Mr. Forster, early in the year you moved from your CEO position with General Motors Europe to Tata Motors, which was a minor sensation, not just because of the different company sizes. How did that change come about? What was the attraction?
I was introduced to Mr. Tata and Mr. Kant and was impressed by both gentlemen and the business ethics they displayed. I was also enthused by the business opportunities in India, globally for the Tata brand and for Jaguar as well as Land Rover, the latter I know very well from a previous engagement.
Which features are more in demand in India than in Europe? Are they in the field of technology, design, or maybe in some other area?
Customers in India are extremely price sensitive but also quite demanding. They are keen on the latest information technology, ample space, good ride comfort and an attractive design. Their demands are developing rapidly.
How long-term are your plans?
The automotive business is one that is driven by long-term investment, product and technology plans and you thus need to do a lot of long-term thinking and planning. But equally you need to stay very close to what’s going on right now – it’s a fascinating business.
Tata Motors have caused excitement worldwide with the Nano, which is sold for less than 2,000 euros. How is this possible? And, although I hate to put it this way, is it a real car?
Everyone who has driven the car is amazed how much of a “real” car the Nano is. Unbelievably spacious, good safety and it goes everywhere. Just recently it was driven up to the highest mountain pass in the Himalayas without any difficulties. The Nano is the result of thinking differently, rethinking each and every component of the car – a lot of new thinking from Indians for Indians has gone into the car.
Is the model also destined for foreign markets? Or, generally speaking, what plans do you have for other countries?
We have received several inquiries from other countries expressing strong interest – we are evaluating several opportunities to take the Nano to countries outside India right now.
What other models are in the pipeline?
As you know product plans are tightly kept secrets in the automotive business – but we do have plans for exciting new cars, both for Tata as well as for Jaguar and Land Rover.
The former Ford brands Land Rover and Jaguar now belong to Tata Motors. How do these complement each other?
They have quite different strengths and thus complement each other very well – as our plans and projects are rolled out we shall be able to give more details.
After roughly one year with Tata Motors, have you already experienced your first successes?
I started 10 months ago and we immediately launched interesting initiatives the effect of which will be visible in due course – I have not joined Tata for short-term show effect. Our presence at the recent motor show in Paris, however, was very well received by the media and the public. I think our new Range Rover Evoque and the Jaguar C-X75 Electric Super Sports Car were the surprise of the show and they received “Best of Show” awards.
Another German automobile manager moved to Asia before you, namely, Ulrich Bez, who worked successfully for Daewoo. Do you see parallels? Or do you possibly know each other?
After so many years in the automotive industry you know all the key players. I don’t know enough about Ulrich Bez’s work at Daewoo so I can’t comment. Under his leadership at Aston Martin some great cars have been developed.
What does your personal working day in India look like?
I try to get out to dealers and our engineers in our various locations from India to the UK as often as possible. The travelling is extensive, exciting and sometimes quite demanding, but with all the new experiences and people I meet I enjoy it a lot.////
Interview by Martin Orth
