...Quadrant 2 – International Strategy. Low requirement for centralised quality check and strategic decision making eliminating the need to adapt to individual countries. Mixed strategy combining low demand for integration and responsiveness. Quadrant 3 – Transnational Strategy. High requirement for integration and differentiation. Emphasizing both global integration and local responsiveness. Quadrant 4 – Multi-domestic Strategy. High requirement for differentiation but low concern for integration. Emphasize on local adaption. 2.1 ANALYSIS Adaption from the Case Studies and Research Cases Tata Group uses two different strategies locally and internationally when dealing with its businesses. Local businesses under Tata Group’ umbrella uses the Domestic Strategy which requires product differentiation base on the local adaption. Such example is the Tata Nano Car and the Tata Ace...
Words: 2785 - Pages: 12
...Ratan Tata: Leading the Tata Group into the 21st Century 1. The Tata Group has been transformed from a risk-averse, slow-moving giant into a more dynamic and aggressive conglomerate. How much of such a transformation can be attributed to one individual? Discuss the role of the leader in initiating and managing change. Answer The Tata Group transformation can be greatly attributed to the vision and execution of Ratan Tata. He was greatly responsible for the tremendous transformation because he was able to take his vision for the group and transformed it into a reality. By enforcing a mandatory retirement age policy which removed a lot of top management, who were challenging the core functions of the group and hindering growth, Ratan Tata implemented this as one of the first major changes in is rein. By replacing these individuals, he made a way for young fresh talent to bring new ideas to the group. In addition he implemented and created a Group Executive Office whose members were represented on the boards of the Tata companies, in addition to Tata Business Excellence Model (TBEM) that he introduced which was the Tata Group’s largest change initiative. The Tata Business Excellence Model (TBEM) was implemented and maintained through Tata Quality Management Services and its specific processes. Ratan Tata demonstrated a democratic leadership style that entailed openness to ideas with the group. With this his leadership approach he encouraged the executives and managers to be...
Words: 853 - Pages: 4
...Tata OUTLINE FOR CASE ANALYSIS AND REPORTS 1. Source Problems: This is a general statement of the underlying, fundamental problem or core issue. It is important to distinguish between symptoms of the problem, and the problem itself. Frequently the source problem precedes the current problems in the case. (one short paragraph) (medical example: tonsillitis) 2. Secondary Problems: These are more specific, current and observable problems and derive from the source problem. They frequently are the problems immediately evident in the case. Do not write three sections: all problems should be listed under short or long term. (Three quarters of a page). (medical example: fever, loss of appetite, cough) Short Term: Current problems of recent origin, which can be solved within a period of months without major commitments of capital, technology, finance or managerial effort. (business example: overstocking, high prices, labour shortage) 2.1 2.2 2.3 Long Term: Problems which have existed for years, and which involve long-term trends in the internal or external environment. They will reuire solutions spread over a period longer than, say, a year, and may demand major allocations of capital, technology, finance and managerial effort. (business example: obsolete products, out-pf-date production process technology, lack of adequate plant capacity) ...
Words: 954 - Pages: 4
...OUTLINE FOR CASE ANALYSIS AND REPORTS 1. Source Problems: This is a general statement of the underlying, fundamental problem or core issue. It is important to distinguish between symptoms of the problem, and the problem itself. Frequently the source problem precedes the current problems in the case. (one short paragraph) (medical example: tonsillitis) 2. Secondary Problems: These are more specific, current and observable problems and derive from the source problem. They frequently are the problems immediately evident in the case. Do not write three sections: all problems should be listed under short or long term. (Three quarters of a page). (medical example: fever, loss of appetite, cough) Short Term: Current problems of recent origin, which can be solved within a period of months without major commitments of capital, technology, finance or managerial effort. (business example: overstocking, high prices, labour shortage) 2.1 2.2 2.3 Long Term: Problems which have existed for years, and which involve long-term trends in the internal or external environment. They will reuire solutions spread over a period longer than, say, a year, and may demand major allocations of capital, technology, finance and managerial effort. (business example: obsolete products, out-pf-date...
