INTRODUCTION

Tata is a rapidly growing business group based in India with significant international
operations. Revenues in 2007-08 are estimated at $62.5 billion (around Rs251,543
crore), of which 61 per cent is from business outside India. The Group employs around
350,000 peopleworldwide. The Tata name has been respected in India for 140 years for
its adherence to strong values and business ethics.
The business operations of the Tata Group currently encompass seven business sectors:
communications and information technology, engineering, materials, services, energy,
consumer products and chemicals. The Groups 27 publicly listed enterprises have a
combined market capitalization of some $60 billion, among the highest among Indian
business houses, and a shareholder base of 3.2 million. The major companies in the
Group include Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata Power,
Tata Chemicals, Tata Tea, Indian Hotels and Tata Communications.
The Groups major companies are beginning to be counted globally. Tata Steel became
the sixth largest steel maker in the world after it acquired Corus. Tata Motors is among
the top five commercial vehicle manufacturers in the world and has recently acquired
Jaguar and Land Rover. TCS is a leading global software company, with delivery
centres in the US, UK, Hungary, Brazil, Uruguay and China, besides India. Tata Tea is
the second largest branded tea company in the world, through its UK-based subsidiary
Tetley. Tata Chemicals is the worlds second largest manufacturer of soda ash. Tata
Communications is one of the worlds largest wholesale voice carriers.
In tandem with the increasing international footprint of its companies, the Group is also
gaining international recognition. Brand Finance, a UK-based consultancy firm,
recently valued the Tata brand at $11.4 billion and ranked it 57th amongst the Top 100
brands in the world. Businessweek ranked the Group sixth amongst the Worlds Most
Innovative Companies. And the Reputation Institute, USA, recently rated it as the
Worlds Sixth Most Reputed Firm. Founded by Jamsetji Tata in 1868, the Tata Groups
early years were inspired by the spirit of nationalism. The Group pioneered several
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industries of national importance in India: steel, power, hospitality and airlines. In more
recent times, the Tata Groups pioneering spirit has been showcased by companies like
Tata Consultancy Services, Indias first software company, which pioneered the
international delivery model, and Tata Motors, which made Indias first indigenously
developed car, the Indica, in 1998 and recently unveiled the worlds lowest-cost car, the
Tata Nano, for commercial launch by end of 2008.
The Tata Group has always believed in returning wealth to the society it serves.
Twothirds of the equity of Tata Sons, the Tata Group.s promoter company, is held by
philanthropic trusts which have created national institutions in science and technology,
medical research, social studies and the performing arts. The trusts also provide aid and
assistance to NGOs in the areas of education, healthcare and livelihoods. Tata
companies also extend social welfare activities to communities around their industrial
units.
The combined development related expenditure of the Trusts and the companies
amounts to around 4 per cent of the Groups net profits. Going forward, the Group is
focusing on new technologies and innovation to drive its business in India and
internationally. The Nano car is one example, as is the Eka supercomputer (developed
by another Tata company), which in 2008 is ranked the worlds fourth fastest. The
Group aims to build a series of world class, world scale businesses in select sectors.
Anchored in India and wedded to its traditional values and strong ethics, the Group is
building a multinational business which will achieve growth through excellence and
innovation, while balancing the interests of its shareholders, its employees and wider
society.
CORE VALUES OF TATA
At the Tata Group our purpose is to improve the quality of life of the communities we
serve. We do this through leadership in sectors of national economic significance, to
which the Group brings a unique set of capabilities. This requires us to grow
aggressively in focused areas of business. Our heritage of returning to society what we
earn evokes trust among consumers, employees, shareholders and the community.

This heritage is being continuously enriched by the formalization of the high standards
of behavior expected from employees and companies. The Tata name is a unique asset
representing leadership with trust. Leveraging this asset to enhance Group synergy and
becoming globally competitive is the route to sustained growth and long-term success.

FIVE CORE VALUES

The Tata Group has always sought to be a value-driven organization. These values
continue to direct the Groups growth and businesses. The five core Tata values
underpinning the way we do business are:
Integrity: We must conduct our business fairly, with honesty and transparency.
Everythingwe do must stand the test of public scrutiny.
Understanding: We must be caring, show respect, compassion and humanity for our
colleagues and customers around the world, and always work for the benefit of the
communities we serve.
Excellence: We must constantly strive to achieve the highest possible standards in our
day-today work and in the quality of the goods and services we provide.
Unity: We must work cohesively with our colleagues across the Group and with our
customers and partners around the world, building strong relationships
based on tolerance, understanding and mutual cooperation.
Responsibility: We must continue to be responsible, sensitive to the countries,
communities and environments in which we work, always ensuring that what comes
from the people goes back to the people many times over.

TATA Group Companies

Family pride
The TATA family of enterprises comprises 98 companies in seven business sectors. This
section lists all these companies under the sectors in which they operate, besides the
two promoter companies of the Group.
The Seven Business Sectors are:
Engineering (AUTOMOTIVE):
Tata Auto comp systems:
Subsidiaries/Associates/Joint Ventures: International Automotive, Knorr Bremse
Systems for commercial Vehicles, Tata Auto Comp GY Batteries, TACO Engineering,
TACO Faurecia Design Centre, TACO Hendrickson Suspension Systems, TACO
Interiors and Plastics Division, Taco Kunstofftechnik, TACO MobiApps Telemaics,
TACO Supply Chain Management, TACO Tooling, TACO Visteon Engineering Center,
Tata Ficosa Automotive Systems, Tata Johnson Controls Automotive, Tata Toyo
Radiator, Tata Yazaki Auto Comp, TC Springs, Technical Stampings Automotive.
Tata Motors:
Subsidiaries /Associates/ Joint Ventures: Concorde Motors, HV Axels, HV
Transmissions, Nita Company, TAL Manufacturing Solutions, Tata Cummins, Tata
Daewoo Commercial Vehicles Company, Tata Engineering Services, Tata Precision
Industries, Tata Technologies, Telco construction Equipment.
Engineering Services
Tata Projects, TCE Consulting Engineers, Voltas
Engineering Products
TAL Manufacturing Solutions, Telco Construction Equipment Company, TRF

