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pitalmarketsorgainaccesstomoreadvancedtechnologythroughalliances.Additionally,inrecentyears,thegover...

2)Insummation,TataMotorsviewstheeconomyfromaglobalperspectivewithoperationsacrosstheentireglobe.However,...

recognizesthisanddedicateslotsofresourcesandtimeintoresearchanddevelopmenttobeevenwithorpreferablyahead...

ThepaceofnewproductdevelopmenthasquickenedthroughthisorganizationwidestructuredNewProductIntroduction(NPI)...

In2004,TataMotorsacquiredtheDaewooCommercialVehiclesCompany,SouthKoreassecondlargesttruckmaker.Therechrist...

TATAmotorshaveanenvironmentalmanagementsystem.Theworkingofsystemisdescribedasfollows:Howitoperates(Methods...

3)Participationindifferentcommitteesworkingforimprovementofenvironment:Apartoftheinternalfactorsrepresentati...

Inordertobecapableofthisacquisition,TataMotorsmusthaveafullcomprehensionofthegoverningbodiesandlawsreg...

CourthasdirectedthegovernmenttocompensateTataMotorsaspertheprovisionsoftheLandAcquisitionAct1894,andh...

TATASBUSINESSETHICSPRINCIPLES:1)NATIONALInterest:Committedtobenefittheeconomicdevelopmentofthecountries...

20)Securitytransactionsandconfidentialinformation:AnemployeeofaTATACompanyandhis/herimmediatefamily...

TheabovementionedchartclearlyshowsthatmajorityoftherespondentsliesbetweentheageGroupof1850yrs.PROFESSI...

ConclusionTheSWOTandSTEEPLEDanalysisofTATAmotorswasdoneandweconcludedthatTataMotorsisanoverallstrongcom...

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SWOTanalysisofTATAmotors
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SWOTandSTEEPLEDanalysisofTATAmotorscompany
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nicework.
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AndriesSaunders
TatavehiclesareofaverylowqualityandtheycannotlastorperformunderthetoughconditionsfarminginAfricaposes.Ihavehadaterrible
experiencewithboththeTelcolineandXenonandtheaftersalesservicesandguaranteeswasnotworththepaperitwaswrittenon.Iwasconvincedto
bepartofthe'faceoff'projectinSouthAfrica:toproveTata'sabilitytocompetewithToyotaundertheguaranteeofabuybackshouldtheseTata'snot
perform.Itprovedintheendtobeaswindletosellthesevehiclesandthebuybackneverhappenedbecauseitwasclaimedthatitwasaguarantee
offeredbythedealership(whowasbankrupted)andnotTatathecompanyeventhoughallthepaperworkwasdonebyTatathecompany...
IwillwarneveryonenottodealwithTataorbuythevehicles.Whatyouwinonpurchasepriceyouwillloseahundredtimesonmaintenanceand
repairs.
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thebestwork
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Nicework.easytounderstand,usefullformanagementstudents
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Transcriptof"SWOTanalysisofTATAmotors"
1. 1.MANAGEMENTPROJECTSWOTANDSTEEPLEDANALYSISOFTATAMOTORSBY:KosuruSaiMalleswar(SC09B093)DhrutiRanjan
Gaan(SC09B017)KshitizSinha(SC09B125)KumarHarshit(SC09B144)L.Deepak(SC09B074)1|Page
2. 2.TABLEOFCONTENTSABSTRACT..................................................................................................................................................
3INTRODUCTION........................................................................................................................................4SWOTANALYSIS
......................................................................................................................................4Strengths
..........................................................................................................................................5Weaknesses
......................................................................................................................................7Opportunities
...................................................................................................................................8Threats
.............................................................................................................................................8STEEPLEDANALYSIS
..............................................................................................................................9Social
.............................................................................................................................................10
Technological.................................................................................................................................11Economical
....................................................................................................................................12Environmental
................................................................................................................................13Political
..........................................................................................................................................15Legal
..............................................................................................................................................16Ethical
............................................................................................................................................17Demographical
...............................................................................................................................19CONCLUSION
...........................................................................................................................................21BIBLIOGRAPHY
.......................................................................................................................................212|Page
3. 3.AbstractThisreportisabriefSWOTandSTEEPLEDanalysisofTATAmotors.TATAmotorsistheleadingautomobilecompanyofIndia,and
alsohavingamajorshareoutsidethecountry.Tomakeanycompanysuccessfulitsverymuchrequiredtoanalysedifferentfactorsthosecaninfluence
companysperformance.SWOTandSTEEPLEDcoversmostofthefactorsfromamanagerspointofview.Throughthisreportwearetryingtoshow
thestrengthandweaknessesthatarepresentinthecompany.Whataretheopportunitiesthecompanyhave?Andwhatarethethreatstothecompany?
Againweareshowingthedifferentfactorslikepolitics,economy,legal,technologyetc.whicharehavinginfluenceonthecompanyaswell
asenvironment,social,ethical,demographicaletc.influenceofthecompany.WehavealsocoveredtheactionstakenbyTATAmotorstoimprovesome
ofthefields.3|Page
4. 4.IntroductionEstablishedundertheparentcompany,TataGroup,in1945,TataMotorsLimitedhasbecomeIndiaslargestautomobilecompany.It