Words: 966 - Pages: 4
...1. Which, if any, of the following initiatives undertaken by Ratan Tata do you think were good ideas? a) Creation of a Group Brand b) Building of equity interlocks among the Tata companies c) Sale of a part of Tata Industries Limited to the Hong Kong-based Jardine Matheson group d) Revitalisation of Tata Administrative Services 2. What do you think of some critics’ opinion that Ratan Tata was moving the group of companies in exactly the opposite direction from where it should be going? The Indian economy following the 1991 crisis swiftly moved away from central planning economy towards market-based economy with the government having less intervention and control. As a result, companies were operating in what is called emerging markets. Khanna & Palepu (1997, pp.41-2) describe emerging markets as hardly uniform that lack in providing the institutions vital for basic business operations. Companies that operate in such environment must adapt their strategies to fit their institutional context. Appendix 1 of the case study clearly shows market failures of Indian economy in mid 1990s compared to the UK and US. Some of the market failures include: information problems (e.g. limited phone lines, TVs, newspapers) capital markets problems (e.g. low bank assets, limited watchdog bodies, limited access to local capital markets and market information asymmetries) political and risk factors problems (e.g. corruption, low efficiency of judicial system, state intervention...
Words: 1223 - Pages: 5
...Please read: A personal appeal from Wikipedia programmer Brandon Harris Read now Ratan Naval Tata From Wikipedia, the free encyclopedia "Ratan Tata" redirects here. For Ratanji Dadabhoy Tata, see Ratanji Dadabhoy Tata. Ratan Naval Tata Born 28 December 1937 (age 73) Bombay, Bombay Presidency,British India Residence Colaba, Mumbai, India[1] Nationality Indian Ethnicity Parsi Alma mater Cornell University Harvard University Occupation Chairman of Tata Group Years active 1962-present Spouse unmarried Awards Padma Bhushan (2000) Padma Vibhushan (2008) KBE (2009) Ratan Naval Tata (born 28 December 1937) (Gujarati: રતન નવલ ટાટા) is the present chairman of Tata Sons and therefore, Tata Group.[2] Also, he is one among the few Zoroastrians in the world.[3] He is also the chairman of major Tata companies such as Tata Steel, Tata Motors, Tata Power, Tata Consultancy Services, Tata Tea, Tata Chemicals, The Indian Hotels Company and Tata Teleservices. Contents [hide] • 1 Career at Tata Sons • 2 Honours, awards and international recognition • 3 References • 4 External links [edit]Career at Tata Sons When he returned to India in 1962 after turning down a job with IBM on the advice of JRD, he was sent to Jamshedpur to work on the shop floor at Tata Steel with other blue-collar employees, shovelling limestone and handling the blast furnace.[4] In 1971, he was appointed the Director of National Radio and Electronics (Nelco), which was in...
Words: 1434 - Pages: 6
...The Last Rajah: Ratan Tata and Tata’s Global Expansion Name: Student Id: Lecturer Unit Name: International Management Unit Code: BUS323 Table Of Content 1.0 Source of Problem 2.0 Secondary Problems • Short Term: 2.1 Recession 2.2 Human Resource and Organisational Culture 2.3 Union Strike and Rebels • Long Term: 2.4 Corus Company Debt 2.5 Jaguar and Land Rover Take over 2.6 Chairman Replacement 3.0 Analysis • 3.1 The Economy and Tata Group • 3.2 Loss of Control Within Tata 4.0 Criteria Of Evaluation: Goals (Objectives/Performance Targets/KPI’s/Decision Criteria and Their Time Frames. 5.0 Alternatives • Short Term • Long Term 6.0 Recommended Strategy • Short Term • Long Term 7.0 Justification of Recommendations 8.0 Implementation, Control & Follow Up 9.0 Bibliography 1.0 Source of Problem The case study reviews the global expansion and progress of the Tata Groups of Companies under the leadership and vision of Ratan N. Tatan. Over the years, there were several challenges the Tata Company faced in order to expand globally and to be able to achieve global top status. The slowing down of the economy in Asia, as mentioned in the article would be one of Tata company key challenges. Secondly, a fundamental problem would be the continuity of Tata Group in recruiting new talents capable of retaining the Tata group value system and ethical standards as the company grows and becomes...
Words: 2040 - Pages: 9
...Background and Key Players The House of Tata is one of the oldest and well-known collection of companies in India. Jamseti Tata started the group in 1874 and he took his vision and built it into one of the biggest business organizations in India. J.R.D. Tata was elected chairman of Tata sons, which was the initial investor in many Tata companies in 1938 and began decentralizing power as well as personally choosing many of the Tata company chairman. J.R.D was in control when Tata airlines nationalized as well as when the Tata companies became legally independent in 1970. In spite of the dismantling of the managing agency system there was still solidity and structure. J.R.D’s energetic persona, weekly cross-company director’s meetings and network of inter-corporate shareholdings created synergy. J.R.D’s chairmen under his influence managed their companies in parallel to one and other but within the Tata philosophy of professionalism and ethical business practices. J.R.D never micromanaged and the result was that Tata business were successful and on a level above all other home-grown businesses in Tata’s wheelhouse. J.R.D is what held the companies together and success was the result. Ratan Tata, the son of one of J.R.D’s cousins was shy and came back in 1962 after working in the United States as an Architect. In 1981 he became chairman of Tata Industries Limited (TIL) which he was tasked to turn from a small...
