Tata group case study

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Tata group case study

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Lecture
Résumé
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Résumé du document

In January 2008, Tata Motors unveiled the Nano. A compact car designed in order to be affordable for the low level of life's population in India. The world was waiting for this car, Ratan Tata had announced that the Nano would be priced around $2000 making it the cheapest car in the world. Comfortable and secured, the car should be available for the price of a scooter. The Nano became a new reference on the market in term of design but also in term of engineering.

Indeed, Tata Group is composed by several industries (raw materials, tool-machines, electronic, etc…) and services (microcredit, consultancy, etc…). The synergy between these different actors helped the Nano to become real.

This car is not the only recent earthquake the group has known. Ratan Tata launched in 2010 a $35 tablet in India, allowing every student to become familiar with the technology and helped to spread education in every parts of the country. The group aims to improve the quality of life everywhere it is implanted. This seems possible regarding the strategy of leadership Ratan Tata implemented to the group:
“At Tatas, we believe that if we are not among the top three in an industry, we should look seriously at what it would take to become one of the top three players, or think about exiting the industry” (Tata, 2001)

The main driver at Tata, is the confidence the consumers, the employees, the shareholders, put into the group. There is a feeling of being part of a fellowship and this is perceived as a strong force towards occidentals companies and in front of Asian firms.

Sommaire

Introduction
The Tata Group has been transformed from a risk-averse, show-moving giant into a more dynamic and aggressive conglomerate. How much of such a transformation can been attributed to one individual?
Discuss the role of the leader in initiating and managing change
The Tata Group had a presence in a wide range of business since its early days. Later, Ratan TATA managed to streamline the Tata Group. What advantages and disadvantages did the Group gain through the streaming of business?
Do you think, as of 2009, the Group is still present in too many businesses?
The Tata Group has acquired many companies in the last few years. Critically discuss the benefits and the risk associated with Ratan Tata's growth-through-acquisition strategy, especially in the global market
Conclusion

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Extraits

[...] Finally there is the integrator leader. He is the one that will involve everyone in the decision making process in order to motivate the whole team. It adds value to the discussion and seeking innovative solutions assigning responsibilities based on skills. It will seek to maximize each of the factors of production in meeting their expectations for social. So what is Ratan Tata? He is between the integrator and the autocrat. Indeed, he seems to guide the group in the main line but letting each company director taking decisions. [...]

[...] Its position allowed it to buy out some prestigious companies such as Jaguar. - Tata Group position and Ratan Tata philanthropic activities gave them an image of attentive people, taking care of others people. Disadvantages of the streaming: - Ratan Tata considered quitting industries were the group couldn't ensure a suitable level of business. - Tata Group faced problems during its transformation. For example the fail in Singur where Ratan Tata was forced to move the factory. - The international norms regulation. [...]

[...] Now Mistry is in charge of the plan but without hesitation we can say that the leadership of Ratan Tata will stay during some time in the hall. The management of all the companies what are part of Tata Group was a huge enterprise which has been handle greatly by the man. His vision led the group into a positive growth that makes Tata one of the first actors globally. Bibliographie Ratan Tata Retires. (2012). International Business Times. Anand, M. (2007, November 17). [...]

[...] Global leadership, the Ratan Tata way. Retrieved from Business Outlook India: http://business.outlookindia.com Tata, R. (2001, November). We need a consortium of like-minded companies to face the multinationals. Retrieved from www.tata.com. Taylor, A. ( 05). TATA TAKES ON THE WORLD Building an Auto Empire in India. Fortune, pp. 86-92. Théry, L. (2010). [...]

[...] This car is not the only recent earthquake the group has known. Ratan Tata launched in 2010 a $35 tablet in India, allowing every student to become familiar with the technology and helped to spread education in every parts of the country. Tata's goals: The group aims to improve the quality of life everywhere it is implanted. This seems possible regarding the strategy of leadership Ratan Tata implemented to the group: Tatas, we believe that if we are not among the top three in an industry, we should look seriously at what it would take to become one of the top three players, or think about exiting the industry” (Tata, 2001) The main driver at Tata, is the confidence the consumers, the employees, the shareholders, put into the group. [...]

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