wasthefirstIndianautomobilecompanytolistontheNewYorkStockExchange.TataMotorsbeganmanufacturingcommercialvehiclesin1954witha
15yearcollaborationagreementwithDaimlerBenzofGermany.ThispartnershiphasledTataMotorstonotonlybecomeIndiaslargestautomobile
companybutalsoIndiaslargestcommercialvehiclemanufacturertheworldstopfivemanufacturesofmediumandheavytrucksandtheworlds
secondlargestmediumandheavybusmanufacturer.Havingjustenteredthepassengervehiclesmarketsegmentin1991,TataMotorsnowrankssecond
inIndiaspassengervehiclemarket.TatahasenjoyedtheprestigeofhavingdevelopedTataAce,IndiasfirstindigenouslightcommercialvehicleTata
Safari,IndiasfirstsportsutilityvehicleTataIndica,IndiasfirstindigenouslymanufacturedpassengercarandtheNano,theworldsleastexpensive
car.SWOTanalysisofTATAmotors:SWOTanalysis(alternatelySLOTanalysis)isastrategicplanningmethodusedtoevaluatetheStrengths,
Weaknesses/Limitations,Opportunities,andThreatsinvolvedinaprojectorinabusinessventure.Itinvolvesspecifyingtheobjectiveofthebusiness
ventureorprojectandidentifyingtheinternalandexternalfactorsthatarefavourableandunfavourabletoachievethatobjective.4|Page
5. 5.STRENGTHS:1.StrongDomesticplayer(Indianmarket):TatahasastrongpresenceinIndiaandisakeymanufacturerofcommercialvehicles.Itis
amarketshareof~64%whichhasalmostremainedconstant.Also,TataMotorsisIndiaslargestautomobilemanufacturerbyrevenue.TataMotors
LimitedisIndiaslargestautomobilecompany,withrevenuesof`1,23,133.30crorein201011.Itistheleaderincommercialvehiclesineach
segment,andamongthetopthreeinpassengervehiclesinIndiawithproductsinthecompact,midsizecarandutilityvehiclesegments.Tatavehicles
aresoldprimarilyinIndia,andover4millionTatavehicleshavebeenproduceddomesticallysincethefirstTatavehiclewasassembledin1954.2.Itis
ademanddriven,andcustomeroriented,takingcareofcustomerspreferencesandtaste.3.Longlistofportfolios:Itsproductsincludepassengercars,
trucks,vansandcoaches.Itisworlds4thbiggesttruckproducer,itisalsoworldssecondbiggestbusproducer.5|Page
6. 6.4.GlobalPresenceTataMotorshasbeenintheprocessofacquiringforeignbrandstoincreaseitsglobalpresence.Throughacquisition,Tatahas
operationsintheUK,SouthKorea,ThailandandSpain.AmongtheseacquisitionsisJaguarLandRover,abusinesscomprisingtwostrugglingiconic
BritishbrandsthatwasacquiredfromtheFordMotorCompanyin2008.In2004,TataacquiredtheDaewooCommercialVehiclesCompany,South
Koreassecondlargesttruckmaker.TodaytwothirdsofheavycommercialvehicleexportsoutofSouthKoreaarefromTataDaewoo.TataMotorshas
expandeditsproductionandassemblyoperationstoseveralothercountriesincludingSouthKorea,Thailand,SouthAfricaandArgentinaandis
planningtosetupplantsinTurkey,IndonesiaandEasternEurope.Tataalsohasfranchisee/jointventureassemblyoperationsinKenya,Bangladesh,
Ukraine,RussiaandSenegal.Tatahasdealershipsin26countriesacross4continents.5.Dealership,SalesandServiceAccess:TheCompanys
dealership,sales,servicesandsparepartsnetworkcomprisesover3500touchpoints.6.ResearchandDevelopmentActivities:Tatamotorsisknownas
aninnovativegloballeader.ThecompanyhasaverystrongR&Dhavingover3000engineersandscientists.TheEngineeringResearchCentre(ERC)
inPunewassetupin1966andisamongthefinestinthecountry.IthasbeenhonouredwithtwoprestigiousawardsTheDSIRNationalAwardfor
R&DEffortinIndustry1999andNationalAwardforSuccessfulCommercialisationofIndigenousTechnologybyanIndustrialConcern2000.Tata
NanowasarecentoutcomefromtheERC.6|Page
7. 7.WEAKNESS:1.ReturnonInvestmentonTATAmotorssharesinlow.2.Tatamotorsproductsarenotconsideredasluxurious.Theproductsare
generallytargetedforeconomyclassratherthanforluxury.Hence,thecompanylacksastrongfootprintinthesectorofluxuryproducts.3.Safety
standardsarenotmaintained/oftenignored.ThishasledtodiminishofpublicimageoftheTATAautomobiles(egTataNano).FRIDAY,APRIL9,
2010:TATANANOcaughtfire4.Limitedconsumerbase5.ThoughTataispresentinmanycountriesithasonlymanagedtocreatealargeconsumer
baseintheIndianSubcontinent,namelyIndia,Bangladesh,Bhutan,SriLankaandNepal.TatahasagrowingconsumerbaseinItaly,SpainandSouth
Africa.6.RelativelysmallerproportionofmarketshareinPassengervehiclesinIndia.7.OneweaknesswhichisoftennotrecognizedisthatinEnglish
thewordtatmeansrubbish.WouldthebrandsensitiveBritishconsumereverbuyintosuchabrand?8.Thecompanyspassengercarproductsarebased
upon3rdand4thgenerationplatforms,whichputTataMotorsLimitedatadisadvantagewithcompetingcarmanufacturers.7|Page
8. 8.OPPORTUNITY:1.Inthesummerof2008TataMotorsannouncedthatithadsuccessfullypurchasedtheLandRoverandJaguarbrandsfromFord
