
them, almost the exaggeration of design. They were definitely more expressive,
and in my mind, America was extremely glamorous… The ’65 Buick Riviera
was my favorite. And it didn’t come from seeing the cars – it came from not
being able to see them.”

Ian studied at the Glasgow School of Art before taking a Masters in Vehicle
Design at the Royal College of Art in London. His talents had already been
noted by Ford and for 12 years he was involved in designing some of the

18
company’s best-loved cars before joining TWR, where he took on high-profile
projects for the likes of Aston Martin (the DB7, Vanquish and DB9), Ford
Puma, Volvo C70 and Nissan R390.

Then, in 1999, Ian got the call he’d been waiting for all his life: the chance to be
Design Director of Jaguar.

His understanding of, and respect for, the brand’s creators is clear in the cars he
and his team have created. “We know how intently our predecessors pushed the
boundaries of design and technology. Jaguar has always been a forward
thinking company and that philosophy informs the work we do to this day.”

This is clearly demonstrated by Ian’s work on the transformation of the range

with award-winning designs for the XK, XF and XJ, and now with the new F-
TYPE.

“Jaguars are about great proportions, fantastic silhouettes…the optimum

expression of metal…I’ve always believed any good design can be drawn in
two or three lines.”

You might think that successfully designing new Jaguars might be hindered by
the weight of heritage and previous successes. Ian isn’t phased: “My point of
judgment is always: what would Sir William Lyons think of this? And I
honestly think he’d approve, hugely.”

Not content to rest on his laurels, Ian leads a talented team who are working
every day to perfect the Jaguar of the future. Ask him which car he’s most
proud of, his answer is simple: “The next one!

 INNOVATIVE LEADERSHIP BUILDING A CUSTOMER-

FOCUSED CULTURE

“Gerd E. Mauser, Jaguar Land Rover, Chief Marketing Officer”

19
Gerd E. Mauser was appointed Chief Marketing Officer for Jaguar Land Rover
in January 2015. He reports directly to Jaguar Land Rover Chief Executive
Officer, Dr Ralf Speth.

Mauser, previously an Independent Consultant for Jaguar Land Rover, will be

responsible for all global marketing activity on both the Jaguar and Land Rover
brands. Mauser’s role encapsulates brand positioning; current and future
product planning; marketing communications; brand experience strategies and
supporting future growth.

Mauser has around 30 years of experience in marketing in the automotive

industry, joining BMW as a trainee in 1985, soon after completing his degree in
Economics (Business Administration) with a specialisation in Marketing and
Strategic Planning from Johann Wolfgang Goethe-Universitat, Frankfurt am
Main. From 1987, he held a number of positions at BMW Motorcycle Division,
including; Manager of Marketing and Product Strategy, General Manager of
Marketing and Planning and Director of Corporate Marketing.

In 1994, Mauser was appointed Director of Corporate Marketing at Porsche

AG, a position he held until 2010. His main responsibilities covered global
brand-management, including the complete marketing-mix activities, as well as
long term corporate planning for sales and marketing.

In October 2013, Mauser once again became an Independent Consultant for

Jaguar Land Rover. He held this position for two months, moving on to become
full time President of football club VfB Stuttgart 1893 e.V for two years.

Marketing Strategy of Jaguar

Jaguar is a car brand in luxury segment. It is a part of British car manufacturer
Jaguar Land Rover which was acquired by an Indian company Tata Motors Ltd
from Ford Motor Co. in the year 2008. It currently deals with two sets of
customers group which are retail customers i.e. B2C (Business to the customer)
and fleet & business i.e. B2B (Business to Business)

Segmentation, targeting, positioning in the Marketing strategy

of Jaguar:
Jaguar segments its luxury range of cars on Psychographics & Behavioural
factors. It targets customers from upper-class income group such as Professionals
& Executives, businessman. It uses selective targeting strategies to attract
selected customers group or potential customers and strategies promotional
techniques accordingly. A strong brand and a positive image are keys to success
for a premium car manufacturer.

20
It targets young buyers who love to drive. The car emphasises more on experience
and thrill of the driving. It uses Value based intangible positioning strategies to
highlight the passion for performance, design and advanced engineering.

Competitive advantage in the Marketing strategy of Jaguar:

 Strategically located Manufacturing facilities: Having
manufacturing and assembling facilities in Asian as well as the UK and
serving 153 markets through it is helping the company to grow in the
developing nation, especially Asian market. It has to manufacture and
assembling facilities in China, India, Brazil and UK.
 Strong and stable Parent Company: In the year 2008 Tata Motors
purchased the Jaguar and Land Rover from Ford Motor Co. From the sales
of Jaguar have increased year on year. Tata itself being a stable and
financially strong company is a positive factor as far as growth of Jaguar
is concerned.

