Abstract
With USD 8.8 billion revenues in 2007-08, Tata Motors is the largest Indian automobile company; it holds a very good place on the Indian market because it is the leader in commercial vehicles and among the top three in passenger vehicles. The company is also the world's fourth largest truck manufacturer, and the world's second largest bus manufacturer. The company was established in 1945
and has more than 23,000 employees onboard Since the creation, about 4 million Tata vehicles circulate on Indian roads.
The company now is more global with commercial and passenger vehicles marketed in Europe, Africa, the Middle East, South East, South Asia and South America. Tata Motors has numerous franchisees and joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia and Senegal. Tata Motors also has few partnerships through subsidiaries and associate companies; it operates currently in the UK, South Korea, Thailand and Spain. Tata Motors also acquired two British brands Jaguar and Land Rover in 2008.
Tata Motors offers a large range of products which permits to reach out to numerous customers in B2B and B2C (Business to Business and Business to Customers).
After this quick analysis of the company, we are going to analyze the current strategy of Tata Motors, which will enable us to know which strategy Tata could adopt in order to increase its market share internationally.
Extract
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[...] 3.3.2 Commercial vehicles: The commercial vehicles had recorded a sales of 23,682 nos. in May 2008 in the domestic market , an increase of 15% compared to 20,675 vehicles sold in the previous year. M&HCV sales were 11,742 nos., showing a growth of 12% as compared to sales in May 2007. LCV sales were 11,940 nos. had shown a growth of 17% as compared to May 2007(www.surfindia.com). 3.3.3 Current opportunities: Company recently purchased the Land R over and Jaguar brands from Ford Motors. [...]
[...] Actually this is one factor that which let us hesitant to set up our company in Africa. The current overthrow of the government in Madagascar is an example of the situation in many African countries. This instability is currently too high on this continent to let us invest funds serenely. We could argue also that in China it exists some risks, because human rights are not totally respected and some region of China undergo an increasing of violence such Tibet. But on another hand sometime the profit estimated compensates the balance between risks and profit. [...]
[...] The company has two choices: does not go in this country or deal with to manage its business. The corruption risk is highly present in China, some company such Carrefour has done the choice to deal with but huge funds are invested by the company in the corruption. 6.3.8 Other risks linked with our new strategy We have chosen to have a joint venture in China and in Brazil, these both markets are promising but we are not sheltered from a flawed analysis of our future markets. [...]
[...] Tata Motors: Current and new business strategies 1. Table of contents 1. Table of contents 2 2. presentation of the company 4 3. TATA MOTORS : CURRENT BUSINESS STRATEGY 5 3.1 Introduction 5 3.2 Plans recently implemented regarding future: 5 3.3 Sales analysis: 6 3.3.1 Highlights: 6 3.3.2 Commercial vehicles: 6 3.3.3 Current opportunities: 6 3.4 New product development: 6 4. Tata motor new strategy 8 4.1 Introduction 8 4.2 Strategy for Brazil and China. 8 4.2.1 New potential markets 8 4.2.2 The decision making tree for China and Brazil 9 4.3 Strategy for Africa 9 5. [...]
