Abstract
In January 2008, Tata Motors unveiled the Nano. A compact car designed in order to be affordable for the low level of life's population in India. The world was waiting for this car, Ratan Tata had announced that the Nano would be priced around $2000 making it the cheapest car in the world. Comfortable and secured, the car should be available for the price of a scooter. The Nano became a new reference on the market in term of design but also in term of engineering.
Indeed, Tata Group is composed by several industries (raw materials, tool-machines, electronic, etc…) and services (microcredit, consultancy, etc…). The synergy between these different actors helped the Nano to become real.
This car is not the only recent earthquake the group has known. Ratan Tata launched in 2010 a $35 tablet in India, allowing every student to become familiar with the technology and helped to spread education in every parts of the country. The group aims to improve the quality of life everywhere it is implanted. This seems possible regarding the strategy of leadership Ratan Tata implemented to the group:
“At Tatas, we believe that if we are not among the top three in an industry, we should look seriously at what it would take to become one of the top three players, or think about exiting the industry” (Tata, 2001)
The main driver at Tata, is the confidence the consumers, the employees, the shareholders, put into the group. There is a feeling of being part of a fellowship and this is perceived as a strong force towards occidentals companies and in front of Asian firms.
