London: The new Jaguar F-Pace launched by Tata Motors-owned Jaguar Land Rover (JLR) last year has set a record as the fastest selling car in the company's history.
As many as 30,000 models of the luxury car maker's first-ever sport utility vehicle (SUV) have been sold globally since the model hit the roads in mid-April.
According to latest online data analyzed by 'The Daily Telegraph', 1.6 million people have searched Jaguar's website for the F-Pace, and 370,000 have taken the time to specify exactly how they would configure the car down to the last detail.
"The response to F-Pace around the world has been sensational. Demand for the car in the UK has exceeded our most optimistic assumptions," said Jeremy Hicks, JLR UK managing director.
The company said about 90 per cent of the new models buyers are new to JLR, attracting more buyers in the age range of 40 and 50.
The figures will bring cheer as the company was keen to reduce its reliance on sales of Land Rover and bring Jaguar up to speed with its sister brand.
JLR sold 521,500 cars last year but only 94,500 of these were Jaguars.
Next year it may be able to bring this contrast down.
The F-Pace is built at the company's Solihull factory in the West Midlands region of England, where it may add an additional line to meet the rising global demand.
Earlier this year, JLR had unveiled plans to invest in the region of 3.75 billion pounds during the 2016-17 fiscal to support "continued, sustainable, profitable" growth in the future.
This will include the expansion of global production capacity, new technologies and new vehicles, such as the Jaguar F-Pace and the Range Rover Evoque Convertible.
The company was bought over by Tata Motors from Ford back in 2008 and has seen a massive turn around in its fortunes over the past few years.
Tata Motors to phase out legacy products
Tata Motors is lining up new offerings across segments and is looking at phasing out "legacy products" as well as some suppliers as it aims to be among the country's top three passenger vehicle makers in three years.
The auto major is also working on a study on phasing out some of its models both in the passenger vehicle and commercial vehicle verticals.
"What we are going to do in the future requires a different approach from what we had in the past. If you see today's product portfolio there is lot of different platforms each car sits on individual platform, this is not a good starting point to create economy of scale in a highly competitive environment," Tata Motors Chief Executive Officer & Managing Director Guenter Butschek told reporters here.
Therefore, the theme is the company needs to do more on the basis of less, he added.
"I need to focus on less platforms and leverage these platforms with more in order to spread my wings in many segments as possible and at the same time creating a higher degree of leverage and commonality and economies of scale," Butschek said.
When asked if the company would look at phasing out some of its models which are not selling well, he added: "A study has been initiated (on review of phasing out of some models) ...holistic view of Tata Motor's state... We are also preparing same kind of review for the CV side for the very simple reason that I want get my agenda right".
On future strategy for the passenger vehicle vertical, he said that the company is going to initiate a plan which "is going to be very focused".
While accepting the fact that the company currently is not on the preferred list of customers, he reiterated it is in a transformational phase and has set a target of being among the top three Indian passenger vehicle makers by the end of 2018-19 fiscal.
He added that the company would launch new products like Kite 5, Hexa and compact SUV Nexon which will get it entry into the fastest growing segment.
When asked by when the company could make a turnaround in passenger vehicle segment, Butschek said: "It will take us a while".
He said the company is also working to make itself better internally too.
"I do belong to school of thought where instead of cleaning doorstep of others I will actually sweep the floor in the front of my own house," Butschek said.
Admitting legacy issues, he said the company is focusing on improving supply chain in in both passenger vehicle and commercial vehicle verticals.
"The biggest challenge is to change supplier base for legacy products...some of the suppliers will be phased out with the products and probably won't show up in the new supplier base," he said.
He added that the company is going to have significantly less suppliers in the future. The Mumbai-based firm currently has around 1,300 tier one suppliers.
On export markets, he said the company has potential to do well in South America, North Africa, Middle East.
(With inputs from agencies)