METALS:
TATA STEEL
Subsidiaries /Associates/ Joint Ventures: Hooghly Met Coke and Power Company,
Jamshedpur Injection Powder (Jamipol), Jamshedpur Utility and Service Company
Limited (JUSCO), Lanka Special Steel, Mjunction Serves, NatSteel, Sila Eastern
Company, Tata Blue Scope Steel, Tata Metallic, Tata Pigments, Tata Refractories, Tata
Ryerson, Tata Sponge Iron, Tata steel (Thailand), Tata Steel KZN, Tayo Rolls, The
Dhamra Port Company, The Indian Steel and Wire Products, The Tinplate Company of
India, Tm International Logistics, TRF.
ENERGY:
POWER
Tata BP Solar India
Tata Power
Subsidiaries /Associates/ Joint Ventures: Tata Ceramics, Tata Power Trading, North
Delhi Power Limited
OIL AND GAS
Tata Petrodyne
CHEMICALS:
Rallis India
Tata Pigments
Tata Pigments
PHARMA
Advinus Therapeutics
SERIVES:
HOTELS AND REALTY
Indian Hotels (Taj Group)

Subsidiaries /Associates/ Joint Ventures: Taj Air, Roots Corporation (Ginger Hotels)
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THDC
Tata Realty and Infrastructure
FINANCIAL SERVICES
Tata AIG General Insurance, Tata AIG Life Insurance, Tata Asset Management, Tata
Capital, Tata Financial Services, Tata Investment Corporation
OTHER SERVICES
Tata Quality Management Services, Tata Services, Tata Strategic Management
Group
CONSUMER PRODUCTS:
Infiniti Retail
Tata Tea
Subsidiaries /Associates/ Joint Ventures: Tata Coffee, Tata Tetley, Tata Tea Inc
Tata Ceramics
Tata McGraw Hill Publishing Company
Titan Industries
Trent
INFORMATION SYSTEMS AND COMMUNICATIONS:
Nelito Systems
Tata Consultancy Services
Subsidiaries /Associates/ Joint Ventures: APONLINE, Airline Financial Support
Services, Aviation Software Development Consultancy, CMC, CMC Americas Inc,
Conscripti, HOTV, Tata America International Corporation, WTI Advance Technology.
Tata Elxsi
SerWizSol
Tata Interactive Systems
Tata Technologies
COMMUNICATIONS
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 Tata Sky
Tata Teleservices
Subsidiaries /Associates/ Joint Ventures: Tata Teleservices (Maharashtra)
Tata Communication
Tata Net
INDUSTRIAL AUTOMATION
Nelco
Subsidiaries /Associates/ Joint Ventures: Tatanet

TATA MOTORS LIMITED

The largest passenger automobile and commercial vehicle manufacturing company of
India Tata Motors Limited, was formerly called TELCO (TATA Engineering and
Locomotive Company), has its headquarters in Bombay, now Mumbai, India.
Established in 1945, listed on the New York Stock Exchange in 2004 has created Rs.
320 billion wealth and was one of the top 10 wealth creators in India, With
manufacturing facilities in the towns of Jamshedpur, Lucknow, and Pune. This
company was founded by Jamshetji Tata and is run by Ratan Tata under the
flagship company known as Tata and sons group. He commands 22000 employees
working in three plants as well as other regional and zonal offices across the length and
breadth of India. Tata motors passenger cars still need to reach acceptable international
requirements.
The company commands an imposing 65% share of the domestic commercial vehicle
market and is trying to modernize this segment. The financial business of Tata motors
was separated into a subsidiary company in sep. 2006, where it recorded a strong
financial performance during the last 5 year period. From year 2003-2007, the profits of
the company went up at a CAGR of 36.4%, to attain Rs. 331, 525 million in 2007 from
Rs. 95, 731 Million in 2003. By floating two rights issues at the end of Sep 2008 Tata
Motors Ltd expected to raise Rs 4, 150 crores. They are offering one ordinary share
valued at Rs. 340 every six shares expecting to net Rs. 2.90 Crores, the so called A
share would have different voting and dividend rights, for every such 6 shares
held at a face value of 305 would raise Rs. 1.960 Crores, these proceed would be
utilized for an early repayment of the short term funding of 2.3 Billion $ (Rs. 10,189
Crores) Borrowed forAcquisition of jaguar and Land Rover from their principle The
Ford Motor Companys.
It is also in talks with private equity funds to offload 25% of stake in each of the
following 6 unlisted group units, they are Tata Daewoo commercial vehicle company,
HV transmissions, Tata motors finance, Tata technologies and TELCO construction
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equipment, the sales of the stakes would possible conclude by June 2009, helping it to
raise further funds for this acquisition, earlier in July it sold 24% stake in an Auto
component unit to a group firm and booked a profit of Rs. 110 crores, it also sold 10
million shares or 1.36% of Tata steel for RS. 486 crores to Tata Sons, the holding
company of whole Tata group firms.
"The Company aims to monetize a part of its funds through a phased divestment of
certain investments preferably as inter-group sales wherever possible at current market
prices in the coming six to eight months," the money that will be released from these
investments will become a part of the capital to be lifted for repayment of the bridging
loan taken for the Jaguar- Land Rover acquisition. Taken in March 2008" (Tata Motors
Profile) It took a 15 month bridge loan of 3 billion in March from a consortium of
banks to finance the JLR accusation and its expansion plans Since the rights issue was
announced on 28th may its share value has fallen more than 30% and fell by 1.82% to
Rs. 429.85 on BSE, even though the bench mark index gained 3.8% to end at
15, 049.86 points.
The Analysts say that, this is a strategic move taken by Tata Motors because it is
allowing the company to make a lot of profit even when the market is in the financial
pressure allows Tata sons to raise its wager in group companies.,If the company will
follow the above mentioned trends then possibly it can raise its finances in a
low liquidity and high interest rate set-up.

