Strengths And Weaknesses Of Tata Motors

Ans: Tata Motors was a leading player in the segment of commercial vehicle market. In 1954 Tata Motors in collaboration with Daimler Benz started manufacturing heavy commercial vehicles like excavators and earth moving equipment’s. When Japanese firms Toyota, Mitsubishi and Nissan entered the Indian market through joint ventures for manufacturing light motor vehicles, Tata Motors took this opportunity and developed light motor vehicles (TATA 407, TATA 608, and TATA 709) that went ahead of the Japanese firms due to low cost, adaptable to Indian road conditions and good after sales service.

Ratan Tata’s vision is to provide an affordable, safe means of transportation to the masses of India’s population who now can only afford to ride on scooters. Tata saw far too many families all riding together on a little scooter. The goal then would be to strip down a car to the very bare essentials in order to reduce the costs, but all the while keeping it safe. Could this be done? Would it be possible to create such a car and still remain profitable for Tata Motors? Most Indians would never dream of owning an automobile on annual incomes of $3,000.

Abstract- Tata Group, was founded by Jamsetji Tata in 1868 this group is India’s most respected institutions today. Tata Sons Limited holds major share of Tata Group which is a conglomerate. In this study we will look into how Tata Consultancy Service Ltd which is one of its conglomerate has risen to be one of the best in India.

In 2002, the Indian government formulated an “Auto Policy” which aims at promoting integrated, phased, and self-sustained growth of the Indian automobile industry.

Ford has big plans for India, China and the region. As part of their better plan for the region they are investing in additional capacity, expanding their dealer networks and further developing their supply chain. The growth potential in this part of the world in the next 10 years is outstanding. China will remain the largest car market in the world for the foreseeable future and India will be the third largest market in the world in the next 10 years.

In this report I aim to analyze and compare the motives and strategic operations of US and European car manufacturers that have recently set up production plants in Emerging Markets and Asia Pacific regions.

What were the key challenges facing Tata Motors in the process of moving to produce passenger cars from successfully producing commercial vehicles?

Ans: Tata Motors was a leading player in the segment of commercial vehicle market. In 1954 Tata Motors in collaboration with Daimler Benz started manufacturing heavy commercial vehicles like excavators and earth moving equipment’s. When Japanese firms Toyota, Mitsubishi and Nissan entered the Indian market through joint ventures for manufacturing light motor vehicles, Tata Motors took this opportunity and developed light motor vehicles (TATA 407, TATA 608, and TATA 709) that went ahead of the Japanese firms due to low cost, adaptable to Indian road conditions and good after sales service.

It has to be changing with time and evolve constantly with respect to technology, best practices, working conditions etc.

As the year of 2012 came to a closure, Tata Motors Limited. found themselves spotlighted as a company, that’s expectations were higher than their results. During the year, the company struggled with maintaining responsible business practices, delivering a unique service and creating a brand representation of innovation, while struggling to against all odds, that threatened their value proposition. Tata seeks to create a car that accurately characterizes the business’s ideals and core values. Tata Motors, is now in the pressure to create a regain their market value, through ensuring the success of their car Tata Nano.

TATA steel strategy was to integrate the value chain of steelmaking to aid the growth of Asia’s bubbling construction economy. When presented with the opportunity (financially the government policies made it easier) to gain access to the other markets, they later acquire CORUS which was an established name in Europe, but were not cost effective in their operations (Tarun Khanna, Krishna G. Palepu and Richard J. Bullock, 2009). This acquisition provided them the right synergy by combing the low cost upstream production in India with the high-tech research aspects of Corus and areas like procurement, marketing, back office operations and R&D. This was also required due to the trends in world steel industry whereby there has been a global

Introduction: This report is about GM Holden Ltd Aus. to expand its automobile industry overseas in developing countries like India. For this purpose we have to analyse the some facts about that country and also the demand. Knowing some of the facts like economical condition, political, environmental and legal are very important to start business there, because there factors are different in each and every country. The purpose of this report is to analyse the automobile market of India and give result whether it is suitable for new company or not. So we are assuming the mid sector of India where the budget cars are so popular.

We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny.

In the initial period, Every year, TCL suppliers over 6000+ engines to the company. Then the company proposes to eventually switch over from its existing range of engines for H/M CVs to those manufactured by TCL in collaboration with Cummins Engine Co. Inc. USA.

Today Tata Motors ranks as the world’s fifth-largest manufacturer of medium and heavy trucks—it has a 61 percent domestic market share in this segment—and has taken the number-two position for sales of passenger vehicles in the Indian market. It has also built a significant global presence, both through sales efforts in overseas markets (such as the former Soviet republics, the Middle East, South Africa, South Asia, and Turkey) and through acquisitions such as the takeover of Daewoo’s commercial-vehicle business in South Korea and the purchase of a 21 percent stake in the Spanish bus