Distribution strategy in the Marketing strategy of Jaguar:

Jaguar is sold through exclusive authorised dealerships that make it available to
the end customers. Jaguar has its own global logistics network to support the
movement of Vehicles from the manufacturing site to sales site/ showrooms. It
has a network of 2700+ dealerships out of which 1000+ is jointly branded by
Jaguar & Land Rover.

Brand equity in the Marketing strategy of Jaguar:

Jaguar is a renowned brand in the automobile industry and had bagged many
awards most recent of which is Jaguar’s XE sports saloon which won Best
Executive Car award in Car of the Year awards,2016. The Iconic Jaguar brand
focuses more on its heritage, performance and creating long-lasting experiences
for customers.

Competitive analysis in the Marketing strategy of Jaguar:

Luxury car segment is highly competitive, companies like Audi, Mercedes,
and BMW who are the competitors of Jaguar are fighting hard to eat up each
other’s market share. With its technological advancement, sleek design,
customer-oriented approach Jaguar is able to break all previous sales record in
the developing/ Asian nations especially China in the year 2015.

Market analysis in the Marketing strategy of Jaguar:

Increasing labour cost, government policies & regulations, climatic conditions
and changing lifestyle & growth are affecting the demand for the luxury
cars. Increasing demand for luxury cars in the Asian markets and other

21
developing nations is what helping Jaguar to come up with more and more
advanced models.

Customer analysis in the Marketing strategy of Jaguar:

Customers of Jaguar is upper-middle class or upper-class income group who have
passion and urge to live a different life, carry their status in the society. These
customers are in midst of their career & are in the age group of 30-50 years.
Jaguar also targets the other customer group which is business houses for fleet
services & business nationally or internationally

Marketing mix of Jaguar

Jaguar is a renowned car manufacturer, known for its high-tech and suave car
designs, and enjoys a worldwide acknowledgement for the quality of its cars. The
Jaguar cars division is part of an overall brand, the Jaguar Land Rover, which is
a British based multinational car manufacturer.
The company has been used on many occasions in the past to design and
manufacture vehicles for the Queen, the Prime Minister, and many high officials
and celebrities in the United Kingdom. In India too, you will find the car being
bought by the A+ class segment. Jaguar cars today are designed in Coventry,
England, and manufactured at plants in Warwickshire and Birmingham. The car
brand has a lot of history, and is seen as prestigious by the public in Great Britain
as well as other parts of the globe.
In 1989, the company changed hands as it was bought by Ford, who then passed
it on as part of a package deal to Indian car maker Tata Motors in 2008. Although
not owned by a British company, the design and manufacture of this brand
continues to be in England. In India, Jaguar cars are available through dealerships,
in diesel and petrol models, including the Jaguar XF, XK XJ and the F type as
well.

Product in the marketing mix of Jaguar:

The Jaguar car brand is synonymous with smooth, fast and luxurious vehicles.
Unlike the BMW, which has low cost models, Jaguar is premium throughout and
does not believe in approaching the masses at all. It is just for the classes. Jaguar
is favoured by people who are in the position to spend a lot on their vehicles.
Please remember that the mileage of these vehicles is very low, sometimes going
just a few miles for a litre of petrol / diesel. Thus, the maintenance and running
of the car also is costly. Jaguar made its name in the 1940s and 50s by creating a
chain of sports vehicles which caught the eye. These cars were successful
commercially and on the track in motor sports, which went on to become an
integral part of the sport for decades.

22
 Product of Jaguar
 High tech products
 Restricted to the classes
 Positioning and exclusivity of the product is most important to gain
customers

Place in the marketing mix of Jaguar:

Jaguar’s land rover started entering India in 2009 and by the end of 2014 it had
20 dealerships in the country. The numbers–4 distributors in a year, speaks
volumes of the exclusivity of Jaguar. The Jaguar cars are not for everyone. Thus,
there is no massive distribution in place for the same. Jaguar has showrooms and
dealer outlets only in the very premium urban areas of India, or even across the
world. Jaguar’s power lies in its promotions and product quality, rather then
depending on the distribution.
The company continues to grow in Asian countries, whilst also delivering strong
performances in its ‘home’ markets. As these smaller markets are growing, the
company is adjusting and accordingly opening more showrooms and dealerships,
thereby increasing its reach to the top class people who can actually afford a
Jaguar. However, like other top end brands which deliver high quality products
at somewhat of an affordable price, Jaguar cars are financially restricting for
many people, and therefore seen as true status symbols, a symbol of sheer success.