INDUSTRY OUTLOOK
The Indian Automobile Industry enjoys the advantage of low cost base, high skilled
labour, strong ancillary network coupled with Governments support by way of
concessional excise duty of 16% for small cars, ban on overloading and also significant
investments proposed for removing infrastructure bottlenecks. The CV industry is
directly related to the economic growth and development. The growth in demand for

CVs is directly related to the IIP index and any upsurge in economic activities will call
for more cargo movement in the economy.
The domestic CV market grew at a CAGR of 26.7% during the last 6 years. In FY07,
the CV segment registered a growth of 32.2% due to Supreme Courts ban on over
loading trucks. However, we believe that this is a one-time demand and the CV segment
may not witness such kind of growth repeatedly. There is a regulation that restricts the
movement of vehicles above certain age (15 years in National Capital Region and 8
years in Mumbai). Though the rule is not being followed strictly at present, in future if
this rule is implemented strictly it will result in huge replacement demand. With the
Indian economy expected to grow at 8.5% to 9% in coming years, we expect the
demand for CVs to be fairly decent except for the fact that the industry is currently
experiencing a correction due to sharp spurt in demand in the previous years.
The CV industry witnessed a change in demand dynamics in last few years. The
demand for LCVs in the <=3.5 tonnes segment is rising at the cost of demand in 5 to
7.5 tonnes category, while demand in 7.5 to 12 tonnes segment and 16.2 to 25 tonnes
segment is booming at the cost of demand in 12 to 16.2 tonnes segment. Demand for
trailers of >35.2 tonnes is witnessing a surge while demand for semi-trailers in 26.4 to
35.2 tonnes segment is suffering.
This structural shift in demand dynamics is due to the evolution of Hub & Spoke model
of distribution, which is now adopted by transportation players because of improved
road infrastructure and also the ban on trucks in many cities by the authorities to tackle
the traffic congestion issues. According to the Hub & Spoke model, HCVs plying over
the highways to transport goods to different states and districts, while MCVs are used
in distributing goods to different cities and the last leg of distribution in intra city is
done by using <=3.5 tonner vehicles.

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HISTORY
Tata Motors launches its first truck in collaboration with Mercedes-Benz.
Tata Motors is a part of the Tata and Sons Group, founded by Jamshedji Nussarwanji
Tata and J. Baker. The company was established in 1945 as a locomotive manufacturing
unit and later expanded its operations to commercial vehicle sector in 1954 after
forming a joint venture with Daimler-Benz AG of Germany.
The first generation Tata Indica After years of dominating the commercial vehicle
market in India, Tata Motors entered the passenger vehicle market in 1991 by launching
the Tata Sierra, a multi utility vehicle. After the launch of three more vehicles, Tata
Estate (1992, a stationwagon design based on the earlier 'TataMobile' (1989), a light
commercial vehicle), Tata Sumo (LCV, 1994) and Tata Safari (1998, India's first sports
utility vehicle). Tata launched the Indica in 1998, the first fully indigenous passenger
car of India. Though the car was initially panned by auto-analysts, the car's excellent
fuel economy, powerful engine and aggressive marketing strategy made it one of the
best selling cars in the history of the Indian automobile industry. A newer version of the
car, named Indica V2, was a major improvement over the previous version and quickly
became a mass-favourite. A badge engineered version of the car was sold in the United
Kingdom as the Rover CityRover. Tata Motors also successfully exported large
quantities of the car to South Africa.The success of
Indica in many ways marked the rise of Tata Motors.
TATA Brads
DAEWOO ACQUISITION
Tata Novus is one of the best selling commercial trucks in South Korea.
With the success of Tata Indica, Tata Motors aimed to increase its presence worldwide.
In 2004, it acquired the Daewoo Commercial Vehicle Company of South Korea. The
reasons behind the acquisition were:

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Companys global plans to reduce domestic exposure. The domestic commercial

vehicle market is highly cyclical in nature and prone to fluctuations in the domestic
economy. Tata Motors has a high domestic exposure of ~94% in the MHCV segment
and ~84% in the light commercial vehicle (LCV) segment. Since the domestic
commercial vehicle sales of the company are at the mercy of the structural economic
factors, it is increasingly looking at the international markets. The company plans to
diversify into various markets across the world in both MHCV as well as LCV
segments.
To expand the product portfolio Tata Motors recently introduced the 5MT GVW Tata
Novus from Daewoos (South Korea) (TDCV) platform. Tata plans to leverage on the
strong presence of TDCV in the heavy-tonnage range and introduce products in India at
an appropriate time. This was mainly to cater to the international market and also to
cater to the domestic market where a major improvement in the Road infrastructure was
donethrough the National Highway Development Project Tata remains India's largest
heavy commercial vehicle manufacturer and Tata Daewoo isthe 2nd largest heavy
commercial vehicle manufacturer in South Korea. Tata Motors has jointly worked with
Tata Daewoo to develop trucks such as Novus and World Truck and buses namely,
GloBus and StarBus.

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JOINT VENTURES
Tata MarcoPolo released this low-floor bus in India and now it is widely used as public
transport In 2005, sensing the huge opportunity in the fully built bus segment, Tata
Motors acquired 21% stake in Hispano Carrocera SA, Aragonese bus manufacturing
company and introduced its highend inter-city buses in the country.
Tata Motors has also formed a 51:49 joint venture with Marcopolo S.A., a Brazil-based
global leader, lead by Brian Behrle, in bus body building. This joint venture is to
manufacture and assemble fully-built buses and coaches targeted at developing mass
rapid transportation systems.. The joint venture will absorb technology and expertise in
chassis and aggregates from.Tata Motors, and Marcopolo will provide know-how in
processes and systems for bodybuilding and bus body design.
IMPORTANT DEVELOPMENTS
In 2005 & 06
Tata Ace was India's first mini truck
Tata Ace, India's first indigenously developed sub-one ton mini-truck, was launched in
May 2005. The mini-truck was a huge success in India with auto-analysts claiming that
Ace had changed the dynamics of the light commercial vehicle (LCV) market in the
country by creating a new market segment termed the small commercial vehicle (SCV)
segment. Ace rapidly emerged as the first choice for transporters and single truck
owners for city and rural transport. By October 2005, LCV sales of Tata Motors had
grown by 36.6 percent to 28,537 units due to the rising demand for Ace. The Ace was
built with a load body produced by Autoline Industries.By 2005; Autoline was
producing 300 load bodies per day for Tata Motors. Ace is still one of the number
makers for TML, TML sold the 2,00,000th Ace in August 2008, within 4 years since its
introduction. Tata Ace has also been exported to several European, South American and
African countries. Electric-versions of Tata Ace are sold through Chrysler's Global
Electric Motorcarsdivision.