MotorsforUK2.3million.TwooftheWorldsluxurycarbrandhavebeenaddedtoitsportfolioofbrands,andwillundoubtedlyoffthecompanythe
chancetomarketvehiclesintheluxurysegments.2.TataMotorsLimitedacquiredDaewooMotorsCommercialvehiclebusinessin2004foraround
USD$16million.3.NanoisthecheapestcarintheWorldretailingatlittlemorethanamotorbike.WhilsttheWorldisgettingreadyforgreener
alternativestogasguzzlers,istheNanotheanswerintermsofconceptorbrand?Incidentally,thenewLandRoverandJaguarmodelswillcostupto
85timesmorethanastandardNano!4.ThenewglobaltrackplatformisabouttobelaunchedfromitsKorean(previouslyDaewoo)plant.Again,ata
timewhentheWorldislookingforenvironmentallyfriendlytransportalternatives,isnowtherighttimetomoveintothissegment?Theanswertothis
question(andtheoneabove)isthatnewandemergingindustrialnationssuchasIndia,SouthKoreaandChinawillhaveathirstforlowcostpassenger
andcommercialvehicles.Thesearetheopportunities.HoweverthecompanyhasputinplaceaveryproactiveCorporateSocialResponsibility(CSR)
committeetoaddresspotentialstrategiesthatwillmakeisoperationsmoresustainable.5.TherangeofSuperMilofuelefficientbusesarepoweredby
superefficient,ecofriendlyengines.Thebushasoptionalorganicclutchwithboosterassistandbetterairintakesthatwillreducefuelconsumptionby
upto10%.THREATS:1.Othercompetingcarmanufacturershavebeeninthepassengercarbusinessfor40,50ormoreyears.ThereforeTataMotors
Limitedhastocatchupintermsofqualityandleanproduction.2.EnvironmentalRegulation:Sustainabilityandenvironmentalismcouldmeanextra
costsforthislowcostproducer.Thiscouldimpactitsunderpinningcompetitiveadvantage.Obviously,asTataglobalizesandbuysintootherbrands
thisproblemcouldbealleviated.3.Intensecompetition:Sincethecompanyhasfocuseduponthecommercialandsmallvehiclesegments,ithasleft
itselfopentocompetitionfromoverseascompaniesfortheemergingIndianluxurysegments.ForexampleICICIbankandDaimlerChryslerhave
investedinanewPunebasedplantwhichwillbuild5000newMercedesBenzperannum.OtherplayersdevelopingluxurycarstargetedattheIndian
marketincludeFord,HondaandToyota.InfacttheentireIndianmarkethasbecomeatargetforotherglobalcompetitorsincludingMarutiUdyog,
GeneralMotors,Fordandothers.Presently,TataMotorsfaceintensecompetitionfromitsdomesticaswellasforeigncompetitorsincludingGeneral
Motors,HondaMotor,MarutiUdyog,MitsubishiMotors,Fiat,Fordandsoon.CompetitionisexpectedtointensifyfurtherasIndianautomobile
manufacturersobtaingreateraccesstodebtandequityfinancingintheinternationalca8|Page
9. 9.pitalmarketsorgainaccesstomoreadvancedtechnologythroughalliances.Additionally,inrecentyears,thegovernmentofIndiahaspermitted
automaticapprovalsforforeignequityownershipofupto100%inentitiesmanufacturingvehiclesandcomponentsinIndia.4.Risingcostof
manufacturing:RisingpricesintheglobaleconomycouldposeathreattoTataMotorsLimitedonacoupleoffronts.Thepriceofsteelandaluminum
isincreasingputtingpressureonthecostsofproduction.ManyofTatasproductsrunonDieselfuelwhichisbecomingexpensivegloballyandwithin
itstraditionalhomemarket.5.Lowsafetystandardscanhamperthepublictrustsithasalreadyattainedwhichmayprovefataltoitsdomesticmarket.
STEEPLEDanalysisofTATAmotorsSTEEPLEDisabbreviationforSocial,Technological,Education,Ethnic,Political,Legal,Economicand
DemographicfactorsSTEEPLEDanalysisisameansofconductingascanofanorganisationsexternalenvironment,withparticularreferencetothe
futureandanychangesthatmaycomeabout.ThepurposeofSTEEPLEDistoidentifyfactorsthatmayimpactontheservices,customers(or
Patients),products,markets,staff,profitability,etc.oftheorganisation.SOCIALANALYSISSocialfactorsincludetheculturalaspectsandinclude
healthconsciousness,populationgrowthrate,agedistribution,careerattitudesandemphasisonsafety.Trendsinsocialfactorsaffectthedemandfora
companysproductsandhowthatcompanyoperates.Forexample,anagingpopulationmayimplyasmallerandlesswillingworkforce(thusincreasing
thecostoflabour).Furthermore,companiesmaychangevariousmanagementstrategiestoadapttothesesocialtrends(suchasrecruitingolder
workers).Undoubtedly,thebeliefs,opinions,andgeneralattitudeofallthestakeholdersinacompanywillaffecthowwellacompanyperforms.This
includeseverystakeholderfromtheCEOandPresident,downtothelineworkerswhoscrewthedoorpanelintoplace,fromtheinvestortothe
customer,thecultureandattitudeofallthesepeoplewillultimatelydeterminethefutureofacompanyandwhethertheywillbeprofitableornot.Forthis
reason,TataMotorstendstouseanintegrationandrarelyseparationtechniquewithforeigncompaniestheyacquire.Ontheotherhand,someeconomic
issuesthatTataMotorsfacemustalsobelookedatfromamorelocalizedperspective.1)Forinstance,themarketinIndiaforcarsismuchdifferentthan

