...| Case 3 Critique | 21 July 2014 | | Pt 1 Strategy Formulation 1. Business and Corporate-level strategies a. Business-level strategies Cost leadership strategy is utilized by Tata Motors, producing their goods in India at a low cost. The low costs of the Nano allowed consumers to own a vehicle when there was no way prior. b. Corporate-level strategies Tata Motors possess over 90 establishments in 80 countries. The globally owned organization allows for a large amount of diversification. 4 P’s framework-product, price, place, promotion a. Position: The mission is to provide vehicles that will appeal to the global consumer. Values of Tata Motors are customer satisfaction, innovation and integrity, while the vision is to have a valued product and provide excellent service. b. Priority: Priorities include low cost, quality vehicle, expand the product line to include a luxury vehicle, and to increase capacity globally. c. Payment: Investment of a Spain organization to gain shares and technology as well as merge with Jaguar/Land Rover to produce a luxury vehicle. d. Performance: Improve image of the organization and to increase profits as expansions continue to grow globally. Key Questions Key Questions | Option | Decision Criteria | Pros | Cons | Purchase of HCPurchase of JLR | Purchase shares, brand rights and technologyTo add a luxury line to the products | Market/competitionCost/benefitsMarket/competitionCost/benefits | Increase product line...
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...Tata Motors is one of the crown jewels of the Tata Group, India's premier industrial house. In the fiscal year 2008 the company sold 585,649 vehicles and had a turnover of INR335 billion (Indian rupees) (US$8.4 billion), making it the largest automobile company in India. Tata Motors had ambitious plans to double the number of vehicles that it sold in a mere five years by maintaining its lead in the booming Indian market and by establishing a greater global presence. The case describes Tata Motors' journey to becoming a global contender. It traces the company's business portfolio and strategy, its dramatic turnaround in 2000-2002, its strengthened position in India in both commercial vehicles and passenger cars, as well as its diversification into international markets through greenfield ventures, as well as acquisitions and alliances - notably the Jaguar LandRover purchase in 2008. In January 2008, Tata Motors unveiled the Tata Nano, priced at INR100,000 or one lakh (US$2,500), the cheapest car in the world. By entering two of the fastest growing areas of the automotive industry (the premium and small car segments), Tata Motors company was firmly on the path to becoming a global contender. Learning objectives: The case has the following objectives: (1) introduce students to Tata Motors - an emerging global player in the auto industry from India; (2) understand and critique the company's domestic strategy to date (including the launch of the Nano); (3) review its international...
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...House of Tata – Acquiring a Global Footprint Group 1 Bhuvan Bajaj Karan Bahl Raki Jain Trivikram Apte Vinayak Pareek Yan Yan Huang House of Tata – Acquiring a Global Footprint Executive Summary What and how did TATA emerge as a Multi Brand? Founded in 1868 by Jamshetji N. Tata as a trading firm Textiles in 1874 India’s first luxury hotel in 1903 First private steel company in 1907 First airline in 1932 First software firm in 1968 Liberalization of the Indian Economy and the changes that it brought to TATA’s way of doing business Ratan Tata becomes chairperson in 1991 • • First objective: Streamline group portfolio Some groups diversified and others organized around seven sectors 2 Major global expansions In 2000, Tata groups started internationalized operations and 65% of collective revenues were expected to come from outside India 1. Tata Consultancy ServicesWhy TCS, the group’s tech and consulting giant underwent its evolution at a much faster rate than the other Tata companies, in a sense became more global. And they perceived more growth in the foreign market and had to expand globally, TCS accounted for $27.8 billion of Tata’s $59.5 billion market capitalization as of August 2007 2. TitanExpanded globally but suffered high losses thus established itself as an NRI brand, especially in the Middle East. 3. Indian Hotels Company – TAJ Hotel Group Began globalization in 1982, Tata purchased 51 Buckingham gate and St. James court hotel which was later branded as...