Place / Distribution of Jaguar:

 Selective Distribution
 Maintains exclusivity

Promotions in the marketing mix of Jaguar

Since releasing their sports cars in the 40s and 50s, Jaguar has been associated
with elegance and quality, and is the car of choice for many celebrities and prime
ministers around the world. The clientele of the car brand speaks a lot of the
quality of the cars. The company indulges in some selected advertising on
television, but uses most of its advertising budget on billboards and magazines.
Though, when it does come out with TVC’s (mainly for the introduction of a new
product), it comes out with style. The TVC’s are smooth yet powerful, and they
put across the message that the Jaguar is still prowling around in the market, ready
for the customers who can actually purchase it. Sponsorship deals allow the
company to increase its brand recognition in growing markets, and participation
in various car shows around the world gives the company a chance to show off
its very latest vehicles.

23
The company roped in handsome and stylish football player David Beckham as
it brand-ambassador this year. He will be the marketing face for Jaguar cars to be
launched in coming months in China as well as the world.

Promotions of Jaguar
 100% ATL promotions
 All promotions have premium targeting.
Price in the marketing mix of Jaguar
Be rest assured, if you think of how much diesel or petrol will cost when you buy
this car, then this car is not for you. Jaguar purely uses a super-premium
pricing. The preserve of the rich or famous, Jaguar cars can be very expensive.
The starting price of the XF is about 30,000 GBP, while the XK can cost nearly
60,000 GBP. These prices can have thousands added on, depending on the
customer’s desires.
In India, the Jaguar XF is around 48, 60,000 (INR), and can rise to as much as
1,88, 00, 000 (INR) for a convertible XK. Jaguar provides dealerships which can
offer customers loans or repayment schemes. The running costs and maintenance
of a Jaguar may be more expensive compared to other car brands. Nevertheless,
it is worth the luxurious features the car comes with. However, it does not fit
everybody’s budget.
All cars are still currently built in the United Kingdom, and shipped out to
dealerships and customers from there. Although the transportation is a major cost,
most costly is the technology that goes in the product. The exclusivity of the car
also contributes to the rise in prices, because Jaguar has to survive while selling
very less units as compared to other brands.

SWOT Analysis of Jaguar

Jaguar manufactures ultra-premium cars which are known to be luxurious,
beautiful and a fantastic piece of engineering. The cars cost a lot and the major
competitor to Jaguar is Ferrari, Aston Martin and the likes. Jaguar was bought
over by Tata motors and it has been performing excellently after the acquisition.
Jaguar and land rover have similar sales and distribution channels.

Strengths in the SWOT Analysis of Jaguar:

1. Popularity: Jaguar is a popular brand among
luxurious automobile manufacturers. They have managed to stay away
from scandals and have created a good brand image for themselves.
2. Workforce: They have a very skilled workforce. For Jaguar quality is of
prime importance. So they have skilled men that work to deliver
beautiful cars to their customers. They are known for their expertise.

24
3. Barriers to market entry: They have created a niche category for
themselves and earned a name for the brand. That is why it is very difficult
for new brands to carve its way into this category of rich and premium
customers.
4. Ownership: The ownership of Tata comes with a great pride and years of
legacy attached to the brand. Because of this, the brand gets an added bonus
of trust factor and reliability that flows through all the Tata companies or
companies owned by them.
5. Increasing Sales: Jaguar has seen an increase in their sales for a
continuous of 11 months now. This shows the kind of brand image and
goodwill they have earned in the market after the acquisition made by Tata
Motors.
6. Brand Value: It has a high brand recall all thanks to its
creative positioning and promotions. This has created a high value for
itself. It ranks 55th in the ranking of auto 100 of 2016 which it climbed
from 57 in 2015. It currently is placed at 70th in the UK top 150 brands of
2016. This clearly indicates their supremacy in this segment.
7. R&D Spending: They put in a lot of efforts in research
and development for getting ready for the future and providing every
possible latest tech before the competition.

