TATA NANO "Dream-dream and dream‚ because dream gives vision‚ vision gives thoughts and finally thoughts lead to the action". Each letter of these motivational words said by India ’s former President Dr. A.P.J. Abdul Kalam goes exactly with Mr. Ratan Tata‚ Chairman of Tata group‚ who in the year 2003‚ dreamt of producing a safe‚ affordable Car for the common man. Finally after the wait of five years‚ crossing all financial and technological barriers‚ Ratan Tata kept his promise and unveiled Tata
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The Tata Nano is a city car manufactured by Tata Motors. Made and sold in India‚ the Nano is the cheapest car in the world today. Before it went on sale‚ a price of 1 lakh (US$1‚800) was widely touted. Since its 2009 debut‚ the price has increased. Nevertheless‚ the Nano remains the lowest-cost four-wheeled passenger vehicle in India. History[edit] After having successfully launched the low cost Tata Ace truck in 2005‚ Tata Motors began development of an affordable car that would appeal to
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or replace existing technologies include the development of hybrid vehicles‚ and electric and hydrogen vehicles which do not release pollution into the air. DIESEL (DIESEL ENGINE) Diesel-engine cars have been popular in Europe with the first models being introduced
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Tata Steel: A Legacy and Competitive Edge The foundation of steel production in India was set by Jamestji Nusserwanji Tata when India’s first steel plant was registered as The Tata Iron and Steel Company Limited in 1907.[1] Soon the company diversified from rails and embarked on a journey‚ capitalizing on the unmet need of steel in India in an industry monopolized by it. Post-independence Tata steel completed its expansion of capacity to produce 2 Mn tonnes of ingot steel every year‚ making it largest
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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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SDM INSTITUTE FOR MANAGEMENT DEVELOPMENT | A case study : Tata Nano – the small wonder | | | By: | Jani Dhruman Maheshkumar (9057)Modi Roshad (9086)Jith Joyson (9019)Muddu Uthappa (9087)Joshi Devansh M. (9079)Deepak Nair (9089)Mayoor Bhandari (9024) | How nano was built 1. Introduction “It started by my spending a lot of time doodling at boring board meetings. Most of us are victims of the environment in which we are and we lose sight of the fact that we have a greater responsibility
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Industry Attractiveness 6 Emerging Trends in the Industry 7 Value Chain Analysis 7 VRIO FRamework 8 1. Design and technological capability 8 2. Loyal vendor base 8 3. Manufacturing synergies 8 4. Sales and Distribution Network 8 TATA Group 9 Problem statement 9 Slack 10 Core Competencies 10 Challenges - Mid Size cars and Utility vehicles 11 Recommendations 11 Improvements in Cars and UV vehicles 11 Increased competition 11 Evaluation of Recommendations 12 Strategy
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weaknesses that Tata‚ as an internationally branded company‚ could potentially face. Tata motors wanted to compete in the Indian automotive industry by creating a form of transport that could carry up to 5 passengers. One of the requirements of the car was to provide an alternative to a traditionally used overloaded motorcycle which was unsafe. The main feature of the car was definitely its low sticker price‚ making it affordable for the growing middle class family in India. So‚ Tata Motors priced
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CONSOLIDATED FINANCIAL STATEMENT PROJECT TATA- CORUS ACQUISITION SUBMITTED TO: Dean Dr. Badrinath Prof. K. Govindarajan SUBMITTED BY BADRI NARAYANAN - 112071013 TABLE OF CONTENTS SR NO 1. PARTICULARS PART 1 • Global steel industry • About TATA Steel • About Corus PART 2 • Legal form • Mergers and Acquisition • Method • Terms of transaction • Valuation Matters 2. 3. PART -3 • Reasons for the merger • Objectives for a merger • Culture differences • Post - Acquisition 4
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Case #4: Bridging the Gap As customers once knew‚ The Gap was a popular fashion apparel store that attracted many people to it. However‚ this is no longer the case in the present day. So what happened? According to the case‚ competitors are gaining market share with cheaper and fresher fashion designs. One of the problems Gap (including other retailers) is the rising costs of raw materials. Gap said this would force them to raise their prices on items by 20 percent‚ but the customers
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