themarketforcarsinItaly.Forone,IndiahasoveronebillionmorepeoplethanItalydoes,thusthemarketismuchlargerornotaslimited.Second,you
mustalsotakeintoeffectthedemographicsandtheaverageincomeofeachmarket.ItalianshaveahigheraverageincomepercapitathanIndiansand
Italiancitizenstendtodrivelargerandfanciercars.Forthisreason,theTataNanomightnotdosowellintheItalianmarket.9|Page
10. 10.2)Insummation,TataMotorsviewstheeconomyfromaglobalperspectivewithoperationsacrosstheentireglobe.However,theymustalso
maintainalocalmarketunderstandingandknowledgewhenitcomestoproductpositioningandplacementthroughoutthedifferentmarketsTata
conductsbusinessin.In2004,TataMotorsacquiredDaewooCommercialVehiclesCompany,whichwasatthetimeKoreassecondlargesttruck
maker.RatherthanusingdeculturationorassimilatingDaewoo,Tatatookanintegratedapproach,andcontinuedbuildingandmarketingDaewoos
currentmodelsaswellasintroducingafewnewmodelsgloballyjustasithadbeendoneunderKoreanmanagement.3)Withthenewacquisitionof
JaguarandLandRover,Tatawillhavetobecarefulwithhowtheyhandletheacquisition.WhileLandRoveristhrivingwhileunderthehelmofFord,
Jaguarwasmoreofthetroublechild.JaguarcostFordsome$10billionduringits18yearstewardshipanditssaleswereinheadlongdecline,especially
inAmerica,itsmostimportantmarket.IndustryanalystsalsostruggledtoseewhatvalueTatacouldaddthathadeludedFord,andwhatsynergiesthere
couldbebetweenamakeroftrucksandbasiccarsandtwoluxurymarquees.Separationcouldbeagoodapproachfortheimmediatefuturetokeepthe
nameofJaguarandLandRoverdistinguishableandassociatedwiththeluxuryautomobilemarket.Overall,Tatadoesagoodjobofintegrating
someaspectsoftheirlargemultinationalconglomerateintonewacquisitionshowever,thecompanymustalsounderstandthatseparationfromthe
nameTatacanbevaluableinsomesocialareas.4)SafetyhasbeenaconcernforTataMotorsandtheCompanyistakingstepstoreducetheinjuriesand
accidents.AllTataMotorsmanufacturingunits,includingthenewmanufacturingunitatUttarakhandarecertifiedunderOccupationalHealthandSafety
Standards18801(OHSAS18001,2007version).OHSAS18001isanOccupationHealthandSafetyAssessmentSeriesforhealthandsafety
managementsystems.Itisintendedtohelpanorganizationtocontroloccupationalhealthandsafetyrisks.ItwasdevelopedbytheGovernmentofIndia
inresponsetowidespreaddemandforarecognizedstandardagainstwhichtobecertifiedandassessed.Inaddition,TataMotorsmanufacturingunitat
PunehasbeencertifiedSocialAccountability8000compliant.ClauseNo.3oftheSA8000pertainstooccupationalhealthandsafety.AZero
AccidentPlanwaslaunchedin200708,whereinareaownershipwasdevelopedbyteamscomprisingofmanagementandsupervisorygradeworkers
calledBayOwners.TheBayOwnersmettwiceaweekandconductedcrossauditsandorganisedawarenessbuildingprogrammes.TECHNICAL
ANALYSIS:TataMotorsanditsparentcompany,theTataGroup,areaheadofthegameinthetechnologyfield.TheTataGroupasawholehasover20
publiclylistedenterprisesandoperatesinmorethan80countriesworldwide.ThisequatestoTataMotorshavinglotsofexperienceandresourcesto
drawfromforresearchanddevelopmentpurposes.RatanTatasaysthatThefoundationofthecompanysgrowthisadeepunderstandingofeconomic
stimuliandcustomerneeds,andtheabilitytotranslatethemintocustomerdesiredofferingsthroughleadingedgeR&D.Employing1,400scientistsand
engineers,TataMotorsResearchandDevelopmentteamisaheadofthepackinIndiasmarketandrightwiththerestofthefieldinternationally.
AmongTatasfirstsarethefirstindigenouslydevelopedLightCommercialVehicle,IndiasfirstSportsUtilityVehicleand,in1998,theTataIndica,
Indiasfirstfullyindigenouspassengercar,aswellastheincreasinglyfamousTataNano,whichisprojectedtobetheworldscheapestproductioncar.
Intheautomotiveindustry,itisbecomingincreasinglycrucialformanufacturerstostayontopofthetechnologycurvewithnewproblemsalwaysrising
suchasescalatinggaspricesandpollutionproblems.Tata10|Page
11. 11.recognizesthisanddedicateslotsofresourcesandtimeintoresearchanddevelopmenttobeevenwithorpreferablyaheadofothercompetitors,
globaltrends,andchangingeconomies.Inall,anautomobilemanufacturermustchange,adapt,andevolvetostaycompetitiveintheautomotive
game,andthisisexactlywhatTataisdoingwiththeirrapidgrowth,andextensiveresearchanddevelopment.Indiasonlycertifiedcrashtestfacilityfor
carsandhemianechoicchamberfortestingofnoiseandvibrationisownedbyTatamotors.TataMotorsEuropeanTechnicalCentre(TMETC)wasset
upin2005,whichisprimarilyinvolvedindesignengineeringanddevelopmentofproducts,supportingTataMotorsskillsets.Approximately2%ofthe
annualprofitsofthecompanyinvestedinresearchanddevelopment.Tataestablishedextensiveprototypebuildingandtestingfacilitiesineachplant.