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In 2007
In 2007, Tata Motors launched several concept models and future designs of existing
models. It also formed joint ventures with various local companies in several countries
to assemble Tata cars. Tata Motors launched a re-designed version of Tata Xenon TL
during Motor Show Bologna which would be assembled in Thailand and Argentina. A
pick-up variant of Tata Sumo was also launched under the program 'Global Pick-Up'.
The company plans to launch the new pick-up model in India, Southeast Asia, Europe,
South Africa, Turkey and Saudi Arabia. Tata Motors also unveiled newer model of Tata
Indigo and Tata Elegante concept-car during the Geneva Auto Show.
Tata Motors also formed a joint venture with Fiat and gained access to Fiats diesel
engine technology. Tata Motors is looking to extend its relationship with Fiat and Iveco
to other segments like the 'Global Pick-Up' program. The launch of the 'Global Pick-Up'
will mark the entry of the company into developed markets like Europe and the United
States. The project was initially collaboration between Tata Motors and its subsidiary
Tata Daewoo Commercial Vehicles, but later Tata Motors decided to work with Iveco as
Daewoos design was not in sync with the needs of sophisticated European customers.
The company has formed a joint venture with Thailands Thonburi Company, an
independent auto assembler, in which Tata Motors will
hold a 70% stake.
In 2008
COMPRESSED AIR CAR
Tata OneCAT Motor Development International of Luxembourg has developed the
world's first prototype of a compressed air car, named OneCAT. In 2007, MDI owner
Guy Negre was reported to have "the backing of Tata".
It has air tanks that can be filled in 4 hours by plugging the car into a standard electrical
plug. In 2008 MDI planned to also design a gas station compressor, which would fill
the tanks in 3 minutes. There are no gasoline costs and no fossil fuel emissions from the
vehicle when run in town, but "the compressed air driving the pistons can be boosted by
a fuel burner".

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OneCAT is a five seat vehicle with a 200-litre (7.1 cu ft) trunk. With full tanks it will
run at 100 km/h (62 mph) for 90 kilometers (56 mi) range in urban cycle. It is actually a
dual fuel car but it is more efficient than any present Hybrid cars.
IN 2009 AND ONWARDS
Electric vehicles
Tata Motors unveiled the electric versions of passenger car Tata Indica and commercial
vehicle Tata Ace. Both run on lithium batteries. The company has indicated that the
electric Indica would be launched locally in India in about 2010, without disclosing the
price. The vehicle would be launched in Norway in 2009.
Tata Motors' UK subsidiary, Tata Motors European Technical Centre, has bought a
50.3% holding in electric vehicle technology firm Miljbil Grenland/Innovasjon of
Norway for US$1.93 M, which specialises in the development of innovative solutions
for electric vehicles, and plans to launch the electric Indica hatchback in Europe next
year.
GLOBAL OPERATIONS
Tata Motors has been aggressively acquiring foreign brands to increase its global
presence. Tata Motors has operations in the UK, South Korea, Thailand and Spain.
Among them is Jaguar Land Rover, a business comprising the two iconic British brands
that was acquired in 2008. Tata Motors has also acquired from Ford the rights to three
other brand names: Daimler, Lanchester and Rover. In 2004, it acquired the Daewoo
Commercial Vehicles Company, South Koreas second largest truck maker. The
rechristened Tata Daewoo Commercial Vehicles Company has launched several new
products in the Korean market, while also exporting these products to several
international markets. Today two-thirds of heavy commercial vehicle exports
out of South Korea are from Tata Daewoo.
In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus
and coach manufacturer, giving it controlling rights of the company. Hispanos presence
is being expanded in other markets. On Tata's journey to make an

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international foot print, it continued its expansion through the introduction of new
products into the market range of buses (Starbus & Globus) as well as trucks (Novus).
These models were jointly developed with its subsidiaries Tata Daewoo and Hispano
Carrocera. In May, 2009 Tata unveiled the Tata World Truck range jointly developed
with Tata Daewoo. They will debut in South Korea, South Africa, the SAARC
countries and the Middle-East by the end of 2009. In 2006, it formed a joint venture
with the Brazil-based Marcopolo, a global leader in body-building for buses and
coaches to manufacture fully-built buses and coaches for India and select international
markets.
Tata Motors has expanded its production and assembly operations to several other
countries including South Korea, Thailand, South Africa and Argentina and is planning
to set up plants in Turkey, Indonesia and Eastern Europe. Tata also franchisee/joint
venture assembly operations in Kenya, Bangladesh, Ukraine, Russia and Senegal. Tata
has dealerships in 26 countries across 4 continents. Though Tata is present in many
counties it has only managed to create a large consumer base in the Indian Subcontinent
namely India, Bangladesh, Bhutan, Sri Lanka and Nepal and has a growing consumer
base in Italy, Spain and South Africa. The Government of India announced an
automobile policy in December 1997. The policy required majority-owned subsidiaries
of foreign car firms to invest at least US$50 million in equity if they wished to set up
manufacturing projects in India. It also forced them to take on export obligations to
fund their auto part imports and required them to submit to a schedule for increasing the
share of locally made parts in their cars. Mere car assembling operations were not
welcomed.
An Indian cabinet panel will soon consider a new automobile policy that aims to set
fresh investment guidelines for foreign firms wishing to manufacture vehicles in the
country. Investments in making auto parts by a foreign vehicle maker will also be
considered a part of the minimum foreign investment made by it in an auto-making
subsidiary in India. The move is aimed at helping India emerge as a hub for global
manufacturing and sourcing for auto parts. The policy sets an export target of $1 billion

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by 2005 and US$2.7 billion by 2010. The policies adopted by Government will increase
competition in domestic market, motivate many foreign commercial vehicle
manufactures to set up shops in India, whom will make India as a production hub and
export to nearest market. Thus Tata Motors CV will have to face tough competition in
near future, which might affect its growth negatively.
The purchase of Jaguar Cars is expected to help give Tata Motors a foothold in
European and American markets. With the unveiling of Tata Elegante during Geneva
Motor Show, Tata Motors revealed its intention to enter the sedan and sports car
markets. Tata Indica assembled in Thailand and Argentina. Tata Prima
The Luxury Sedan was designed by Pininfrina and has marked the entry of Tata into the
international sedan market. The car is to be sold in India by 2013 and around the world
by 2015 Tata Motors has expanded its production and assembly operations to several
other countries including South Korea, Thailand, South Africa and Argentina and is
planning to set up plants in Turkey, Indonesia and Eastern Europe.
FUTURE CHALLENGES
Mahindra and Mahindra:
JV with ITEC, North American leader in heavy trucks.
M&M has formed a 51:49 JV called Mahindra International with ITEC, USA (parent
Navistar International), to manufacture commercial vehicles and to bolster its position
in the CV business. ITEC is the leader in medium and heavy trucks and buses in North
America, and is the world's largest manufacturer of medium-duty diesel engines.
Mahindra International aims to have a presence across the CV market (6-35 tonnes
GVW) with variants of passenger transport, cargo and specialised load applications and
is likely to start producing medium/heavy commercial vehicles from FY09.
Force Motors Ltd:
JV with MAN for manufacturing high-tonnage vehicles Force Motors has paired up
with MAN in a 70:30 JV to manufacture high-tonnage and specialty vehicles, such as
long-haul trucks, tippers, tractor trailers and multi-axle vehicles in the 16-32 tonne
17