Words: 1029 - Pages: 5
...Tata Group: Transforming the Sleeping Elephant “A company does not become global by simply participating in geographical markets around the world. The objective of globalization is to become globally competitive, leverage global opportunities and have the required global capabilities. It implies an organization, which employs talented people without reference to nationality. We are in the process of acquiring such competitive position and global capabilities”. Ratan Tata, Chairman, Tata Sons (Hindustan Times, September 5, 2004). “Despite popular perception Ratan Tata has more than lived up to JRD’s vision and expectations”. Deepakh Parekh, Chairman, HDFC, (India Today, February, 2003). The unfolding of a crisis After proposing the Strategic Plan in 1991, Ratan Tata observed: “I think we are in many more businesses than we should have been in and were perhaps not concerned about our market position in each of those businesses. I think the needs today are that we define our businesses much more articulately and that we remain focused rather than diffused, and that we become more aggressive than we used to be, much more market driven, much more concerned about our customer satisfaction (HBS Working Paper, 9-798-037).” Ratan Tata on being questioned in an interview regarding – what criteria he will choose in deciding what to keep and what not to, in his groups’ portfolio restructuring exercise? To this he replied, “One is certainly going to be: can we be in the first three in that...
Words: 8239 - Pages: 33
...District, West Bengal, India. This place was practically unheard of and gained international media attention after Tata Motors proposed the idea of setting a factory to manufacture the world’s cheapest car- The Tata Nano. It was supposed to be priced at Rs 1, 00,000 and the car was scheduled to be rolled out by 2008. The Communist Party of India (Marxist) had just come to power at that time, (May 18, 2006). The State Government had allowed Tata to take over 997 acres of farmland in Singur to build its factory. Buddhadeb Bhattacharjee, the then Chief Minister of West Bengal, wanted Tata to go ahead with the Tata Nano project in his state citing reasons of industrialisation and State development. West Bengal was viewed as an anti- industrialised state and Buddhadeb Bhattacharjee wanted to reform that image. However, this act was received with much opposition from the activists, the displaced land owners and the opposition parties in Bengal. (Singur Tata Nano Controversy, 2012) The government had acquired 1200 acres of land which included 997 acres from 13000 'unwilling' farmers. These 997 acres of land was leased to the Tata Motors to set up the Nano plant. The government had offered a price which was better than that in Nandigram and also provided compensation which had included the sharecroppers also. There were six sites offered by the state government to Tata Motors. The company had selected Singur as the chosen site. Singur is the most fertile belt in that region. Almost...
Words: 1792 - Pages: 8
...by Ratan Tata regarding acquisition of JLR- “ We are very pleased at the prospect of Jaguar and Land Rover being a significant part of our automotive business. We have enormous respect for the two brands, and we will endeavour to preserve and build on their heritage and competitiveness, keeping their identities intact. We aim to support their growth, while holding true to our principles of allowing the management and employees to bring their experience and expertise to bear on the growth of the business.” By analysing the words of Ratan Tata and from various source on the occasion of famous acquisition we get the following are the reasons of not changing the name of Jaguar and Land Rover: ➢ The Tata group is the leader among Indian Companies to acquire businesses overseas in Europe, the United States, Australia and Africa . ➢ This acquisition of Jaguar Land Rover helped Tata Mototrs to make its presence in global business with internationally recognized brands having a strong heritage and global presence, and increased Tata Motors product and market diversity. ➢ The plan of Tata Motors was that by acquiring JLR can Tata Motors expand their current international sales market, allowing them to reduce dependency on the Indian market. ➢ By using Land Rover brand Tata Motors...