Weaknesses in the SWOT analysis of Jaguar:

1. Product Range: They have good products available for the customers to
choose from. But they still lack in numbers when compared to their
competitors. They need to increase their number of products and introduce
new variants to lure the potential customers.
2. Popularity: Although they are very popular in the UK markets and are
preferred choice but same cannot be said for other big markets. They are not
so popular in the German and Japanese markets. Although their popularity
is on the rise in the Indian and Chinese markets but still a lot needs to be
done.
3. Dependency on few models: Few models means a loss in the potential
customers for the company. Their designs have never been very popular and
sometimes even criticised.
4. Problems in the past: Despite known for quality there have been few
problems with the English auto manufacturer in the past. There was once a
seatbelt problem of the rear seats and cars had needed to be recalled. Once
there was an issue with the corrosion protection.

Opportunities in the SWOT analysis of Jaguar:

25
 1. Target New Markets: Target emerging markets such as India
and China to get the untapped potential of the customers. They need to
increase their sales in these regions and also setup new production facilities
over here.
2. New Technology: Hybrid technology is the new future. A lot of auto
manufacturer have started focusing in this area and Jaguar needs to start as
well as soon as possible.
3. Environmentally friendly: Jaguar needs to reduce the emission of CO2
and other particulates in order to show goodwill. The future will focus on
this and governments are in their way of introducing new emission policies.
Jaguar needs to get on with this to be ready for the future changes.
4. Acquisitions: Jaguar can look at new acquisitions to target new customer
base. They need to trade down for increasing the customer base and making
higher sales and profits.
5. Demand: Due to increasing in the disposal income of the people they are
spending more on luxuries. It’s a good time for Jaguar to increase their sales
and make more profits.

Threats in the SWOT analysis of Jaguar:

1. Competition: Jaguar has strong competition from Porsche, Bently, Aston
Martin, Mercedes, Audi, etc. All of these are well-settled players in the
market with the same target audience. They have all great cars and hence
competition is stiff in this segment.
2. Changing Government and environmental policies: The world is
now focussing on more fuel efficient technology and the government
is planning on changing environmental policies for the same. This can be a
threat to the company’s future if they don’t align themselves with this idea.
3. Financial instability in the market: Financial instability such as
recession or inflation causes people to spend less. They cut back on luxuries
first. This can hit the brand pretty hard on their sales. Also, they depend on
foreign sales as well so any fluctuations caused by the instability of currency
of any country it directly impacts the sales of the company.
4. The increase in raw materials cost: The raw materials getting costly
can directly impact the production cost of the company.

STRATEGY & TARGETS

We’re working to make the next generation of Jaguar cars more efficient than
ever before, while producing exhilarating design and performance that never
fails to seduce. Operating responsibly is critical to ensuring our future growth

26
and this applies to all aspects of our business. Our brand new £500 million
engine plant is just one example of how we are applying this strategy to both
our products and operations.
Creating exciting performance vehicles in a responsible way, means setting
ourselves challenging environmental and social targets.

By 2020 we are working to:

1.Create innovative lower carbon vehicle solutions for our customers.
2.Reduce environmental impact in operations throughout Jaguar – from zero
waste to landfill and carbon neutral facilities.
3.Enable our people to deliver more sustainable solutions.
4.Add value to our local and global communities as part of Jaguar Land Rover's
global Corporate Social Responsibility (CSR) programme – creating the right
opportunities for 12 million people to make a positive change.

MISSION, VISION & VALUES

Passion to Serve:
The jaguar Company is committed to offering world class products and
customer service that builds lifetime customer relationships.

27
 Uncompromised Excellence:
The jaguar Companies strives to deliver complete customer satisfaction
in all areas of our business through our passion, continuous innovation
and the development and operation of state-of-the-art automotive
dealerships When we talk about sustainability at Jaguar Land Rover,
we’re talking about a better future. Our vision is to work in harmony
with our natural and social environments, making a positive contribution
to the world in which we operate, with a wider purpose beyond profit
alone.

Values:
The jaguar Companies and its employees are guided every day by a set
of values that serve as the foundation for how we operate.
 Integrity: We believe that business should be done in a fair,
honest and transparent way. Everything we do must stand the test
of public scrutiny.
 Understanding: Respect, compassion and humanity: we care
about our customers and colleagues all over the world. Everyone
should benefit from their involvement with us.
 Excellence: ‘Good enough’ is never good enough. We aim for
the highest standards possible in the way we work and in the
quality of our cars, products and services.
 Unity: Success is a result of building strong, mutually beneficial
relationships with our colleagues, partners and customers all over
the world.
 Responsibility: We are always responsible to the countries,
communities and places we work. Our aim is to ensure everyone
benefits from working with us.

