Let me clear a few misconceptions about the Sierra. Both the Standard and the Turbo versions are a gem of a vehicle and were grossly misunderstood.
The car was launched in 1991 and was phased out a decade later. Even so, the foray can’t be called a failure. In many ways, the Sierra was a front-runner.
For one, it introduced several features long before they became standard in passenger cars: power windows, power steering and tilt steering, central air conditioning and so on. None of the cars in the segment at the time — Maruti 800, Maruti 1000, Premier Padmini, the 118NE and Hindustan Motors’ Ambassador — had these features.
There were several unique features as well — a two-door body that had more to do with lifestyle appeal than a staid, passenger car look. It was not a conventional-looking passenger car. Sierra was designed more on the lines of a sports utility vehicle (SUV). It was seen more as a lifestyle vehicle. Incidentally, Sierra was also the first diesel vehicle to be accepted as a personal car in India.
Despite these innovations, the Sierra ran out of gas very soon. It was ahead of its time, both in terms of technology and looks.
The Tata Sierra didn’t win any awards for its innovative design, but it did come in for a lot of flak. The biggest hurdle was the car’s two-door concept. The Indian market is still not ready for a car with just two doors unless it’s a small, compact two-seater. And the two-door Sierra (classified as a five-seater) was launched years ago.
The Sierra may have been a tad too futuristic for Indian consumers. It was too advanced for its time.
A two-door version is any day more attractive to look at, because it’s considered stylish designing. Sierra was largely a driver’s or an individual’s car that had a one-to-one relationship with the owner. Families did not take to the two-door concept: the dual door design made both entry and exit awkward for those travelling in the Sierra. For instance, if a passenger had to sit in the rear seat, he would need to bend the front seat and then roll it forward before climbing in.
Worse, some passengers would rather sit with the driver in the front passenger seat than go through the trouble of clambering into the back. For those who were used to chauffeur-driven vehicles, these indignities were not easily overlooked.
Yet another blooper was the lack of windows in the rear area. The back of the Sierra was almost entirely made of glass, which meant passengers at the back could not let in the breeze (or spit out paan, as some observed). The Sierra was aimed at those who love to drive out of the city limits and enjoy the surroundings. Therefore, it was decided to make the huge glass area for uninterrupted viewing. Uninterrupted viewing also meant uninterrupted sunshine in the Indian summers. Telco tried to correct this by tinting the glass as far as possible; but government regulations ruled out fully-tinted glass. Thus, the passengers at the back had no choice but to depend on the air-conditioner.
And that was a problem in itself. Although the Sierra was the first car to introduce air-conditioning for the rear seat, the small capacity diesel engine was not powerful enough to provide a good air-conditioning system for the large glass-house.
The air-conditioning and the glass sides apart, even the interiors of the Sierra didn’t find favour with customers. The interiors were boring: the box-shaped dashboard, for instance, was from another generation.
And the sheet metal extruded from manually-cut dies (as against computer aided design) meant the overall finish was not up to the mark.
It didn’t help that customers’ demands that the Sierra be upgraded were ignored. The loudest voices were for a five-door version of the Sierra.
However, the company did introduce a turbo-charged version of the engine, borrowed from the Safari, in what was rather-unimaginatively called Sierra Turbo in 1997 — perhaps a tad too late.
The cost factor aside, another reason for Telco’s decision to not tinker with the Sierra design was the change in its agenda. All the company’s resources were being shifted to the Indica, an all-new passenger car to be produced from an all-new assembly line.
The Tata Indica was launched in 1998. The same year, the company also launched another SUV, the Tata Safari. Obviously, it made more sense to focus on bringing out a classy-looking, four-door Safari rather than resurrect a model that never really had a passenger car appeal.
Re-engineering was a closed option, the focus had shifted to the Safari, but Telco wasn’t yet ready to give up on the Sierra. The company kept trying its luck by refreshing its communication strategy and changing the positioning in order to enhance its image and add that extra appeal.
The company launched the Sierra with the tag line “Takes the rough with the smooth”, targeted at young, upwardly mobile and high net-worth individuals. In 1998-99, the tag line changed to “It’s not owned. It’s possessed.” Finally, in 2001-02, the Sierra was placed on an all-new platform with the tag line “18 till I die”. Nothing helped. Even a last-ditch attempt of launching a limited, petrol version failed to resuscitate the Sierra.
The Sierra wasn’t a complete disaster. Because of its SUV appeal, the vehicle took a comfortable place in the export market. One reason for the Sierra’s success in Europe was the greater acceptance there for lifestyle vehicles. In the UK, the Sierra was called the Gurkha and local dealers aggressively pitted it against established brands with advertisements that read “Brand new Tata Gurkha, cheaper than a used Land Rover”. In Europe, the main markets for the car were France and Spain, where it sold under the Sport brand name.
The Sierra is a classic example of a good idea gone wrong…
(due credits to the original author) |