Words: 303 - Pages: 2
...TABLE OF CONTENTS S.No. | TOPIC | PAGE NO. | 1 | Introduction | 4 | 2 | Succession Planning | 5 | 3 | The Tata Tale | 8 | 4 | Leadership at Tata | 10 | 5 | Succession Planning Strategies within Tata Group | 13 | 6 | The Mistry Angle | 16 | 7 | Challenges before Mistry | 19 | 8 | … And Why he will survive | 20 | 9 | The Way Ahead | 21 | 10 | Conclusion | 25 | 11 | Appendix: Sample Succession Planning Forms | 26 | INTRODUCTION Look at any research worth its salt and one will find that ‘leadership’ is key to the success of any organization. And it is this which highlights the importance of succession planning. Experts believe succession planning is one of the most important functions of not just the human resources department of any firm but is the responsibility of the entire management. Indeed, the consequences of putting the wrong person in a position may be severe. As popular HR guru Arthur X. Deegan II puts it: “Succession planning is about putting the right people in the right place at the right time.” This perhaps best defines the need and importance of succession planning. The group has chosen to study Tata Group and its succession planning strategies for this project. While we realize that succession planning is a process that encompasses the entire organization, we have – because of the space constraint – limited our report for the most part to only succession planning at the chairman level. That said, we still have taken care to include...
Words: 5649 - Pages: 23
...HOUSE OF TATA The Business Agricultural Products Base Metals Non-Metallic Mineral Products Chemicals Construction & Allied Activities Electrical and Non-Electrical Machinery Electricity & Non-Conventional Energy Electronics Services Shipping & Exports Hotels Financial Drilling Real Estate Other Watches Pulp & Paper Press Engineering & Locomotive Vertically integrated Focus in domestic market (India) Resources Financial Capital Managerial Expertise Business Network Established brand Structures, Systems & Processes Corporate communication Weekly cross-company director’s meetings Autonomous business unit operations Uniform Policies across the Tata Group SBU’s annual contribution system (franchise) J.R.D. Quality Value Award Uniform code of conduct High quality Ethical business practices Recruitment process Hand picking chairmen Head hunting talented individuals for SBUs (Tata Administrative Services) Controlling interest 0.01 to 15% in current SBUs 25-50% in new ventures Investors with +26% have legal right to block take over resolutions Strategy .Convert Tata Group into a tighter, leaner organization to deliver a stronger collective identity. Synergize Merge Tata’s 3 electric companies Divest Loss Making Tata Oil Mills Company Ltd. Increase SBU’s control/ownership Purchase equity in SBU’s Branding SBUs adherence via contribution system Promote brand in foreign markets ...
Words: 951 - Pages: 4
...talks about how Tata Motors, India's largest automobile company, developed the Nano, the world's cheapest car. The case focuses on the translation of Ratan Tata's (chairman of Tata Motors) vision of a safe affordable car for the masses by Ravi Kant, managing director of Tata Motors into the Nano Project. The case raises questions around breaking the price-quality barrier and changing existing internal processes to accommodate revolutionary new ideas. The dilemma of success—Tata Nano was a runaway bestseller—left Tata Motors debating how large a bet they should make on the Nano and what kind of capacity commitment this requires. Never before in the history had, a new product in the automobile industry created such a huge buzz after Ford's famous Model ‘T’. Ever since Ratan Tata announced that he would make a ‘People’s car’ for a price less than $ 2,500, in 2003 Geneva Auto show, it mystified various groups of people about the possibility of price, power, quality, performance and other factors. However, Ratan Tata was never to be bogged down with by apprehensions and or naysayers. During 2008, Nano was all over the press for the wrong reasons and that probably would have been a blessing in disguise for Nano’s buzz and all the critics were are silenced for ever when the car was launched on March 23rd 2009 with various public and private sector banks offering loans to customers. Nano and Ratan Tata became almost synonymous providing India Inc. in general and Tata Group in particular...
Words: 3098 - Pages: 13
...The House of Tata 1. Which if any of the following initiatives undertaken by Ratan Tata do you think were good ideas and why? Were these initiatives creating value or were they just creating more overhead and burdening the corporate portfolio? (65 points) a. Creation of a group brand (should there be a Tata brand? What is the value added of a group brand in an emerging market? What are the pros and cons of this strategy?) 20 points • Yes, more recognizable Ratan Tata was considering several steps that he hoped would give the group a stronger collective identity. The principal of these was for Tata Sons to take responsibility for promoting a unified Tata brand which could be used by all companies that subscribed to the Tata Brand Equity Scheme. Each subscribing company would derive the benefits of the centrally promoted Tata brand and of the Tata affiliation. Tata Sons would require an annual contribution related to each company’s net income in order to meet the costs of the development, promotion, and protection of the unified Tata brand. Ratan proposed that each subscribing company pay a contribution (he adamantly avoided using the term “royalty”), based on its degree of association with the brand.12 Contribution rates would range between 0.10% to 0.25% of a company’s net income before taxes and non-operating income, and would be capped at a maximum of 5% of the profit before tax (i.e., profit after interest and depreciation). Participating companies...
Words: 702 - Pages: 3