range at its Pithampur plant, with an initial capacity of 24,000 units per annum and at
an investment of Rs7bn. The JV plans to sell nearly half of its production in the
domestic market, while the rest is to be exported to the Middle East, Turkey, Russia,
Asia and Africa. Further, the two companies have formed another JV to manufacture
buses in India from end-2007.
Ashok Leyland:
Acquisition of Czech Republic-based Avia. Ashok Leyland (ALL)
recently acquired the truck unit of Czech Republic-based Avia for US$35m. Avia
manufactures 6-9 tonne LCVs and has a capacity of 20,000 units per annum. The
acquisition has given ALL direct access to an entire range of Avia trucks, Avias press
shop with dies and tools, welding lines, state-of-the-art paint shop and R&D facilities.
ALL has also entered into technology agreements with Hino Motors of Japan and ZF of
Germany to complement its in-house R&D efforts and developing complementary
components and aggregates.
Suzuki:
Suzuki through its subsidiary, Maruti Suzuki in the Indian market may also
bealarming. Maruti has aggressively launched family cars to undermine the Tata
models.

18

SWOT ANALYSIS - TATA MOTORS LIMITED

SWOT Strengths, Weaknesses, Opportunities, Threat
STRENGTHS
The internationalization strategy so far has been to keep local managers in new
acquisitions, and to only transplant a couple of senior managers from India into the new
market. The benefit is that Tata has been able to exchange expertise. For example after
the Daewoo acquisition the Indian company leaned work discipline and how to get the
final product 'right first time.'
The company has a strategy in place for the next stage of its expansion. Not only is it
focusing upon new products and acquisitions, but it also has a programme of intensive
management development in place in order to establish its leaders for tomorrow.
The company has had a successful alliance with Italian mass producer Fiat since 2006.
This has enhanced the product portfolio for Tata and Fiat in terms of production and
knowledge exchange. For example, the Fiat Palio Style was launched by Tata in 2007,
and the companies have an agreement to build a pick-up targeted at Central and South
America.
WEAKNESSES
The company's passenger car products are based upon 3rd and 4th generation platforms,
which put Tata Motors Limited at a disadvantage with competing car manufacturers.
Despite buying the Jaguar and Land Rover brands (see opportunities below); Tat has
not got a foothold in the luxury car segment in its domestic, Indian market. Is the brand
associated with commercial vehicles and low-cost passenger cars to the extent that it
has isolated itself from lucrative segments in a more aspiring India? One weakness
which is often not recognised is that in English the word 'tat' means
rubbish. Would the brand sensitive British consumer ever buy into such a brand?
Maybe not, but they would buy into Fiat, Jaguar and Land Rover.

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OPPORTUNITIES
In the summer of 2008 Tata Motor's announced that it had successfully purchased the
Land Rover and Jaguar brands from Ford Motors for UK 2.3 million. Two of the
World's luxury car brand have been added to its portfolio of brands, and will
undoubtedly
off the company the chance to market vehicles in the luxury segments.
Tata Motors Limited acquired Daewoo Motor's Commercial vehicle business in 2004
for around USD $16 million. Nano is the cheapest car in the World - retailing at little
more than a motorbike. Whilst the World is getting ready for greener alternatives to
gas-guzzlers, is the Nano the answer in terms of concept or brand? Incidentally, the new
Land Rover and Jaguar models will cost up to 85 times more than a standard Nano!
The new global track platform is about to be launched from its Korean (previously
Daewoo) plant. Again, at a time when the World is looking for environmentally friendly
transport alternatives, is now the right time to move into this segment? The answer to
this question (and the one above) is that new and emerging industrial nations such as
India, South Korea and China will have a thirst for low-cost passenger and commercial
vehicles. These are the opportunities. However the company has put in place a very
proactive Corporate Social Responsibility (CSR) committee to address potential
strategies that will make is operations more sustainable.
The range of Super Milo fuel efficient buses are powered by super-efficient, ecofriendly engines. The bus has optional organic clutch with booster assist and better air
intakes that will reduce fuel consumption by up to 10%.
THREATS
Other competing car manufacturers have been in the passenger car business for 40, 50
or more years. Therefore Tata Motors Limited has to catch up in terms of quality and
lean production.
Sustainability and environmentalism could mean extra costs for this low-cost producer.

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This could impact its underpinning competitive advantage. Obviously, as Tata

globalizes and buys into other brands this problem could be alleviated.
Since the company has focused upon the commercial and small vehicle segments, it has
left itself open to competition from overseas companies for the emerging Indian luxury
segments. For example ICICI bank and DaimlerChrysler have invested in a new
Punebased plant which will build 5000 new Mercedes-Benz per annum. Other players
developing luxury cars targeted at the Indian market include Ford, Honda and Toyota.
In fact the entire Indian market has become a target for other global competitors
including Mahindra and Mahindra, Maruti Udyog, General Motors, Ford and others.

Rising prices in the global economy could pose a threat to Tata Motors Limited on a
couple of fronts. The price of steel and aluminium is increasing putting pressure on the
costs of production. Many of Tata's products run on Diesel fuel which is becoming
expensive globally and within its traditional home market.

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Organizational Behaviour in Tata Motors

Organizational behaviour investigates the impact of individuals, groups and

organizational structure on the behaviour and culture within an organization. OB aims
to improve the effectiveness with which an organization works (Ashraf, T). People in
an organization are complex and multidimensional. They possess the desire to satisfy
their needs and they need to associate themselves with other people for learning and
growing (Lawrence, 1998).

Organizational structure is a strong determinant in shaping an organizations behaviour

and decision regarding structure has major influence on an organizations strategy
(Galbraith, 1973). To be effective, any organization structure must create a balance
between differentiation and integration and to respond quickly to the economic
conditions, it should integrate across differentiated departments (Lawrence and Lorsch,
1967). According to Schein, 1990 organizational culture is the assumptions and beliefs
of organization and the behaviour that the leaders acquire for the purpose of decision
making and problem solving. Schneider, 1994 argues that organizational culture is
strengthened with the manager acquiring the people with similar culture to those who
are already a part of it.

