SUMANTH REDDY WPM15SUM In India, families that can’t afford a four wheeler usually crowd onto a single two wheeler and take to the streets in what would be a comedic scene but definitely a very dangerous one. Looking at this scenario, Tata Motors’s chairman Ratan Tata decided to make a “people’s car” that would appeal to these poor Indian families. It was foreshadowed as one of the greatest innovations in the auto industry. Since deliveries started off after its release the sales figures have dropped
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in the short term or long term run, Tata and Jaguar Land Rover are today one of the most successful takeover prospects with JLR having a massive turnaround in its performance compared with when it was under the Ford group company. This takeover is particularly successful as Tata motors aims to aid JLR in terms of providing finance for their operations and expansion without necessarily involving itself in the runnings of management to avoid any clashes as Tata is
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Idea Cellular are more profitable on this parameter with cash generated from operations of around 20 per cent of sales. On the other hand, companies from the Tata group appear far less efficient if we apply this metric. Despite generating large revenues, cash generated from operations for companies such as Tata Steel, Tata Motors and Tata Power is less than 10 per cent. Addition to gross block Some companies could be foregoing investments in their own businesses resulting in large cash surpluses
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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
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Tata Nano - Porter’s Five Forces Businesses need to understand the forces affecting them. These competitive forces offer a framework for every firm showing them how they can influence competition in the future. (PORTER 2008, p. 80) They also indicate the attractiveness of a given industry. (PORTER 2008, p. 80) The first part of these five forces consists of the rivalry of existing competitors. Which competitors are taken into consideration depends on the scope of competition the firm is defining
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The Tata Ace : Case Study Analysis One of the biggest conglomerates in India, the TATA Group are a name to reckon with . The revenue generated by the TATA group in 2006 was equal to 2.8% of India’s GDP . It has several sectors in IT, transportation , steel etc . One of the biggest revenue provider of the TATA group is the TATA motors which is an independent body and the TATA group holds 32% equity in it . Though TATA motors is such a big company, it showed a loss of Rs 5 billion in 2001 , biggest
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CORPORATE OVERVIEW 02 Corporate Information 03 Mission, Vision and Values 04 Chairman’s Message 08 Board of Directors 12 Tata Motors at a Glance 14 Major Launches during the Year 16 Presence across Markets 18 The NEXT Level in Design 20 The NEXT Level in Driving Experiences 22 The NEXT Level in Fuel Economy 24 The NEXT Level in Connectivity 26 Corporate Social Responsibility at Tata Motors 30 Awards and Accolades 32 Financial Performance 36 Summarised Balance Sheet and Statement of Profit and Loss (Consolidated)
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Approach to Knowledge Management at Tata Steel Name Institution Table of Contents Introduction 3 Background to Tata Steel 4 Knowledge Management Initiative at Tata Steel 5 Knowledge Management Phases at Tata Steel 5 Tata Steel Knowledge Management Stakeholders 7 Knowledge Transfer Opportunities 7 Tata Steel Knowledge Transfer Strategies and Instruments 8 Tata Steel Knowledge Management Portal 11 Tata Steel’s Knowledge Management Approaches Achievements 11 Conclusion 12 References 13
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Approach to Knowledge Management at Tata Steel Name Institution Table of Contents Introduction 3 Background to Tata Steel 4 Knowledge Management Initiative at Tata Steel 5 Knowledge Management Phases at Tata Steel 5 Tata Steel Knowledge Management Stakeholders 7 Knowledge Transfer Opportunities 7 Tata Steel Knowledge Transfer Strategies and Instruments 8 Tata Steel Knowledge Management Portal 11 Tata Steel’s Knowledge Management Approaches Achievements 11 Conclusion 12 References
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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. Much of the transformation in the Tata Group could be attributed to Ratan Tata. He took several initiatives – rightsizing, exiting some businesses, injecting fresh talent, and changing the culture – to effect a transformation. He turned around
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