Case Study: Tata Company

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private sector enterprise, with businesses in the energy and materials value chain. Group's annual revenues are in excess of US$ 66 billion. The flagship company, Reliance Industries Limited, is a Fortune Global 500 company and is the largest private sector company

Meta Description: The Nexon is Tata’s new compact SUV that will compete with Vitara Brezza and EcoSport. Its USP is a new design that may appeal to young buyers.

In this industry, the entry barriers are decided by the competitor’s capital investment and market share. The food and beverage business is divided into two categories: the first market segment relates to a commercial food business which owns 79 percent of market share. Douglas fine food comes under a commercial food segment and owns a large amount of market share in Catering, franchises, and restaurant services. The business possesses a strong base in the market through its long holding presence in the market due to which the new entrant cannot impose a high potential threat to the company.

Tata Steel acquired Corus Group in April 2007 for £6.2bn. Tata Steel is India’s largest private sector steel company with 2005/06 revenues of US$5.0 billion and crude steel production of 5.3 million tons across India and South-East Asia. Corus Group is Europe's second largest steel producer with annual revenues of over £9.2 billion and a crude steel production of 18.2 million tons in 2005. This is an interesting acquisition as the acquired company was almost four times the size of the acquirer in terms of revenue. The combined entity became the fifth largest steel company in the world. The acquisition allowed Tata Steel entry into the European market. This deal follows the merger of Arcelor-Mittal forming world’s largest steel company. It is the biggest deal ever from an emerging market. The deal is a powerful combination of low cost upstream production in India with the high end downstream processing facilities of Corus. The deal occurred through 9 rounds of competitive bidding between Tata Steel and

Ford Motor Company, was established in Detroit, Michigan on June 16, 1903 by founder Henry Ford when he converted an old wagon factory to house his new inventions the Model T, and this was the one turning point that put Ford on the map by coming on of the Big Three auto manufacturers in Detroit. Despite competition from General Motors, Chrysler and other major car giants over the years Ford models such as the Mustang continue to push Ford forward in sales today. Today Ford is one of the world’s top automobile companies and its Ford Focus was the world’s bestselling automobiles and helped keep them from going into bankruptcy. Ford Motor Company was founded on strong core values, which has helped it to overcome many obstacles and lead to its success.

The above table exhibits factor analysis results for the major complaints received by Bajaj Insurance Company. The results are categorized into four significant factors with KMO alpha 0.54 and significant value 0.000**

Other main actors include the Managing Director, Finance Department, Operations Department, Software programming company, and the customers as the users of the refund system. These actors had different goals and interests, various kinds of resources and challenges, along with different tasks which are showing in the below table for the understanding of the case. By this case it could identify the failures which occurred throughout the project designing and implementation process, as well as the involvement of the various actors to the implementation of the

Tata DoCoMo launched its operations on June 24th, 2009 in Chennai, its unique selling proposition was the one paisa per second billing plan for telephone calls. Anil Sardana who was the then managing director at TTL, made the first call under the new tariff system that day to telecom minister Adimuthu Raja. Ratan Tata, Tata Group's chairman at that time, said at the launch that the per second tariff plan will create a paradigm shift for the phone users.

From the above pie chart more than 70 percent of managers from the technical, support, operations and engineering departments said yes when asked upon the allocation of desk within few days of joining in Tech Mahindra. This shows that organization takes care for the new joinees smooth journey from the starting of their career in organization and so leaves a good impact on them. The company gives their employees freedom to explore in comfortable settings while working towards achieving its core purpose.

Above analysis shows the satisfaction level of Tata Motors customers towards the customer relationship managed by the Tata Motors. From the above it can be clearly stated that majority of the respondents are highly satisfied with the customer relationship managed by the Tata Motors.

A meeting of the equity shareholders was held on June 7, 2012 in Mumbai at which a poll was conducted for the purpose of sanctioning and incase sanctioned, approve with or without modification of the designed scheme of Amalgamation and Arrangement under the Companies Act, 1956.At the meeting a separate resolution was also considered in relation to the reduction of the securities premium of Tech Mahindra Ltd, in terms of provisions of the proposed scheme. The scheme and the aforesaid reduction was approved by requisite majority in number 99.81% and value 99.99% by the equity shareholders present at the meeting and voting in person or by a representative. This effectively indicates that the company communicated with its shareholders and took their opinion into consideration before the merger.

Perhaps the most significant is the strength of the Tata name. Tata Sons owns the name and trademark, which are registered in India and around the world. The Tata name is symbolic of India 's industrialization and innovation. The company’s entrepreneurial spirit has driven much of its growth, and has facilitated successful ventures into growing industries such as high technology, biotechnology, and alternative energy. The group’s companies all operated under a common corporate culture characterized by independence, entrepreneurship, and ethics. The strong brand name, entrepreneurial spirit, and corporate culture have helped to unify this large and disparate group of companies under the

From a stagnant $12 billion dollar value in 2003 to a turnover of almost $139 billion company in 2014, the former chairman and brain behind the success, Mr Ratan N Tata and the current leader Cyrus Mistry has succeeded bringing the Group to be one of the top global conglomerate in the world.

Pricing for export market is one of the most important factors determining the performance of export ventures. Scholars describe the export pricing as one of the prime devices used by the exporters to adapt offering to fulfil the requirement of foreign markets (Myers et al 2000). In the competitive export pricing environment, it is expected that export performance is impacted by competitive export pricing. According to Porter (1980), in an increasing competitive environment in the international markets, a flexible marketing strategy is more regarding that a rigid strategy. Kotabe and Helsen (2001) state that as buyers have become more sophisticated in their choice, the pricing strategy needs to be more buyer-oriented to be competitive.

The company currently has a turnover of approximately Rs. 10 Crores. The company is a member of Bombay Goods Transport Association (BGTA) AND Indian Bank Association (IBA), which is very essential for the smooth conduct of their business activities. BGTA checks all business malpractices and IBA is needed for regulating payments within different states. The company has its 17 branches all over the country, along with 3 agencies in certain remote areas. The company also provides warehousing facilities to companies like Philips-India and Colgate. The company is involved in delivery of goods all over the country.