It is essential that the organization chooses their leaders and leadership style with great
care as it has direct impact on the workforce attitude and motivation levels. According
to Yukel, 1998 a leader must be able to involve people in the organization, motivate
them towards achieving organizational goals and objectives.

The choice of leadership is influenced by the organizational culture. For example, in an

organization where the tasks are not very well defined and people are not enough
dedicated, the leadership style will naturally be one which reflects a controlling power.
22

Similarly leadership style is also affected by the organizational structure. It can be topdown in case of functional structure or collaborative in case of matrix structure .

ORGANIZATIONAL BEHAVIOUR
In the current era of globalization, OB needs to deal with various issues and challenges
that may arise. For example, transfer of production manager of a manufacturing firm
which is setting up a new subsidiary in a foreign country. The manager is now in a new
organizational and cultural setting where workforce may exhibit very different needs,
attitudes and behaviours from the home country workforce. This issue is especially
relevant to MNCs such as TATA Motors.

BACKGROUND
TATA Motors Limited was established in 1945. It is Indias largest automobile
company. Its portfolio consists of two main business units- Passenger Car Business
Unit (PCBU) and Commercial Vehicles Business Unit (CVBU). TATA Motors Ltd is
gradually improving its global presence by acquiring businesses abroad. It is the second
largest bus manufacturer and fourth largest truck manufacturer in the world. Tata
Motors entered in the Indian passenger vehicle business as late as 1991 and within two
decades, it is the Indias third largest passenger vehicle player. The 2009-2010
consolidated revenues stood at US$ 20 billion (TATA Motors Annual Report 20092010).

Tata Motors in 1998 launched Indias first indigenously designed car named Tata
Indica. In September 2004, Tata Motors Ltd became the first Indian Engineering Sector
Company to be listed on the New York Stock Exchange (NYSE). Since 2005, it is in a
strategic alliance with Fiat. In 2008, Tata Motors revealed the intent behind worlds
cheapest car Nano and launched it in 2009. Prior in 2008 it acquired two prestigious
British car brands - Jaguar and Land Rover (TATA Group Brochure, March 2010).
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Tata Motors manufacturing plants in India are established at the following locations:
East- Jamshedpur
West- Pune and Sanand
North- Lucknow and Pantnagar
South- Dharwad
Tata Motors and Fiat have their common manufacturing plant at Ranjangaon, Pune.
Besides, Tata Motors also has international manufacturing plants in UK, South Korea,
Thailand and Spain (TATA Group Brochure, March 2010).
TATA Motors follows the reporting procedure and flow as shown in Appendix 2. The
company has constituted a set of specific committees to manage the operations at a
diverse level. The Board of Directors empowers these committees which helps them to
set targets for the management.

SUBSIDIARIES COMPANIES
Tata Motor (www.tatamotors.com)
Jaguar Land Rover (JLR) (www.jaguar.com) (www.landrover.com)
Telco Construction Equipment Company Ltd (Telcon) (www.telcon.co.in)
Tata Motors (Thailand) (www.tatamotors.co.th)
TAL Manufacturing Solutions Ltd (www.tal.co.in)
Tata Technologies Ltd (TTL) (www.tatatechnologies.com)
Tata Cummins Ltd (TCL) (www.tatacummins.com)
TML Distribution Co
Tata Marcopolo Motors
Tata Daewoo Commercial Vehicle Co Ltd (www.daewootruck.co.kr)
Tata Motors European Technical Centre (TMEC)
Tata Autocomp Systems Ltd (www.tacogroup.com)
HV Transmissions Ltd (HVTL and HV Axles (HVAL) (www.tatamotors.com)
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Tata Motors Finance Ltd (www.tatamotorfinance.com)

Hispano Carrocera S.A. (www.hispano-net.com)
Concorde Motors (India) Ltd (www.concordemotors.com)

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ORGANIZATION STRATEGY
STRATEGIC INTENT
According to Sutherland & Canwell (2004), strategic intent is the intention of an
organization to synchronize and propel the management and workforce towards
achieving the required goals and objectives. If we closely look at the way Tata Motors
has been expanding in international market, it is clear that the intent is acquisition and
mergers of similar businesses globally. Latest examples are the acquisition of two
British car brands Jaguar and Land Rover and strategic collaboration with Cummins to
form Tata Communications Ltd (TCL). According to Stacy (1993), strategic intent is to
intentionally share an intension with the members of management and workforce to
achieve a desired position by adopting a particular strategy. In addition to this, Tatas
strategic intent is to acquire new sources of resources and capabilities to achieve its
goals and objectives (Robson, 1997 and Thompson, 2001).
RESOURCE AND STRATEGIC CAPABILITIES
Recently in the context of acquisition of Daimler Chrysler by Tata Motors, Mr Ratan
Tata believes that he can improve the business and increase the revenues faster than
General Motors. According to Richter (2007), there is possibility of only two out of the
three to survive in the playground. If we look at the core values of Tata Motors, we find
that they are committed to deliver quality in life of customers and they have
demonstrated through the successful launch of Tata Nano that their core strategic
capability rests in scale of operations resulting in cost efficiency. Also according to
Brockbank (2002), Tatas leadership development will reflect its attention towards
enriching value addition in its human resource strategies.

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TATA MOTORS BUSINESS MODEL

Osterwalder et al. (2005) have defined a business model as a conceptual instrument or
framework made up of a broad group of entities and relationships existing between
them through which an organization expresses its rationale of carrying out business
activities in certain ways. It describes the value system of an organization covering
several segments of customers and of the organization architecture and its network
system consisting of partners and customers to generate profitable revenues in the long
run.
Tatas business model is known as Tata Business Excellence Model (TBEM)
determines the quality movement within the groups. It functions under the aegis of Tata
Quality Management Services (TQMS), which is an internal organisation created by
TATA to help different companies under the TATA umbrella to achieve their business
objectives through quality management. TBEM is designed to deliver strategic focus to
enable the organization to acquire and practice the most sophisticated and profitable
global business processes. Thus TBEM is also a tool for the organization to keep on
evolving in the tough business environment (TQMS).
LEADERSHIP
Tata Motors gives a lot of attention towards ensuring that the senior leaders of
organization remain focused on achieving the organizational vision and exceed the
expected levels of performance. It believes in measuring organizational performance,
creating an atmosphere conducive for ethical behaviour and developing future leaders
for attaining excellent performance.
STRATEGIC PLANNING
It emphasizes on planning the actions, implementing those plans and ensuring the
objectives are met and achievements are measured and sustained for improving the
functioning of business. While it is important to resolve smaller key strategic issues
faced by Tata it is control the competitive environment.

