SYNOPSIS The case illustrates the opportunities‚ challenges and trade-offs involved in the design‚ prototyping and marketing of the Nano — the so-called people’s car — by Tata Motors Ltd. (TML)‚ a Tata Group company. The case takes place nine months after the company’s chairman‚ Ratan Tata‚ launched the Nano‚ on January 10‚ 2008‚ at the 9th Auto Expo in Pragati Maidan‚ an exhibition center in New Delhi‚ India. The case asks students to take the position of Ravi Kant‚
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Simone Tata [pic] Contents 1. Personal and working life…………………3 2. Struggle…………………………………….5 3. Achievements……………………………….7 4. Future plans………………………………....8 5. Reference………………………………….....10 1. Personal and working life | |Simone Tata‚ Chairperson‚ Trent | | |Reticent‚ shy‚ soft are the words that come to your mind when you meet Simone Tata‚ the 72-year-old
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LEADERSHIP QUALITIY OF RATAN TATA RATAN TATA (born December28‚ 1937 in Mumbai) is the present chairman of the Tata Group India largest conglomerate established by earlier generation of his family. PERSONALITY • Very dignified •Ethical •Dependable •Believes in keeping promise •Loyal and believes in relationship •Questioning the unquestionable • Risk taker not a speculator • Employ leadership quantities and a tremendous m motivator Motivation RATAN TATA must always keep motivating
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Introduction The Tata Nano‚ first unveiled at the New Delhi auto Expo in 2009‚ was expected to change the face of automobile sector in India and expand the Indian car market by as much as 65 per cent. However what was supposed to be a game changer failed to take off miserably in spite of the massive hype and the goodwill of Brand TATA. The problem – Strategy Though capable of single-handedly making four-wheeled transportation ubiquitous in India‚ the project as a whole failed miserable‚ the main
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Should Ratan Tata acquire Jaguar and Land Rover? New technology and markets But they really focused on the middle class Is M&A the best route for Tata to move forward globally? Wanted to diversify country risk Infrastructure lim itations Regulations loosened Growth of the indian economy Watches‚ hotels‚ steel‚ tea competitiveness diminished by aid from government thru tarrifs Steel deomestic expansion or de-integrated strategy Mature market m&a Raw materials security Downstream
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MARCH 2009 FINANCIAL HIGHLIGHTS During the year‚ the Company reported its highest ever Profit after Tax (PAT) of Rs. 922.20 crores‚ as against Rs. 869.90 crores for the previous year‚ a growth of 6%.The Operating Revenue is also higher at Rs. 7‚236.23 crores‚ as against Rs. 5‚915.91 crores‚ a growth of 22.3%. Operating Revenue is higher mainly owing to new tariff approved by the
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97 105 110 Annual General Meeting Date Time : Wednesday‚ September 1‚ 2010 : 3.00 p.m. 19‚ Sir Vithaldas Thackersey Marg‚ Mumbai 400 020. Rs. 1 crore = Rs. 10 million Venue : Birla Matushri Sabhagar‚ Board of Directors Contents Ratan N Tata Chairman Management Team Carl-Peter Forster‚ Chief Executive Officer & Managing Director P M Telang‚ Managing Director-India Operations C Ramakrishnan‚ Chief Financial Officer R Pisharody‚ President (Commercial Vehicles Business Unit) T Leverton
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Autocar India editor Hormazd Sorabjee. "There was a bit of overconfidence at the start and not much marketing push from the company. The hype fizzled out even before Tata Motors could effectively roll out sizeable (number of) cars on the road." A person close to the company said‚ "Somehow it got slotted as a Rs 1-lakh car or a cheap car. Tata Motors did not intend to position it like that‚ but they did not do enough to manage perceptions." Making too much of the price tag was a mistake‚ said Zia Patel
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To: Ravi Kant (Managing Director‚ TML) From: Subject: Nano Tata-logy: The People’s Car Date: 17 the September‚ 2011 Situation Overview TML is currently posed with a tricky question of how to go about the Tata-Nano (the much-hyped “People’s Car”) business strategy‚ given its commitment to release it on time with the promised cost and the spectrum of issues and recent developments that pose potential hurdles. Issues Operations 1. Political problems at Singur Plant which will certainly
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Abstract Tata Motors Limited (formerly TELCO) is an Indian multinational automotive manufacturing company headquartered in Mumbai‚ Maharashtra‚ India and a subsidiary of the Tata Group. Its products include passenger cars‚ trucks‚ vans‚ coaches‚ buses and military vehicles. It is the world ’s eighteenth-largest motor vehicle manufacturing company‚ fourth-largest truck manufacturer and second-largest bus manufacturer by volume. Tata Motors has auto manufacturing and assembly plants in Jamshedpur
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