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...LIST OF COMPANIES American Express Amway Anand Axis Castrol Deloitte Ernst & Young FINO Godrej Maruti Ingersol Rand Inno Park L&T Madura Marg Group Mercer Metro Cash and Carry Naukri Tata Sons Tata Motors TVS Motors Marico Religare Standard Chartered Sanofi UBI American Express (India) Private Ltd Vision: We work hard every day to make American Express the world’s most respected service brand Slight History – Parent company is an American multinational financial services. Founded in 1850, it is one of the 30 components of the Dow Jones Industrial Average. The company is best known for its credit card, charge card, and traveler'scheque businesses. Amex cards account for approximately 24% of the total dollar volume of credit card transactions in the US, the highest of any card issuer. American Express (India) Private Ltd. offers accounting and financial processes consolidation services to the American Express Company’s businesses. The company was founded in 1994 and is based in Gurgaon, India. American Express (India) Private Ltd. operates as a subsidiary of American Express International Inc. and American Express Limited. Basics Non-Listed, Limited Liability Company Net operating revenues increased 4.01%, (INR 812.33 to INR 844.89 tens of millions) Operating result increased 7.59% (INR 175.98 to INR 189.33 tens of millions) Net Profit Margin (Net Income/Net Sales) from 24.52% to 13.68% Employee 6158 • s Key • People Sanjay Rishi CEO India HR practices –...
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...443–457 doi:10.1093/cjres/rsq009 Advance Access publication 1 April 2010 The Tata Nano, the global ‘value’ segment and the implications for the traditional automotive industry regions Peter Wells Cardiff Business School, Cardiff University, Aberconway Building, Colum Drive CF10 3EU, UK, wellspe@cardiff.ac.uk Received on June 30, 2009; accepted on March 4, 2010 Downloaded from cjres.oxfordjournals.org at East China Normal University on May 24, 2011 This paper provides a case study of the Tata Nano, a low-price car designed primarily in and for the Indian market, and its implications for the developed industrial markets. While the Nano is a classic ‘disruptive’ innovation in an Indian context, this paper argues that the car and its emulators have the potential to undermine the viability of the European automotive industry whose business is premised on technological sophistication, premium branding and high price. In an era of greater austerity, the ‘value for money’ segment is the one with global growth potential in emergent markets as well. The paper concludes that policy makers in Europe will need to decide how to react to the rather different vision of automobility offered by the Nano. Keywords: Tata Nano, automotive industry, strategy, regional development, economic policy, price competition JEL Classifications: F01, L11, L52, L62 Introduction In March 2009, the Indian company Tata launched the long-awaited Nano model, intended to provide a low-cost entry to automobility...
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...In addition, seminar activities have been developed to provide opportunities for students to sharpen their critical thinking and ethical reasoning skills through: 1. Case analyses, where students apply the conceptual tools that they have learnt in the seminar to critically analyze different strategic issues. 2. An ethical reasoning exercise (given in pages 7 and 8) where students can apply ethical concepts. 3. A critical thinking exercise where students could analyse specific case study issue with theoretical framework and concepts. 4. A group project, where each student group generates a strategic audit report of a publiclylisted firm. See pages 8 and 9 for details. 5. Collaborative learning, where students work in a group and participate in class discussion so that they learn to defend and/or integrate different perspectives on strategic issues in a critical manner. 6. A final exam, where students apply their knowledge of course material learnt throughout the course in an integrative manner. 1 Course Assessments - Summary Component Group Project (Report, 20% + Presentation, 5%) Class Participation Critical Thinking Analysis Ethical Reasoning Analysis Final Examinations (written) Total Percentage 25 15 5 5 50 100 Individual/Group Group Individual Individual Individual Individual Required Textbook and Case Reader Textbook: Duane Ireland, Robert E. Hoskisson & Michael A. Hitt. The Management of...
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...“WHAT IS THE RELATIONSHIP BETWEEN DIVERSIFICATION AND PERFORMANCE, PARTICULARLY IN EMERGING ECONOMIES? WHAT ARE THE FACTORS WHICH ARE RELEVANT FOR SETTING THE CONTENTS OF THAT RELATIONSHIP?” By João de Almeida Frazão Caro de Sousa Master Thesis Submitted to ESADE Business School in fulfilment of the requirements for the Degree of Master of Science in International Management ESADE Business School May 2012 Master of Science in International Management – ESADE Business School i Master of Science in International Management – ESADE Business School Table of Contents Introduction ..................................................................................................................................... 1 Theoretical Background 1. Diversification ......................................................................................................................... 5 1.1 General Observations ........................................................................................................ 6 1.2 Different types of diversification strategies....................................................................... 7 1.3 The costs and benefits of diversification ........................................................................... 8 1.4 Diversification Trends ....................................................................................................... 9 A. The Lack of Significant Relationship ................................
