International Management

Topics: Tata Group, Strategic management, Tata family Pages: 17 (3524 words) Published: April 21, 2014


BACHELOR OF COMMERCE
INTERNATIONAL MANAGEMENT

WRITTEN CASE ANALYSIS REPORT:

The Last Rajah: Ratan Tata and Tata’s Global Expansion

Declaration:
Except where I have indicated, the work I am submitting in this assignment is my own work and has not been submitted for assessment in another course.

CONTENTS
Page
Executive Summary4
1.Introduction5
2.Source Problems6
3.Secondary Problems6
3.1Long term6
3.1.1Diversification of investments and businesses6
3.1.2The continuation of operation of Corus mills6
3.1.3Sustainability of its business versus sustainability of its corporate social responsibility during economy slow-down7 3.1.4Management control in Tata Group7
4.Analysis7
4.1Diversification of investments and businesses7
4.2The continuation of operation of Corus mills8
4.3Sustainability of its business versus sustainability of its corporate social responsibility during economy slow-down8 4.4Management control in Tata Group9
5.Criteria of Evaluation10
6.Alternative strategies10
6.1Short term (S)10
6.2Long term (L)11
7.Recommended strategy(ies)12
8.Justifications of recommendations12
9. Implementation, Control and Follow-up13
10.References14
Appendix17
Appendix 1: The seven business sectors of the Tata group17
Appendix 2: Kurt Lewin’s Force Field Analysis17
Appendix 3: The Boston Consulting Group (BCG) Growth Share Matrix18 Appendix 4: The Strategy Feasibility Table18

Executive Summary

This written case analysis report is prepared for the analysis of the case study of the Tata Group – “The Last Rajah: Ratan Tata and Tata’s Global Expansion.” (Luthans and Doh 2009).

It will first begin with a brief introduction on the Tata Group of India, with the source and the secondary (both short- and long-term) problems of this biggest conglomerate in India, to be identified and discussed next.

An analysis of the problems is presented next, followed by the criteria of evaluation.

A comprehensive listing of all major feasible courses of action are presented before the recommended strategy(ies) are discussed.

The next section will cover the justifications of recommendations followed by the implementation, control and follow up.

1. Introduction

The Tata Group, India’s biggest conglomerate (Luthans and Doh 2009), was founded by 29-years old Jamsetji Nusserwanji Tata in 1868. It was first established as a trading company in Bombay and started pioneering businesses in sectors such as steel, energy, textiles and hospitality (Tata Group 2012).

In 1904, Sir Dorab Tata, the elder of Jamsetji’s two sons, succeeded Tata Group in Germany after Jamsetji passed on.

Ratan Tata succeeded as the chairman, following the death of his uncle – J.R.D. Tata, in 1993 (Tata Group 2012).

Today, the Tata group consists of more than 100 operating companies in seven business sectors (Refer to Appendix 1) with operations in more than 80 countries across six continents, exporting products and services to 85 countries.

The latest financial figures reflected on its website showed that the total revenue of Tata Group was US$83.3 billion (around Rs 3,796.75 billion) in 2010-11, an increase of 18.8% from 2009-10 (Tata Group 2012).

With its devotion to strong values and excellent business ethics, the Tata name has been respected in India for more than 140 years.

Each Tata company or enterprise operates independently and is answerable to its own board of directors and shareholders.

Moving forward, new technologies and innovation will be Tata Group’s focus, in order to develop its business in India and internationally. Anchored in India with its traditional values and strong ethics, Tata companies are building multinational businesses that will achieve growth through excellence and innovation, while balancing the interests of shareholders, employees and civil society (Tata Group 2012).

2. Source Problems

With its...

References: Change Management Coach. 2012. Change-Management-Coach.com: Force Field Analysis – Kurt Lewin. http://www.change-management-coach.com/force-field-analysis.html.
Luthans, F., and Jonathan P. Doh. 2009. International Management: Culture, Strategy, and Behavior. 7th ed. New York, USA: McGraw-Hill.
Luthans, F., and Jonathon P. Doh. 2012. International Management: Culture, Strategy, and Behavior. 8th ed. New York, USA: McGraw-Hill.
Phadtare, Milind T. 2011. Strategic Management: Concepts and Cases. 1st ed. New Delhi, India: PHI Learning Private Limited. http://books.google.com.sg/books?id=FdtGb2cZTRgC&pg=PA145&lpg=PA144&dq=BCG+Model#v=onepage&q=BCG%20Model&f=false.
QuickMBA. 2010. QuickMBA: Strategy / BCG Matrix. http://www.quickmba.com/strategy/matrix/bcg/.
Tata Group. 2012. Tata Group Worldwide. http://www.tata.com/.
The Economic Times. 2011. The Economic Times, Topics, Ratan Tata. Mumbai, India: Bennett, Coleman & Co. Ltd. http://economictimes.indiatimes.com/topic/Ratan-Tata.
Trompenaars, Alfons, and Charles Hampden-Turner. 1998. Riding the Waves of Culture: Understanding Diversity in Global Business. 2nd ed. New York, USA: McGraw-Hill.
(Tata Group 2012)
Appendix 2: Kurt Lewin’s Force Field Analysis
Source: http://www.change-management-coach.com/force-field-analysis.html (Change Management Coach 2012)
Appendix 3: The Boston Consulting Group (BCG) Growth Share Matrix
Source: http://www.quickmba.com/strategy/matrix/bcg/
(QuickMBA 2010)
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