QUALITY, DEPENDABILITY & RELIABILITY

Jaguar cars are built on our state-of-the-art production lines at Castle
Bromwich. It’s a place of awe-inspiring craftsmanship, where hundreds

28
of hi-tech robots and multi-million-pound machines operate in perfect
synchronisation alongside thousands of highly skilled workers. And it’s
up to Grant McPherson, Director of Operations, to make sure each car is
perfect. “Jaguar has always stood for engineering excellence and
beautiful design,” says Grant, “our role is to deliver the team's design
intention, every time with every car. It’s our job to achieve a strict
specification, and for me, quality is the ability to repeatedly achieve that
specification. It’s that attention to detail that we instil here. We’re
building luxury cars.”

Unique cars, made to order:

Every Jaguar is made to order so every car on the production line already
has an owner waiting for it. And it’s this fact that underpins the
handcrafted nature of Jaguar’s incredible manufacturing process.
“It’s about surprise and delight,” Grant McPherson, Director Of
Operations says. “I want every driver to get into their new Jaguar for the
first time and for it to be a wonderful experience. We want to exceed
customers’ expectations. Jaguar has fantastic products with iconic
designs, and we are serious about our disciplines.”

End-to-End Quality:
In practical terms, this attention to detail means that every car is
constantly scrutinised as it makes its journey through the plant. During
the production of each XJ, for example – from its beginning as a sheet of
aluminium to the moment it rolls off the final assembly line as a luxury
vehicle – it will undergo thousands of precision process and quality
checks. On the rare occasion a car is not perfect at the end of a process, it
does not continue until the problem has been remedied, checked, double-
checked, and deemed perfect.
“It’s all about keeping everybody totally focused on what it is that we’re
doing here. We’re building premium cars,” says Grant. “We’re building
Jaguar's.”
At the end of the process, dedicated inspectors then pore over every car,
checking everything works, that there is no damage, and that each car has
been built to a Jaguar level of excellence.

Sales of Jaguar Car in globally 2017:

Jaguar Land Rover North America, LLC today reported December 2017
US sales: Land Rover sales reached 7,980 units sold, down only 4 percent
from December 2016; Jaguar sales for the month were 3,414 units; Jaguar
Land Rover December U.S. sales for both brands hit 11,394 units, a 9
percent decrease from 12,573 units in December 2016.

29
For the full year 2017, Jaguar Land Rover US sales reached 114,333 units,
up 9 percent compared to 105,104 units in 2016, and establishing a new
all-time US sales record for the combined brands.
For the Land Rover brand, 2017 US sales reached 74,739 units, a slight
increase of 1 percent, surpassing 2016’s previous US high of 73,861 units.
As the flagship model for the brand, the Range Rover achieved impressive
double-digit growth annually; selling 16,869 units for the full calendar
year.
For Jaguar, 2017 US sales reached 39,594 units, an increase of 27 percent
vs. 31,243 units in 2016 and maintaining Jaguar’s position among the
industry’s growth leaders in the US market.
The Jaguar F-PACE performance SUV continued to be the brand’s top
seller for the second consecutive year since being launched.
"Jaguar Land Rover in the US achieved another record year for 2017 as
our newest models broadened the appeal of both of our great brands," said
Joe Eberhard, President and CEO, Jaguar Land Rover North America,
LLC.
"Our continued growth is a testament to the efforts of our retailers and
employees, and the appeal of expanded product line-ups. In the coming
year, we look forward to the launches of our first electrified vehicles, the
2019 MY Range Rover and Range Rover Sport plug in hybrid models and
the Jaguar I-PACE all-electric performance SUV,” he added.
It may be noted that Jaguar Land Rover is the UK’s largest automotive
manufacturer, built around two iconic British car brands: Land Rover, the
world’s leading manufacturer of premium all-wheel-drive vehicles; and
Jaguar, one of the world’s premier luxury sports sedan and sports car
marques.

30
Conclusion: Creating World Class Performance involves transforming
the way in which a company organises itself and its relationships with
employees and the wider community. The starting point is to transform
production processes to ensure total quality, lean manufacturing and
dedicated environmental systems. However, to create this transformation
it is first necessary to change people’s thinking about behaviours within
the organisation.

31
 BIBLOGRAPHY

1. https://en.wikipedia.org/wiki/Jaguar_Cars
2. https://www.marketing91.com/marketing-strategy-jaguar/
3. https://www.jaguar.in
4. https://www.jaguar.in/about-jaguar/jaguar-business/leadership

32