OnMay11thofeveryyear,TechnologyDayorganizedacrossallTataplantlocations.TataMotorshastheonlyworldclasscrashfacilityinAsia
outsideKoreaandJapan.IthasdevelopedanAECU(ElectronicControlUnit)andlowcostaccessoriesthatwouldeffectivelymanagecriticalengine
andvehiclesystemswithoutcallingforafullfledgedandexpensiveconventionalECU.Thecompanyisstridingtowardsnewemissionstandards.Itis
planningtoequipvehiclesofthefuturewithtechnologiesforimprovingcommunication,navigationandentertainment.OneCAT[CompressedAir
Technology]conceptualcarwithfibreglassispoweredbyairanditisemissionfree,whichisanexampleofTatastechnologicalresearch.Another
exampleisTataNano,whichisacitycarmanufacturedbyTataMotors.ItwasaresultofaimingatProductionofmorefromlessinvestmentfor
morepeople.Itisthesmallestaswellaslowestpowered(624cc)carsintheWorlditwasdesignedtobethecheapestcarinIndiaaimedmainlyatthe
lowestpricesegmentintheIndiandomesticmarket.TatamotorshasstrategicpartnershipwithMotorDevelopmentInternational(aFrenchcompany
designingcompressedaircarprototypesmarketedunderthetitle"theAircar"),andFordforperformingresearchtodevelopnewautomotive
technologies.Furthermore,theywillhavetocomeupwithhybridandelectriccarstocompetewiththealreadystrongcompetitionofthemarket.There
arealreadysomebigplayers,amongthemChevrolet,whichwillbereleasingitsChevroletSparkinthefuture,withhybridandallelectricmodels.Tata
motorsshouldgivemoreimportancetoR&Dinordertodevelophighlyefficientautomotivetechnologyatanoptimalcost.Thenew
productintroduction[NPI]processfollowedbyTatamotorsfordevelopinganewproductandreleasingintomarketcanbeseeninthebelowfigure.11|
Page
12. 12.ThepaceofnewproductdevelopmenthasquickenedthroughthisorganizationwidestructuredNewProductIntroduction(NPI)process.The
processwithitsformalstructureforintroducingnewvehiclesinthemarketbringsingreaterdisciplineinprojectexecution.TheNPIprocesshelped
TataMotorscreateanewsegmentbylaunchingtheTataAce,Indiasfirstminitruck.ECONOMICANALYSIS:Operatinginnumerouscountriesacross
theworld,TataMotorsfunctionswithaglobaleconomicperspectivewhilefocusingoneachindividualmarket.BecauseTataisinarapidgrowth
period,expandingorformingajointventureinoverfivecountriesworldwidesince2004,aglobalapproachenablesTataMotorstoadaptandlearn
fromthemanydifferentregionswithinthewholeautomotiveindustry.Theyhaveexperienceandresourcesfromfivecontinentsacrosstheglobe,thus
whenanyvariablechangesinthemarkettheycangatherinformationandresourcesfromallovertheworldtoaddressanyissues.Forinstance,ifthe
priceoftheAluminiumrequiredtomakeengineblocksgoesupinKenya,TatahastheoptiontogetthealuminiumfromothersuppliersinEuropeor
AsiawhotheywouldnormallygetfromforproductioninUkraineorRussia.TataMotorsalsohastopaycloseattentiontoshiftsincurrencyrates
throughouttheworld.CurrencyfluctuationscanequatetohigherorlowerdemandsforTatavehicleswhichinturnaffectprofitability.Itcanalsomeana
riseincostsoradropinreturns.Buttheyalsohavetopayattentiontonotjustthedomesticcurrency,therupee,butalsotothedollar,euroandpound,
tojustnameafew.Attentiontocurrencyisimportantbecauseitinfluenceswherecapitalinvestmentwilldevelopandprosper.InthecaseofTata
Motors,andthecreationoftheNanoandOneCAT[CompressedAirtechnology]fromalineofserviceandmilitaryvehiclesprovideavarietyof
differentwaysforothercompaniesaswellasotherindustriestocapitalizeonthesuccessthatTatahasrealized.TataMotorsintegratesthemanagement,
programs,andknowledgeofthebusinessesitbuysout.TataMotorsplacesheavyinvestmentintoresearchanddevelopment.Tatahassucceededin
growing,profiting,andreducingcostsindevelopingmarketsforoverhalfacentury.Over6.5millionTatavehiclesplyonIndianroads,sincethefirst
rolledoutin1954.ThecompanysmanufacturingbaseinIndiaisspreadacrossJamshedpur(Jharkhand),Pune(Maharashtra),Lucknow(UttarPradesh),
Pantnagar(Uttarakhand),Sanand(Gujarat)andDharwad(Karnataka).FollowingastrategicalliancewithFiatin2005,ithassetupanindustrialjoint
venturewithFiatGroupAutomobilesatRanjangaon(Maharashtra)toproducebothFiatandTatacarsandFiatpowertrains.Thecompanysdealership,
sales,servicesandsparepartsnetworkcomprisesover3,500touchpointsTataMotorsalsodistributesandmarketsFiatbrandedcarsinIndia.Tata
Motors,thefirstcompanyfromIndiasengineeringsectortobelistedintheNewYorkStockExchange(September2004),hasalsoemergedasan
internationalautomobilecompany.Throughsubsidiariesandassociatecompanies,TataMotorshasoperationsintheUK,SouthKorea,Thailand,Spain
andSouthAfrica.AmongthemisJaguarLandRover,abusinesscomprisingthetwoiconicBritishbrandsthatwasacquiredin2008.JLRsupportstwo

