Parent Brand: Tata Main Product Brand: Tanishq Sub Product Brand: Mia Product Target Segment: The growing, affluent and lifestyle conscious segment of women who use branded jewelry in their daily life. Why this segment?? * Women are increasingly the decision makers for their purchases of gold jewelry * Jewelry collection for everyday use, if high on design quotient, light in weight and affordably priced can attract the working women Driving Reason for new product: * Purchase
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Ninth AIMS International Conference on Management January 1-4, 2012 Blue Ocean Strategy – A Critical Analysis of Application on Indian Companies Smita Shukla smitashukla_in@yahoo.com University of Mumbai, Mumbai Blue Ocean Strategy which is much discussed strategic approach that needs to be followed by such companies that wish to beat the market competition. The paper analyses the practical application of Blue Ocean strategy in case of Indian companies. This paper also discusses the risk
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Tata Motors Limited is India's largest automobile company, with consolidated revenues of INR 1,23,133 crores (USD 27 billion) in 2010-11. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. It is the world's fourth largest truck and bus manufacturer. The company's over 25,000 employees are guided by the vision to be ''best in the manner in which we operate, best in the
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Running head: TATA FIAT Tata Motors and the Fiat Auto: Joining Forces Tata Motors and the Fiat Auto: Joining Forces Tata Motors (TM) and Fiat Auto S.p.A (Fiat) are large auto manufacturers. It is described as the transformation of TM from a commercial vehicle manufacturing company to a leading passenger car company in India, and its forays into global markets. The case details the growth of Fiat, the problems the company faced, and the strategies it adopted to tackle these problems. It discusses
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Can the Tata group make the leap from global presence to global domination? Has it made the pledge to transform itself? In the second of a 12-part series, Manjari Raman compares the conglomerate with the Korean chaebols and speaks with Harvard Business School Professor Donald Sull on the strategic challenges ahead for one of India's oldest business groups "This year we will also be focusing on expanding our businesses internationally... This is an important new phase in our group's growth plans
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THE TATA NANO MAKES HISTORY USING DIGITAL MANUFACTURING On January 10, 2008, India's Tata Motors unveiled its Nano car. It was an historic moment, because the Nano was the cheapest auto ever made at that time, with a price tag around US $2,500. The Nano joined Ford's Model T as a car within reach of millions of people who previously could not afford one. Tata Motors started its Nano project in 2003, when a team was charged with creating a car that would cost no more than about US $2,500 without
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The Baldwin-Wallace College Journal of Research and Creative Studies, Fall 2007, 1(1):12-24 Performance of the South Korean Automobile Industry in the Domestic and United States Markets Robert R. Ebert1 and Mariel Montoney2 1 2 Department of Economics, Baldwin-Wallace College, 275 Eastland Rd., Berea, OH 44017; Economics Program, Baldwin-Wallace College, 275 Eastland Rd., Berea, OH 44017 The South Korean automobile industry has undergone considerable growth since its inception in the
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Executive Summary to: Mr. Ratan tata, chairman, tata group from: Team 1 - PRADEEP ALAGIRI, TARUN BHAMBHANI, ANUNAY BHATT, PRIYANKA BISWAS, SHANMUKH BOKKA subject: TATA NANO: THE WORLD’S FIRST Rs. 1 lakh car date: 2/1/2016 Introduction and Case Background The case presents the path breaking endeavor to manufacture world’s cheapest car priced at approximately $2,200. This car was developed by Tata Motors, a conglomerate under the umbrella of Tata Group, one of India’s oldest and most revered
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UVA-M-0768 Rev. Feb. 2 2011 24, THE TATA NANO THE PE T O: EOPLE’S CAR It was one of the longest t f t-awaited an most talke nd ed-about aut tomobile deb in India On buts a. January 10, 2008, Ta Motors unveiled its (U.S. dollar USD2,50 car1 (also called “Rs1 lakh ata u rs) 00 car” or “t people’s car”) at the ninth Auto Expo in New Delhi. The Tata Nano brought a m the s w o media blitz and a crush of onlookers th required top-level sec o hat t curity. Woul the car
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leadership. Its production facility is located at Faridabad. The company enjoys over60% market share in tractors and commercial vehicles (CVs). Its clientele includes Tata Motors, AshokLeyland, Maruti Udyog, Mahindra & Mahindra, Bajaj Auto, TAFE, Toyota, BEML, Escorts and State-runtransport undertakings. In CVs, it is a major supplier to Tata Motors with a 60% market share. It hasdominant market share of 80% in tractors and supplies to all manufacturers in India. CAL is growing both organically and
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