27

CUSTOMER & MARKET FOCUS

It places a great importance on developing and maintaining relationships at corporate
and business levels through effective listening, participative learning, and performance
excellence. Tata Motors understands its customers well. Nano is an excellent example
where the main motive was satisfying the demand of middle class citizens of India.

MEASUREMENT, ANALYSIS AND KNOWLEDGE MANAGEMENT

It is all about measuring, analysing, and managing the knowledge within the
organization in respect to bettering the performance levels.

WORKFORCE FOCUS
It addresses fundamental human resource management practices focussed toward
creating and maintaining an atmosphere of high-performance and directing the
employees towards success. It covers issues such as employee engagement and
development in integrated way (i.e., aligned with your organisations strategic
objectives and action plans). It also includes and enhances human resource planning
(HRP) as a component of overall strategic planning.

PROCESS MANAGEMENT
Tata Motors through its process management identifies its core and distinctive
competencies and managing them in a manner which helps it to achieve effective
design for organisational learning and continuous improvement of business processes.

28

BUSINESS RESULTS
It incorporates the organizations objective evaluation of itself and the customers'
evaluation of the offerings of the organization. It also includes the results such as
financial and market performance, HR performance and refining the leadership system.

29

SOURCE: TATA QUALITY MANAGEMENT SYSTEM (TQMS)

TATAS CURRENT STRATEGIES
Tatas current focus is on leveraging its capabilities in the automobile sector and
expanding its market and distribution network with a focus on understanding the
preferences of local consumers and developing in-house engineering capabilities.

Since the automobile industry is significantly affected by cyclicality. To reduce its

impact, Tata Motors is continuously expanding its operations in different varied
segments by manufacturing wide range of products across distant geographies.

Tata Motors is expanding internationally on the concept of two-fold strategy. Firstly it

is expanding across geographies through strategic acquisitions. Latest examples are
acquisition of Jaguar Land Rover (JLR) and Daewoo Motors Ltd. Secondly it is
expanding its current product range into chosen countries, such as expansion of its
Indica brand of cars in UK.

Tata Motors scale of operations is extremely huge and varied. This provides it with an
opportunity to cut costs and sustain its cost based competitive advantage. In case of
Jaguar Land Rover (JLR), Tata has followed special breakeven strategy where it has
concentrated on the factors such as material cost and manufacturing, warranties, selling
and administrative expenses, product development expenditure and human resource
management.

The focus on quality management and customer satisfaction remains high on the
priority list of Tata Motors. We have established a procedure for ensuring quality
control of outsourced components. They have a program for vendor assistance through
which the quality of raw materials and components is maintained. The preference is
given to the suppliers and vendors with TS 16949 certification. For Jaguar Land Rover
30

(JLR) business, vendors are required to be certified with TS 16949 and ISO14001
standards.

According to the JD Power Consumer Satisfaction Index 2009, Tata Motors showed the
best performance by moving up from 11th rank in 2008 to 5th rank in 2009. The new
Jaguar XF1 launched in 2008 has won several awards such as the Best Executive Car
award by JD power UK survey, Best Executive Car award for the third consecutive
year by the Diesel Car and the What Car? Magazines, Editors Choice Award as Best
Luxury Vehicle for 2010 by World of Wheels Magazine in Canada. A complete list of
awards won by Tata Motors has been attached in the Appendix 6.
ORGANIZATIONAL STRUCTURE
Organizational structure is perhaps the least understood and most under-appreciated
topic in business. James Schermerhorn, Jr., Professor, Ohio University
For an organization to successfully allocate and direct its resources (physical and
human) towards achieving the organizational objectives, it is essential that it designs
the structure which fits with its organizational strategy. Designing the right
organizational design involves division of tasks and responsibilities into specific jobs,
assigning jobs and employees to various departments and delegating the authority and
responsibility (Dewar & Simet, 1981).
Important elements of an organizational structure are job designing, job redesigning and
job specialization. It is critical factor that determines the success of both organization
and its employees (Fontaine, 2007). The fundamental reason behind designing an
appropriate organizational structure is effective and efficient utilization of resources.

It may encompass organization of various jobs into different departments, creating the
reporting procedure and flow of information chain, division of business units under
functional and divisional heads. As argued by Mische (2001), in the context of a
business environment that is extremely dynamic and is impacted significantly by
technological changes, the need to adapt becomes inevitable; organizations such as
31

TATA Motors need to be flexible in their business operations and the processes
followed.
Nohria et al (2003) in the July 2003 Harvard Business Review found the following
organization structure to be most productive and effective:
Which does away with bureaucratic elements
Which makes it easier to work in the business environment
Which enhances the level of collaboration between teams and departments
Which allocates the right type of resources in the right places
THE ORGANIZATIONAL STRUCTURE OF TATA MOTORS
OVERVIEW
The organizational structure of Tata Motors follows the matrix form which incorporates
the elements of functional and divisional organizational structures. It is a global
automotive giant operating in various automobile sectors across distant geographies;
hence there is a need to integrate its divisions along the various functional units of its
business. If we look at the organizational structure of Tata Motors, we will find that the
functional units are divided into the categories of Finance, Strategy, Engineering,
Communications, Human Resources and Legal. These functional departments construct
the strategic framework on which Tata Motors different business sectors are based;
such as India Operations, Commercial Vehicle Business Unit and Passenger Car
Business Unit (Appendix 6). Tata Motors consists of flexible, adaptive and multitasking individuals who can work in different situations in different roles.
According to Chen & Huang (2007), the organizational design impacts and is impacted
by the type of interactions, information exchange and knowledge management. Tata
Motors encourages relationships at both formal and informal levels through designing
flat organizational structures at different divisional units.
Considering the span of control a flat organizational structure benefits Tata Motors
because it has some very experienced team of leaders who can provide a strategic
direction to the management working under their supervision (See Appendix 7 for key
players in Tata Motors Ltd). The organization is focused towards achieving the goals
and visions set by Mr. Ratan Tata, thus there is a visible need for autonomy which is
32

