Tata Indica - The Making Of The Small Car The case provides an understanding of the issues concerning the supply chain management system at Telco in regard to its small car‚ Indica. It outlines how Telco‚ built the supply chain for the car by leveraging its existing competencies and how it transformed itself from an integrated truck manufacturer to an automobile integrator and from a product-centric company to competence- centric company. The case discusses various components of the supply chain
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PROFILE Inception Tata Motors Limited is India ’s largest automobile company‚ with revenues of Rs. 24‚000 crores (USD 5.5 billion) in 2005-06. By far it is the leader in commercial vehicles in each segment. It is also the second largest in the passenger vehicles market with winning products in the compact‚ midsize car and utility vehicle segments. The company is the world ’s fifth largest medium and heavy commercial vehicle manufacturer. Established in 1945‚ Tata Motors ’ presence indeed cuts
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Chapter 11 - Case study: The role of HR in re-engineering and change at Siemens Rolm‚ Textbook page 277 Answers to case study questions in textbook‚ page 277 1. How can HR practices help Siemens Rolm become a learning organisation? A learning organisation is an organisation in which everyone is engaged in identifying and solving problems‚ enabling the organisation to continuously experiment‚ improve on and increase its capability. This approach involves a shift in an organisational
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Timothy May Global Business Dr. Mona Bahl Tata Nano 1. How would you segment the Indian automobile industry? Where will Nano have the best appeal? The automobile market in India shows that two-wheelers and three-wheelers in India vastly outsell four-wheeled cars. The graph below shows a good representation of how the market was segmented during the time of the case. This makes it easy to see that most mobile persons were buying motorbikes‚ scooters‚ and things of that sort. A subdivision of
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For financial year 2008‚ the TATA motors reported the consolidated revenues (net of excise) at Rs. 356.51 bn posted a growth of 10.2% over Rs. 323.61 bn in the previous year. The Consolidated Profit after tax (PAT) for the year was Rs. 21.67 bn‚ a marginal decrease over Rs. 21.69 bn in the previous year. Standalone EBITDA impacted by 6.6% to Rs.30.92 bn in FY08 from Rs 33.12 bn in FY07; EBITDA margin stood at 10.76% in FY08 as compared to 12.06% in the previous financial year. Following are
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Ratan Tata: Tata Group Chairman (1991-2012) Ratan Naval Tata has stepped down as chairman of Tata Sons and while the entire team at the $100 billion Tata conglomerate will surely feel his absence‚ the average Indian too will have reason to miss him. The country probably never needed Tata more than it does today; as The Economist wrote recently‚ ‘by standing out against graft so publicly and consistently‚ Mr. Tata was ahead of his time’. Not that the business suffered because of it; the diversified
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CASE STUDY-HRM Barry Niland‚ a supervisor of a small Sales Department noticed that one of his Industrial sales representatives. Henry Hunter‚ had a problem. Among other sings‚ Hunter’s sales had declined in the last six months‚ although most other sales representatives regularly were exceeding their quotas. Niland decided to try to boost his Sales Representative’s performance by reminding of the many opportunities for satisfaction in a sales job. NILAND EXPLAINED HIS ACTIONS AS FOLOWS;-
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like Tata employ to become large industrial conglomerates. The Tata Group has already established 90 separate firms in seven distinct business sectors. Because of their success‚ they have obtained vast financial resources and access to capital on favorable terms which has allowed them to expand their operations and become a large industrial conglomerate. Since the Tata Group uses its sister subsidiary companies to help supply its other companies (i.e. using Tata Steel to provide steel for Tata Motors’
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Strategic Management Credit Accumulation & Transfer Scheme (CATS) – Undergraduate – Degree in Business & Management Studies “Position Analysis of Tata Steel” ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- -------------------------------------------------
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Case Study Two: Downsizing Chapter One As the largest employer in Ouachita County‚ Arkansas‚ International Forest Products Company (IFP) is an important part of the local economy. Ouachita County is a mostly rural area in south central Arkansas. It employs almost 10 percent of the local workforce‚ and few alternative job opportunities are available in the area. Scott Wheeler‚ the human resource director at IFP‚ tells of a difficult decision he once had to make. According to Scott‚ everything was
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