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...MAN6608 Midterm Solution Click Link Below To Buy: http://hwcampus.com/shop/man6608-midterm-solution/ QUESTION 1 1. According to the product life-cycle theory, the locus of global production initially switches from the United States to other advanced nations and then from those nations to developing countries. Which of the following is most likely to be a consequence of these trends? U.S. imports become less capital-intensive than U.S. exports. The pattern of international trade is affected by differences in factor endowments rather than differences in productivity. Over time, the United States switches from being an exporter of a product to an importer of the product. The wage rates in the United States decrease. Developing nations fail to upgrade their skill levels to compete with advanced countries. 0.5 points QUESTION 2 1. What is the shift toward a more integrated and interdependent world economy called? International trade Foreign direct investment Globalization Moore's Law Containerization 0.5 points QUESTION 3 1. Capricorn Creative Inc., a U.S.-based advertising firm, was the first in the advertising industry to identify the growth potential of Brazil and to make huge investments in its economy. As a result, the firm was able to build brand loyalty and gain experience in that country's business practices. In the language of business strategy, Capricorn Creative has typically benefited from: a...
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...MAN6608 Midterm Solution Click Link Below To Buy: http://hwcampus.com/shop/man6608-midterm-solution/ QUESTION 1 1. According to the product life-cycle theory, the locus of global production initially switches from the United States to other advanced nations and then from those nations to developing countries. Which of the following is most likely to be a consequence of these trends? U.S. imports become less capital-intensive than U.S. exports. The pattern of international trade is affected by differences in factor endowments rather than differences in productivity. Over time, the United States switches from being an exporter of a product to an importer of the product. The wage rates in the United States decrease. Developing nations fail to upgrade their skill levels to compete with advanced countries. 0.5 points QUESTION 2 1. What is the shift toward a more integrated and interdependent world economy called? International trade Foreign direct investment Globalization Moore's Law Containerization 0.5 points QUESTION 3 1. Capricorn Creative Inc., a U.S.-based advertising firm, was the first in the advertising industry to identify the growth potential of Brazil and to make huge investments in its economy. As a result, the firm was able to build brand loyalty and gain experience in that country's business practices. In the language of business strategy, Capricorn Creative has typically benefited from: a...
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...The Ride of Power: Mamata Banerjee from being an Opponent party leader to a State leader Nature of Power- Power in the most general sense may refer to any kind of influence exercised by objects, individuals or groups upon each other. “Power terms in modern social science refers to subsets of relations among social units such that the behaviours of one or more units depend in some circumstances on the behaviour of other units”-Dahl,1961 According to Max Weber power is the probability that one actor within a social relationship will be in a position to carry out his own will despite resistance regardless of the basis on which this probability rests. Power is the ability of one group or person to influence another within the given social system (Martin, year). Power may also refer to as having the authority to influence other individuals and group. The authority to exercise power may be perceived legitimately by the social structure. The important difference between power and authority consists in the fact that power is essentially tied to the personality of the individuals whereas, authority is always associated with some social position or roles. So, in other words, power is a contingent property, a property of individuals, rather than a property of social structure (Martin, 1978). Some kind of obedience is also subjected to power. Power can be seen as unjust or evil from the perspective of the members anchored to the low-end status. Similarly, power can be seen as a...
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...CONNECT FEATURES Interactive Applications Interactive Applications offer a variety of automatically graded exercises that require students to apply key concepts. Whether the assignment includes a click and drag, video case, or decision generator, these applications provide instant feedback and progress tracking for students and detailed results for the instructor. Case Exercises The Connect platform also includes author-developed case exercises for all 12 cases in this edition that require students to work through answers to assignment questions for each case. These exercises have multiple components and can include: calculating assorted financial ratios to assess a company’s financial performance and balance sheet strength, identifying a company’s strategy, doing five-forces and driving-forces analysis, doing a SWOT analysis, and recommending actions to improve company performance. The content of these case exercises is tailored to match the circumstances presented in each case, calling upon students to do whatever strategic thinking and strategic analysis is called for to arrive at a pragmatic, analysis-based action recommendation for improving company performance. eBook Connect Plus includes a media-rich eBook that allows you to share your notes with your students. Your students can insert and review their own notes, highlight the text, search for specific information, and interact with media resources. Using an eBook with Connect Plus gives your...