well supported by a flatter structure. Lesser levels in the organization structure provide
a better platform for innovation and customization of products.
LINKING ORGANIZATIONAL CULTURE WITH ORGANIZATIONAL CULTURE AND
STRATEGY
An indistinguishable feature of organizational structure is the flow of information; the
employees follow a formalized pattern of reporting. Tata Motors follows a code of
conduct that helps in deciding on and assigning responsibilities to promote group
working. One of the biggest benefit of such a structure is the accessibility of top
management to the middle and lower management level employees. This is extremely
critical in building a culture that is positive and productive. Tata Motors Ltd links all its
functional departments through Enterprise Resource Planning (ERP). It promotes easy
sharing of important information between its different departments. The various
divisions and departments are interconnected through intranet; thus promoting instant
information sharing among the employees and management. This is especially helpful
in keeping the organizations human resources connected at every level.
The current focus of Tata Motors is on revolutionizing the car business. This means the
strategic focus in on innovating and developing the domestic and international market.
The two recent examples supporting the rationale are the launch of Tatas worlds
cheapest car- NANO and acquisition of Jaguar and Land Rover brands (JLR). During
the phase of Nano development and launch the whole organization took it as their
personal achievement. All these factors are strengthening the organizations culture
along with its organizational design by implementing the right business strategy.
ORGANIZATIONAL CULTURE
The employees at different levels of the organization (lower, middle and top) are aware
of organizations every setting and action embedded in the elements of culture; thus the
way an organization manages is inadvertently judged by its human resources which
influences their behaviour towards their own and organizations objectives Nadi (2008).
Whether an organization will successfully implement its strategy and achieve the set
goals is highly dependent on the culture within it.
It is extremely critical for an organization to develop the right kind of cultural settings
within which its workforce operates, learns, develops and demonstrates. Culture can be
33

understood as the integration of organizations beliefs, norms practices and

organizational behaviours. It also links the organizations strategies, technologies and
products (Kefela, 2010). The organizations which focus extensively on improving
quality through Total Quality Management, such as Tata Motors Ltd find that the
premise of managing quality (TATA Motors Ltd managed its quality through TQMS)
can be defining force behind culture change and improvement (Chaudron, 1992).
The culture in one organization can be very different from another depending on the
corporate strategy and what is to be achieved. Cultural development is also an essential
facilitator of leadership development (Bal and Quinn, 2001). Tata Motors works
towards developing leaders keeping in view the context and culture in which they are
developed.
Organizational culture is the backgrounds in which leaders are developed the leaders
are developed and is therefore imperative towards developing a competitive and
sustainable leadership across organization. Studies by Collins and Poras

(1994) found out

the strong linkage existing between organizational culture and the performance of its employees which is
indirectly linked with customer satisfaction.

ELEMENTS OF ORGANIZATIONAL CULTURE AT TATA MOTORS LTD

The organizational culture of Tata Motors is understandable as the task culture. Tata
Motors believes in providing complete customer satisfaction and follows strict safety
related measures and guidelines. To provide a rich customer service experience it
undertakes effective and efficient networking of sales and service networking. It
performs in concord with its customer requirements and expected levels of performance
and service. It also adapts itself to the various competitor strategies and upcoming rules
and regulations. Thus the culture within the organization is focused on dealing dynamic
and challenging forces of business environment and is very well complemented by its
matrix and flat organization structure.

THE TASK ENVIRONMENT

SOURCE: OWN CREATION
Tata Motors strongly believes in the fact that all the difference is made by the people.
For implementing the concept in reality it makes a lot of investment in developing its
34

people potential by the methods of participation, empowerment, training and

development, learning opportunities. Thus the organizational culture of Tata Motors can
be best understood as one which provides space for continuous improvement for its
human resources. The managers need not worry about the routine chores as much as
they need to focus on really improving the quality of work and technological and social
advances. The culture at Tata Motors can be best described as delegation-oriented and
empowerment-focused. It is a culture which recognizes people, groups and teams for
their personal and organizational achievements.
Tata Motors Ltd has always given significant importance to developing an
organizational culture wherein innovation is encouraged. The employees are
continuously encouraged to adopt innovative practices. With this effect, TATA Motors
Ltd has various technological and quality improvement related programs.
Although its main focus rests on the Indian automotive market, it has been forging in
the international markets in recent times. It is expanding its business profile in
emerging markets like Hong Kong, Mexico, Russia, South Africa, United Kingdom,
etc. This poses challenges for Tata Motors to fit its culture in these countries with its
corporate culture. It is critical to choose the right business model with cultural values
and beliefs that are consistent with its overall corporate strategy. It is also expanding its
operations in countries in Britain, Italy and Spain.
Tata Motors has always been striving to attain technological excellence it its business
processes and operations. Therefore the Research and Development department is
constantly working towards achieving excellence. It is investing on big scale in
research and green technology reflecting commitment towards ecological impacts of
automotive industry.
Tata Motors possesses strong belief in assisting the cause of nature and climate control;
its efforts for innovation in the field of engineering and technology are aimed at
developing alternative fuels. It has also made CO2 emission norms- EURO compulsory
in many of its vehicles.
The organizational culture of Tata Motors makes it essential to develop its leadership
potential and impact while maintaining its original values which aim to improve the
peoples quality of life. It is equally committed to the cause of societal development

35

which is visible in its Corporate Social Responsibility through which it helps the under
privileged sections of rural and urban society.
MANAGEMENT AND LEADERSHIP
The group chairman Ratan Tata is responsible for transforming Tata Motors Ltd. into a
Group strategy think businesses. His vision of making a truly international company
brought in a foreign CEO. As per one of the paper there is no such ideal leader rather
one evolves as an ideal leader with experience. Initially he assumed to be one of the
best in the world. He is currently part of 203 board members in 20 different
organizations across 23 different industries.

36

CONCLUSION

Company is having good position in the market and they are offering quality product in the
market. Tata Motors has been at the forefront of the Indian automobile industrys antipollution efforts by introducing cleaner engines. Therefore Tata Motors Limited is always
commited to understanding customers needs. They have a wide and diverse set of
competitors in consumer goods businesses. Many of they also operate on an international
scale, but others have a narrower regional or local focus. Competition is a normal part of
business. They aim to compete and give value consumers, customers and shareholders in
following ways:

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BIBLIOGRAPHY
www.wikipedia.com
www.oppapers.com
www.hul.co.in
www.scribd.comBesides

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