stateoftheartengineeringanddesignfacilitiesandthreemanufacturingplants(Solihull,CastleBromwich&Halewood)intheUK.12|Page
13. 13.In2004,TataMotorsacquiredtheDaewooCommercialVehiclesCompany,SouthKoreassecondlargesttruckmaker.TherechristenedTata
DaewooCommercialVehiclesCompanyhaslaunchedseveralnewproductsintheKoreanmarket,whilealsoexportingtheseproductsto
severalinternationalmarkets.TodaytwothirdsofheavycommercialvehicleexportsoutofSouthKoreaarefromTataDaewoo.In2005,TataMotors
acquireda21%stakeinHispanoCarrocera,areputedSpanishbusandcoachmanufacturer,andsubsequentlytheremainingstakein2009.
Hispanospresenceisbeingexpandedinothermarkets.In2006,TataMotorsformedajointventurewiththeBrazilbasedMarcopolo,agloballeaderin
bodybuildingforbusesandcoachestomanufacturefullybuiltbusesandcoachesforIndiaandselectinternationalmarkets.In2006,TataMotors
enteredintojointventurewithThonburiAutomotiveAssemblyPlantCompanyofThailandtomanufactureandmarketthecompanyspickupvehiclesin
Thailand.ThenewplantofTataMotors(Thailand)hasbegunproductionoftheXenonpickuptruck,withtheXenonhavingbeenlaunchedinThailand
in2008.TataMotors(SA)(Proprietary)Ltd.,TataMotorsjointventurewithTataAfricaHolding(Pty)Ltd.,hasitsassemblyplantinSouthAfricaat
Rosslyn,northofPretoria,intheGautengprovinceofSouthAfrica.Theplantcanassemble,fromsemiknockeddown(SKD)kits,light,mediumand
heavycommercialvehiclesrangingfrom450tons.TataMotorsisalsoexpandingitsinternationalfootprint,establishedthroughexportssince1961.
Thecompanyscommercialandpassengervehiclesarealreadybeingmarketedinseveralcountriesallovertheworld.Ithasfranchisee/jointventure
assemblyoperationsinBangladesh,Ukraine,andSenegal.Tatawillhavetoadaptitsstrategyontheeconomiclevel,fromthepointofviewofthe
consumers,butalsointernally.Theywillhavetodealwithexchangerates,inflation,andGDPtrends.Forexample,withtherecenteconomiccrisis,there
hasbeenasignificantdecreaseincarretail.WhentheGDPislowandbeltsarebeingtightened,itisprobablynotbethebesttimetoenteranew
market.However,sincetheyhaveanimportantcompetitiveadvantagewithitspricingstrategy,itcouldhelpthemandcouldbethebestchoicefor
Americanconsumerswithlowerbudget.Inthesametrend,alowGDPbringsunemployment,thusTatamightwanttosetupafactoryandemploy
formerautoworkerswhohavebeenlaidoff.Theseautoworkershaveexperienceandareaskingformorejobsintheirindustry.Thisenvironmentcould
createawinwinsituationforbothTataandtheworkers.TataMotors,likeitsparentcompanyTataGroup,hasmuchknowledgeandunderstandingin
workingindevelopingmarketsandcountries.Companiesconsideringexpandingintodevelopingmarketsshouldconsiderformingajointventureor
partnershipwithanyofTataGroupsnumerousindustries.Theknowledgetransfercansavetimeandmoneyandfurtherensureamoresuccessful
expansion.ENVIRONMENTALANALYSIS:TATAmotorstriestopreservetheenvironmentbydifferentmeans.AllTATAmotors
manufacturingfacilities(Pune,Jamshedpur,LucknowandUttarakhand)havebeencertifiedtotheISO:14001EnvironmentalManagementSystem
(EMS)Standard.AtJamshedpurtheEngineering,HealthCare&CivicServicestoTataMotorsTownshiphavealsoachievedcertificationtoISO:
14001.13|Page
14. 14.TATAmotorshaveanenvironmentalmanagementsystem.Theworkingofsystemisdescribedasfollows:Howitoperates(Methods/Practices)1.
AssessthesignificantenvironmentalaspectsofproductsandactivitiesasperestablishedEMSproceduresAllProcessOwnersidentifythe
significantenvironmentalaspectsofproductsandactivitieswiththehelpofERCcentrally&EnvironmentGroupatrespectiveWorkslocations.2.
DefineOperationalControls,EmergencyActionPlansandsetObjectivesandTargetsOperationalControlProceduresandEmergencyActionPlans
areestablishedanddeployed.Processrequirementsareassessedin.InputsNational&InternationalLegislation&protocolsQuality&Environmental
PolicyRules&RegulationsPlantlevelwastedisposalguidelines.ISO:14001NewdevelopmentsGlobaldevelopmentssuchasClimate
ChangeKeyStepsinEnvironmentManagementAssessthesignificantenvironmentalaspectsofproductsandactivitiesSetControlProcessesand
Objectives&TargetsDeploytheprocessandimplementActionPlanstoachieveObjectives&TargetsincludingClimateChangerelatedissues
Reviewprocessesforimprovements/andconductinternal/externalauditsReviewtheprocessOutputsImprovementsinenvironmentalperformance
(e.g.:reductioninpollution,reductioninnaturalresourcesconsumption,eliminationofhazardousmaterialetc.)Compliancetoenvironmental
requirementsasperstatutorynormsReduceCO2emissions/increasedcarbonoffsetsEfficiencyImprovementoverpreviousyearsenvironmental
performanceExceptthepointsmentionedaboveTATAmotorsworksforenvironmentprotectioninfollowingways:1)Recycling:Recyclingof
materialisbestillustratedintheusescrapmetalgeneratedexternallyaswellasinternally.Forthepackingofpartswhicharetransportedfromone
TATAcentertoanother,reusablemetalboxesareused.Collapsible,custombuiltpolypropylene(PP)boxesarereturnedtothevendorsafterdelivery.2)
Energyconservation:TataMotorsconsidersenergyconservationcriticaltotheoperationofitsmanufacturingunits.Apartfromreducingoperational
costs,theenergysavedamountstoenvironmentprotectionbywayofavoidingpollutionduetopowergenerationprocesses.Energyconservationis
driventhroughouttheorganization,bywayofsettingDivisionwisetargetsandmonitoringperformanceoneverydaybasisforoptimizingenergy
consumption.14|Page
15. 15.3)Participationindifferentcommitteesworkingforimprovementofenvironment:ApartoftheinternalfactorsrepresentativesoftheCompanyare
participatinginmanynationalcommitteesworkingforimprovementofenvironmentthroughoutthecountrylikeAirqualitymonitoring,emission
inventoryandsourceapportionmentstudiesforIndiancitiesconstitutedbyCentralpollutioncontrolboard,Delhi,GrouponTechnicalevaluationof
AutomotiveResearchAssociationofIndiareportsondevelopmentofemissionfactorsconstitutedbyCentralpollutioncontrolboard,Delhietc.4)
Initiativestouserenewableenergysourcesandincreaseenergyefficiency:Thedemandforenergyhasgrownalongwithrapidindustrialgrowth.
Studieshaveforecastashortageoffossilfuelworldwideleadingtoultimateextinction,whennaturaldepositswillbecompletelydepleted.Fossilfuel
basedconventionalpowergenerationisrecognizedasamajorcontributortoenvironmentalpollutionandtotheGreenhouseEffect.So,TATAmotors
aretryingtousethenonconventionalenergyresourcesforitswork.ThecompanyhasstartedusingwindpoweratthePunecenter.Itistobefurther
notedthatTataMotorsisworkingwiththesteeringcommitteeofNationalHydrogenEnergyBoard,India,tofindwaysinwhichIndiamayharness
hydrogenpotentialenergyoffuture.5)Recyclingandreusingwater:Tatamotorstrytoreuseandrecycletheusedwater.Differenttechniquesareusedto
removehazardousmaterialsfromwater.PaintsludgegeneratedatCentralizedPaintShopisremovedfromthescrubwaterwithaHydropacsystem
foreffectiveseparation.Thewaterisreusedinthepaintboothsalongwithmakeupwater.ThispreventstherawPaintShopeffluentfromreachingthe
ETPdirectly.PaintsludgeiscollectedandsenttoIndustrialIncinerator.PressFilterisprovidedforremovalofsludgefromphosphatingbath.
IncineratormodelLRD250ofcapacity250kg/hrhasbeeninstalledtoincineratehazardouswastewithoutproductionofsmokeorodourandtoenable
allhazardstakencareofproperlyandtoprovideacleaner,saferandhealthierenvironment.6)IntheformofNGOs:TheMinistryofEnvironment&
Forest(MoEF),GovernmentofIndia,hasappointedGramVikasKendra,Jamshedpur(GVKJ)anNGOsupportedbyTataMotors,Jamshedpur,asthe
RegionalResourceAgency(RRA)forNationalEnvironmentalAwarenessCampaigns(NEAC)2008forJharkhandStatefor15thconsecutiveyear.
GVKJisworkingondifferentwaterharvestingprojects,treeplantationdrive,andforestprotectionactivitiesinJharkhand.Manyothersprotectionshave
beentakentoreducetheemissionofGreenhousegases,ozonedepletinggasesetc.Totalenvironmentalexpenditurein200708onvariousenvironment
developmentinitiativesatTATAmotorsmanufacturingunitswasRs.169million.POLITICALANALYSISSinceTataMotorsoperatesinmultiple
countriesacrossEurope,Africa,Asia,theMiddleEast,andAustralia,itneedstopaycloseattentiontothepoliticalclimatebutalsolawsandregulations
inallthecountriesitoperatesinwhilealsopayingattentiontoregionalgoverningbodies.Lawsgoverningcommerce,trade,growth,andinvestmentare
dependentonthelocalgovernmentaswellashowsuccessfullocalmarketsandeconomieswillbeduetoregional,nationalandlocalinfluence.
OnMarch26,2008,TataMotorsreachedanagreementwithFordtopurchaseJaguarandLandRover.15|Page
16. 16.Inordertobecapableofthisacquisition,TataMotorsmusthaveafullcomprehensionofthegoverningbodiesandlawsregulatingcommerceinthe
homecountry,theUnitedKingdom,butalsoincountriesJaguarandLandRoveroperatein.Inaccordance,TatasheadquartersinMumbai,
India,strictlycontrolsandregulatesoperationsinalldealershipsandsubsidiaries,inadditiontoknowingandabidingbyalllabourlawsinthemultiple
countrieswheretheyhavemanufacturingplantsithastowatchpoliticalchange.ThiswillbeespeciallyvitalinthefutureasTataMotorscontinues
toexpandandgrowintonewmarkets.Whilecurrentlyabout18%ofitsrevenuesarefrominternationalbusiness,thecompanysobjectiveistoexpand
itsinternationalbusiness,boththroughorganicandinorganicgrowthroutes(Tata.com).Thefoundationofthecompanysgrowthinternationallyis