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...SRM UNIVERSITY (Under section 3 of UGC Act, 1956) FACULTY OF MANAGEMENT SCHOOL OF MANAGEMENT MBA FULL TIME CURRICULUM AND SYLLABUS - 2013-14 1 Code MB 13101 MB 13102 MB 13103 MB 13104 MB 13105 MB 13106 SRM University MBA - Revised Curriculum - 2013-14 Semester –I Thinking and Communication Skills (Practical) Accounting for Decision Making Philosophy for Management Economics for Managers Managerial Statistics Managerial Skills (Practical) Semester-II Financial Management Management Information System Marketing Human Resource Management Production And Operation Management Legal Aspects of Business Semester- III Summer Internship (8 weeks)(Practical) Entrepreneurship Strategic Management Business Analytics (Practical) Elective-1 Elective-2 Elective-3 Elective-4 Semester- IV Elective-5 Elective-6 Industrial Elective (Practical) Total Credit L 0 2 3 2 2 0 T 0 4 0 2 4 0 P 4 0 0 0 0 6 C 2 4 3 3 4 3 19 4 3 4 2 4 3 20 2 3 3 2 3 3 3 3 22 3 3 5 11 72 MB 13207 MB 13208 MB 13209 MB 13210 MB 13211 MB 13212 MB 13313 MB 13314 MB 13315 MB 13316 2 2 3 2 3 2 0 2 2 0 2 2 2 2 2 2 0 4 2 2 0 2 2 0 2 2 0 2 2 2 2 2 2 0 0 0 0 0 0 0 4 0 0 4 0 0 0 0 0 0 10 MB 13417 Functional Electives Marketing Finance Systems Human Resource Operations Vertical Electives Pharma Hospitality Enterprise Resource Planning Agriculture Hospital and Health Care Retailing Auto Industry Project Management Media and Communication Banking Financial Service Insurance 2 MB...
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...B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar.pfoertsch@pforzheim-university.de ISBN-10 3-540-25360-2 Springer Berlin Heidelberg New York ISBN-13 978-3-540-25360-0 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2006930595 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered...
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...Operations Management? 4 Organizing to Produce Goods and Services 4 Why Study OM? 4 What Operations Managers Do 7 How This Book Is Organized 7 The Heritage of Operations Management 8 Operations in the Service Sector 9 Differences between Goods and Services 10 Growth of Services 11 Service Pay 12 Exciting New Trends in Operations Management 12 The Productivity Challenge 14 Productivity Measurement 15 Productivity Variables 17 Productivity and the Service Sector 19 Ethics and Social Responsibility 20 Summary 20 • Key Terms 21 • Solved Problems 21 < Self-Test 22 • Internet and Student CD-ROM/DVD Exercises 22 • Discussion Questions 22 • Ethical Dilemma 23 • Problems 23 • Case Studies: National Air Express 24; Zychol Chemicals Corporation 25 • Video Case Study: Hard Rock Cafe: Operations Management in Services 25 • Additional Case Study 26 • Bibliography 26 • Internet Resources 26 Developing Missions and Strategies 34 Mission 34 Strategy 35 Achieving Competitive Advantage Through Operations 36 Competing on Differentiation 36 Competing on Cost 37 Competing on Response 37 Ten Strategic OM Decisions 39 Issues in Operations Strategy 42 Research 42 Preconditions 43 Dynamics 43 Strategy Development and Implementation 43 Critical Success Factors and Core Competencies 44 Build and Staff the Organization 46 Integrate OM with Other Activities 47 Global...
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...Preface Let me begin this preface with a confession of a few of my own biases. First, I believe that theory and the models that flow from it should provide the tools to understand, analyze, and solve problems. The test of a model or theory then should not be based on its elegance but on its usefulness in problem solving. Second, there is little in corporate financial theory that is new and revolutionary. The core principles of corporate finance are common sense and have changed little over time. That should not be surprising. Corporate finance is only a few decades old, and people have been running businesses for thousands of years; it would be exceedingly presumptuous of us to believe that they were in the dark until corporate finance theorists came along and told them what to do. To be fair, it is true that corporate financial theory has made advances in taking commonsense principles and providing structure, but these advances have been primarily on the details. The story line in corporate finance has remained remarkably consistent over time. Talking about story lines allows me to set the first theme of this book. This book tells a story, which essentially summarizes the corporate finance view of the world. It classifies all decisions made by any business into three groups—decisions on where to invest the resources or funds that the business has raised, either internally or externally (the investment decision), decisions on where and how to raise funds to finance...
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