Tata Motors rolls in Ace Pro mini-truck
Designed to empower a new wave of entrepreneurs, the mini truck is available in petrol, Bi-Fuel (CNG + Petrol), and electric variants – providing customers with the flexibility to choose the ideal solution for their business needs.
Customers can book their preferred Ace Pro variant at any of Tata Motors' 1250 commercial vehicles sales touchpoints across the country or on Fleet Verse, Tata Motor's online sales platform. To make ownership of the Tata Ace Pro convenient, Tata Motors has collaborated with leading banks and NBFCs to offer hassle-free financing solutions, including quick loan approvals, flexible EMI options, and enhanced funding support, tailoring to diverse customer needs.
Girish Wagh, Executive Director, Tata Motors, said, 'The launch of Tata Ace had revolutionised cargo mobility in India. Over the past two decades, it has successfully empowered more than 25 lakh entrepreneurs to become a symbol of progress and possibility. With the all-new Tata Ace Pro, we are building on this legacy with renewed purpose for a new generation of dreamers. Engineered for stability, safety, and profitability, the Ace Pro unlocks greater earning potential to fulfil the ambitions of aspiring entrepreneurs ready to take charge of their future.'
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While we all miss him, I want you to know that he would have been very proud of the turnaround of the business as Tata Motors was very close to his heart,' Chandrasekaran told shareholders. And for the good health of the automobile business, JLR holds utmost importance. In FY25, the company contributed 71% to Tata Motors' consolidated revenue of ₹ 4.4 trillion. Given the flux in the global automobile markets, thanks to Trump tariffs and China's curbs on rare earth magnets, the timing of the move couldn't be more crucial for Jaguar Land Rover and Tata Motors. The country's third-largest car maker will demerge into two separate entities for passenger vehicle and commercial vehicle businesses. The UK-based JLR is facing headwinds on multiple fronts. The imposition of tariffs by the US president Donald Trump's administration has meant that sales in its largest market could slow down. Moreover, it is facing challenges in the Chinese market as domestic brands there continue to surge. Balaji's appointment also comes at a time when the head of state of its biggest market - United States - has publicly slammed the brand for its "woke" advertisements and rebranding exercise. "The CEO just resigned in disgrace and the company is in absolute turmoil," US president Donald Trump wrote in a Truth Social post. In 2024-25, JLR's revenue fell 0.1% to £28.9 billion, while profit after tax declined 30% to £1.8 billion. Retail sales declined 0.6% to 428,854 units. The company has also guided for 5-7% margins in the current financial year, down from 10%. 'Balaji has proved himself with financial turnaround and health of the automobile business. But now being the CEO of an automobile company, he will have to look after the innovation, design and competitiveness of the brand,' Khajanchi noted. European automakers are being challenged in their home market by Chinese rivals BYD. Moreover, JLR is undergoing a transition under which it has discontinued all the models of Jaguar, barring one, as it moves towards an all-electric positioning. When he takes over in November this year, Balaji will have to navigate Trump's tariff tantrums, uncertainty in global markets, severe competition from China and an electric transition. Analysts' commentary on the near-term prospects of the company has been anything but positive. 'JLR is facing multiple headwinds, which include tariff-led uncertainty for exports to the US, demand weakness in key regions like Europe and China, and rising VME (variable marketing expenses), warranty and emission costs,' analysts at Motilal Oswal Financial Services wrote in a 10 June note. Agreeing with the observations in the Motilal Oswal note, Raghunandhan NL, Manav Shah and Rahul Kumar of Nuvama Institutional Equities said the path ahead for JLR appears to be difficult in the near term. 'In JLR, discontinuance of 'Jaguar' models, loss of market share in the China region and imposition of tariffs in the US region, shall lead to a volume contraction ahead,' the analysts wrote in a 10 June note. Investors also seem to be jittery about the company, with shares of Tata Motors declining by 13% in 2025 so far as against a 3% rise in Nifty Auto. The history of the role Balaji is inheriting wouldn't give too much confidence, barring one exception. Since the takeover of JLR by Tata Group in 2008 for $2.3 billion, there have been four chief executives. Former Ford executive David Smith, who steered the company between 2008 and 2010, left at a time when the British brand saw its sales fall by more than a fifth. Taking over from Smith was Ralf Speth, who had stints at BMW and Ford, before joining JLR. The executive led the company for nearly a decade before stepping down in 2020, the year Covid-19 ravaged sales of automakers globally. Thereafter, former Renault chief executive Thierry Bolloré took the reins, setting the company on a path to full electrification. However, Bollore stepped down in 2022 citing personal reasons, and was replaced by Mardell, an old-timer at JLR who has been with the brand since it was taken over by the Tatas. As most of his predecessors had experience of working with automobile firms with luxury brands, Balaji's choice may seem unorthodox. However, he is someone who is well entrenched across the Tata Group, even with firms with whom JLR will have to work closely in future. The former Unilever chief financial officer, Balaji also serves on the boards of Titan, Air India, Agratas Energy and Tata Consumer. Agratas is building a 40 GWh electric vehicle battery manufacturing plant in the UK whose anchor customer is going to be JLR. Balaji has been a key financial architect and a turnaround man for Tata Motors for eight years. Now, as CEO, his ultimate test would be whether he can fashion a similar revival for JLR, which is going through its most challenging period in a decade.