adeepunderstandofeconomicstimulation,customerneeds,andindividualgovernmentregulationsandlaws.Althoughitistheheadquartersultimate
responsibilitytomakesureeachindividualofficeandbranchisoperatingandabidingbythelocallaws,itwillbecomeincreasinglymoreimportantfor
thatdutytobetakencareofattheregionalorevenlocallevel.LEGALANALYSISSinceTataMotorsoperatesinmultiplecountriesacrossEurope,
Africa,Asia,theMiddleEast,andAustralia,itneedstopaycloseattentiontothelawsandregulationsinallthecountriesitoperatesinwhilealsopaying
attentiontoregionalgoverningbodies.Lawsgoverningcommerce,trade,growth,andinvestmentaredependentonthelocalgovernmentaswellashow
successfullocalmarketsandeconomieswillbeduetoregional,nationalandlocalinfluence.OnMarch26,2008,TataMotorsreachedanagreement
withFordtopurchaseJaguarandLandRover.Inordertobecapableofthisacquisition,TataMotorsmusthaveafullcomprehensionofthegoverning
bodiesandlawsregulatingcommerceinthehomecountry,theUnitedKingdom,butalsoincountriesJaguarandLandRoveroperatein.Inaccordance,
TatasheadquartersinMumbai,India,strictlycontrolsandregulatesoperationsinalldealershipsandsubsidiaries,inadditiontoknowingandabiding
byalllaborlawsinthemultiplecountrieswheretheyhavemanufacturingplantsithastowatchpoliticalchange.Thiswillbeespeciallyvitalinthe
futureasTataMotorscontinuestoexpandandgrowintonewmarkets.Tatasays,Whilecurrentlyabout18%ofitsrevenuesarefrominternational
business,thecompanysobjectiveistoexpanditsinternationalbusiness,boththroughorganicandinorganicgrowthroutes.Thefoundationofthe
companysgrowthinternationallyisadeepunderstandofeconomicstimulation,customerneeds,andindividualgovernmentregulationsandlaws.
Althoughitistheheadquartersultimateresponsibilitytomakesureeachindividualofficeandbranchisoperatingandabidingbythelocallaws,itwill
becomeincreasinglymoreimportantforthatdutytobetakencareofattheregionalorevenlocallevel.TataMotorshadplannedtobuildaplantat
SingurintheWestBengal,whereitwantedtomakeNanocar.Earlyintheyear2011,theWestBengalgovernmentenactedthe"Singur
LandRehabilitationandDevelopmentAct,2011,"toreturntheacquiredlandtotheoriginallandowners..TataMotorsopposedthisactandhadmoved
theCalcuttaHighCourtchallengingtheconstitutionalmeritsoftheactaswellasthelandrehabilitationanddevelopmentrulesframedundertheact.16|
Page
17. 17.CourthasdirectedthegovernmenttocompensateTataMotorsaspertheprovisionsoftheLandAcquisitionAct1894,andhasaskedthestate
machinerytoensureasmoothtransferofthelandbacktofarmers.However,followinglargescaleviolentprotestsfromlocalfarmersagainsttheplant,
TataMotorsscrappedthisprojectin2008andlatermovedittothewesternstateofGujarat.Ittookabout14monthstobuildanewfactoryinSanand,
Gujarat.InAmerica,thereisnotreallyanylobbyingatthegovernmentleveltodowhenenteringthemarkethowever,theywillhavetogettheircars
approvedbythegovernmentsagencyineverycountrytheyaregoingtoenter.Forexample,theTataNanohadtobemodifiedinordertogainaccessto
theEuropeanUnion.Standardsinsafetyregulationsandgasemissionsaredifferentineverypartoftheworld.Also,entrybarriersandquotasmight
importunatethemintheirattemptstoreachtheAmericanconsumers.Theymighthavetopaymore,thusincreasetheircarsretailprice.Foracompany
thatistryingtobeamongthecheapestcars,itmightbehardtokeeptheircompetitiveadvantage.ETHICALANALYSISBusinessethicsmaintainsa
moralcourseinturbulenttimes,cultivatesstrongteamworkandproductivity,supportemployeegrowthasanindividual,helpstoensurethatpolicies
arelegal,andhelpsindetectionofissuesandviolationsalongwithqualitymanagementandstrategicplanning.Corporategovernanceestablishespolicies
anddoescontinuousmonitoringoftheirproperimplementation,bymembersofgoverningbodiesoftheorganization.SinceTataMotorsisapartofa
largeconglomeratecompanyitneedstohaveastrongcorporategovernancetoensurethatitsemployeesactethicallyandthebusinesscontinuestorun
smoothlyespeciallyduringtheeverchanginganddynamicglobaleconomy.TataGroupscorporategovernanceisfoundeduponarichlegacyoffair,
ethical,andtransparentgovernancepractices.Oneofthemoreimportantpartsofthisisthetransparencyofthecompanypeoplehavearighttoknow
whatthecompanyisdoingnotonlytoensureethicalpractices,butfortheinsuranceoftheirmanyshareholderswhomhavearighttoknowtheinner
workingsofthecompany.Tatahascreatedsomemodelsforemployeestoguidethemselvesthrougheverydaybusinesspracticestoensurethatthe
corporategovernanceiscontinuouslybeingupheld.TheTatabusinessexcellencemodelisupheldbyTataqualitymanagementservices.Thetwomain
processesthatthequalitymanagementservicesemployeesfocusonarebusinessexcellenceandbusinessethics.Thesetwoobjectiveshavehelpedbuild
Tataintothestrong,dynamiccompanyitistoday.ThesemodelsareentrenchedinthecompanysethicalstandardsandTatafeelsstronglyabout
enforcingboththroughoutthecompany.TataqualitymanagementservicesplaytheroleofsupporterandfacilitatorinthejourneythatTataenterprises
undertaketoreachthepeaksofbusinesseminencewhile,atthesametime,adheringtothehighestethicalstandards.17|Page
18. 18.TATASBUSINESSETHICSPRINCIPLES:1)NATIONALInterest:Committedtobenefittheeconomicdevelopmentofthecountriesinwhichit
operates.2)Financialreportingandrecords:prepareandmaintainitsaccountsfairlyandaccuratelyandinaccordancewiththeaccountingandfinancial
ofthecountry3)Competition:fullysupportthedevelopmentandoperationofcompetitiveopenmarkets.4)Equalopportunitiesemployer:provides
equalopportunitiestoallitsemployeesandqualifiedapplicantsforemployment.5)Giftsanddonations:Itsemployeesneitherreceivenorofferor
make,directlyorindirectly,anyillegalpayments,remuneration,gifts,donationsorcomparablebenefits.6)Govt.agencies:ATATAcompanyandits
employeesshallnot,unlessmandatedunderapplicablelaws,offerorgiveanycompanyfundsorpropertyasdonationtoanygovernmentagencyorits
representative.7)Politicalnonalignment:Becommittedtoandsupporttheconstitutionandgovernancesystemsofthecountriesinwhichitoperates.
8)Health,safetyandenvironment:ATATACompanyshallstrivetoprovideasafe,healthy,cleanandergonomicworkingenvironmentforitspeople.
9)Qualityofproductandservices:Becommittedtosupplygoodsandservicesofworldclassqualitystandards,backedbyaftersalesservices
consistentwiththerequirementofcustomers.10)Corporatecitizenship:committedtogoodcorporatecitizenship,notonlyinthecomplianceofall
relevantlawsandregulationsbutalsobyactivelyassistingintheimprovementofqualityoflifeofthepeopleinthecommunitiesinwhichitoperates.
11)CooperationofTATAcompanies:CooperatewithotherTATAcompaniesincludingapplicablejointventures,bysharingknowledgeandphysical,
humanandmanagementresources.12)Publicrepresentationofcompanyandthegroup:Honourtheinformationrequirementsofpublicanditsstake
holders.13)Thirdpartyrepresentations:PartieswhichhavebusinessdealingswiththeTATAgroupbutarenotmembersofthegroup,suchas
consultants,agents,salesrepresentatives,distributers,channelpartners,contractorsandsuppliers,shallnotbeauthorizedtorepresentaTATAcompany
withoutwrittenpermission.14)UseofTATAbrand:TheuseofTATAnameandtrademarkshallbegovernedbymanuals,codesandagreements
issuedbyTATAsons.15)Grouppolicies:ATATAcompanyshallbecommittedtoenhancingshareholdervaluesandcomplyingwithallregulations
andlawsthatgovernshareholderrights.16)Ethicalconduct:EveryemployeeofTATACompanyshallpreservethehumanrightsofeveryindividual
andthecommunity,andshallstrivetohonourcommitments.17)Regulatorycompliance:EmployeesofTATACompany,intheirbusinessconduct,
shallcomplywithallapplicablelawsandregulations,inletterandspirit.18)Concurrentemployment:Consistentwithapplicablelaws,anemployeeof
TATACompanyshallnot,withouttherequisite,officiallywrittenapprovalofthecompany,acceptemploymentorapositionofresponsibilitywithany
othercompany.19)Conflictofinterest:Employeesactintheinterestofthecompany,andensurethatanybusinessorpersonalassociationwhichhe/she
mayhavedoesnotinvolveaconflictofinterestwiththeoperationofthecompany.18|Page
19. 19.20)Securitytransactionsandconfidentialinformation:AnemployeeofaTATACompanyandhis/herimmediatefamilyshallnotderiveantbenefit
ofcounselorassistotherstoderiveanybenefitfromaccesstoandpossessionofinformationaboutthecompany.21)Protectingcompanyassets:The
assetsofTATACompanyshallnotbemisused.22)Citizenship:TheinvolvementofATATAemployeeincivicorpublicaffairsshallbewithexpress
approvalfromthechiefexecutiveofhoe/hercompany.23)Integrityofdatafurnished:EveryemployeeofaTATACompanyshallensure,atalltimes,
theintegrityofdatainformationfurnishedbyhim/hertothecompany.DEMOGRAPHICANALYSISDemographyisthestudyofthecharacteristicsof
humanpopulations,suchassize,growth,density,anddistribution.Demographicanalysisprovidesinsightsintothelinksbetweenthese
characteristicsandthecultural,economic,geographic,andothersocialattributespresentinagivenarea.DemographicfactorsDemographicfactorsaffect
lifestyle,consumertrends,thetypeofriskaversivebehaviour,spendingpowerandvaluepercustomer.Thestateofdemographictrendsallowsbuilding
projectionsfortheuseofparticulartypeofproducts.DemographicfactorsareAge:anybodyofagebetween18to50years.Income:anybodywith
anincomeofover4lakhp.a.Occupation:millennialemployedasprofessional,managersandthosewhowanttobuytheirfirstcar.SocialClass:

MiddleClass,UpperMiddle,LowerUpperandUpperUpperGENDERGenderTypeFrequencyMale64Female36Total100Theabovementioned
chartclearlyshowsthatoutof100respondents64weremalesand36wereFemales.AGEDISTRIBUTIONAgeNo.ofRespondents1830yrs.643050
yrs.32Above50yrs.4Total10019|Page
20. 20.TheabovementionedchartclearlyshowsthatmajorityoftherespondentsliesbetweentheageGroupof1850yrs.PROFESSIONProfessionNo.of
RespondentsGovt.Employee10Pvt.SectorEmployee44Student31Businessman12Professional3Anyother0Total100Theabovementionedchart
showsthatdatawascollectedfromrespondentshavingvariedtypesofOccupations.ThemajorityoftherespondentswerePvt.Sectoremployeeand
students.INCOMEGROUPMonthlyIncomeNo.ofRespondentsRs.5000Rs.1000010Rs.10000Rs.1500016Rs.15000Rs.2000014AboveRs.20000
29NotEarning31Total100AWARENESSOFTATANANOAwarenessNo.ofRespondentsAware92Unaware8Total100Otherfactors:Acceptance
level,preferencesoverothermodel,colourpreferences,mostinspiredfeatureetc.20|Page
21. 21.ConclusionTheSWOTandSTEEPLEDanalysisofTATAmotorswasdoneandweconcludedthatTataMotorsisanoverallstrongcompanythat
hasfoundstrengthandexpansionthroughitsparentcompany,TataGroup,butalsothroughitsnumerousacquisitionsandmergers.AlthoughTata
Motorsstockpriceshavefallensincethestartofthe2008yearduetosuggestionsthatTataMotorsisoverreachingbyaddingluxurybrandstopairwith
theNano,theworldscheapestcar.ChairmanofTataGroup,RatanTata,rejectssuggestionsthat,``Werenottryingtobeaglobalplayer,hetoldreporters
inNewDelhiJan.10afterunveilingtheNano,whichwillbebuiltinanewplantcosting10billionrupees($249million).``Wewillgrowinternationally
inselectmarkets(Krishnamoorthy).Bibliography:1.www.googledocs.com2.www.scribd.com3.TATAmotorsglobalsustainabilityreport4.
www.wikipedia.org5.www.marketingteacher.com6.www.economist.com7.www.businessgrowthconsultant.com21|Page
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