Swot Analysis Tata Motors k3859

Project Report on SWOT ANALYSIS OF TATA MOTORS In partial fulfilment of requirement for the Award of Degree of M.Com

Subject: Enterprenurship Management

Submitted By: Mr. Hitesh Rohra  Roll No. 117 M.Com. Part – II, Semester -  III

Under the Guidance of: Prof. Mr. Kishore Karia

SMT. CHANDIBAI HIMATHMAL MANSUKHANI COLLEGE ULHASNAGAR – 421003

UNIVERSITY OF MUMBAI 2015 – 2016

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SWOT Analysis Of Tata Motors DECLARATION

I, Mr. Hitesh Rohra  student of SMT. CHANDIBAI HIMATMAL MANSUKHANI COLLEGE, ULHASNAGAR studying in M.Com Part – II, Semester – III, hereby declare that I have completed this project on “SWOT Analysis Of Tata Motors” for the subject  “Enterpreneurship Management”   in the academic year 2015-16.The information submitted is true and original to the best of my knowledge.

_______________ Mr. Hitesh Rohra

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ACKNOWLEGEMENT To list who all have helped me is difficult because they are so numerous and the depth is so enormous. I would like to acknowledge the following as being idealistic channels and fresh dimensions in the completion of this project I take this opportunity to thank the University of Mumbai forgiving me chance to do this project. I would like thank my Principal, Dr. Pa V. Deshmukh for providing the necessary facilities required for completion of this project. I would also like to express my sincere gratitude towards my project guide Prof. Mr. Kishore Karia whose guidance and care made the project successful. I would like to thank my college library, for having provided Various reference books and magazines related to my project. Lastly I would like to thank each & every person who directly or indirectly helped me in completion of the project especially my parents & peers who ed me throughout my project.

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EXECUTIVE SUMMARY The automotive industry in India grew at a computed annual growth rate (CAGR) of 11.5 percentover the past five years, the Economic Survey 2008-09 tabled in parliament on 2nd July¶09 said.The industry has a strong multiplier effect on the economy due to its deep forward and backwardlinkages with several key segments of the economy, a finance ministry statement said.The automobile industry, which was plagued by the economic downturn amidst a credit crisis,managed a growth of 0.7 percent in 2008-09 with enger car sales ing 1.31 percentgrowth while the commercial vehicles segment slumped 21.7 percent.Indian automobile industry has come a long way to from the era of the Ambassador car to Maruti800 to latest TATA nano. The industry is highly competitive with a number of global and Indiancompanies present today. It is projected to be the third largest auto industry by 2030 and just behind to US & China, according to a report. The industry is estimated to be a US$ 34 billionindustry.Indian Automobile industry can be divided into three segments i.e. two wheeler, three wheeler &four wheeler segment. The domestic twowheeler market is dominated by Indian as well asforeign players such as Hero Honda, Bajaj Auto, Honda Motors, TVS Motors, and Suzuki etc.Maruti Udyog and Tata Motors are the leading enger car manufacturers in the country. AndIndia is considered as strategic market by Suzuki, Yamaha, etc. Commercial Vehicle market iscatered by players like Tata Motors, Ashok Leyland, Volvo, Force Motors, Eicher Motors etc.The major players have not left any stone unturned to be global. Major of the players have gotinto the merger activities with their foreign counterparts. Like Maruti with Suzuki, Hero withHonda, Tata with Fiat, Mahindra with Renault, Force Motors with Mann. India ranks 12th in the list of the worlds top 15 automakers Entry of more international players Contributes 5% to the GDP Production of four wheelers in India has increased from 9.3 lakh units in 2002-03 to 23 lakhunits in 2007-08 Targeted to be of $ 145 Billion by 2016 Exports increased from 84,000 units in 2002-03 to 280,000 units in 2007-08

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TABLE OF CONTENT 1. Definition of SWOT Analysis ……………………………………………………….. 03 2. Background and History of the SWOT Analysis ………………………………..……. 05 a. Strengths …………………………………………………………………………06 b. Opportunities………………………………………………………………………07 c. Weakness……………………………………………………………………..……08 d. Threats …………………………………………………………………………….10 3. Strategies from SWOT Analysis ……………………………………………..……………13 4. Addressing of SWOT Analysis ………………………………………………..…………..14 5. When to use SWOT Analysis…………………………………………………..……..........15 6. Importance…………………………………………………………………………………..15 7. Benefits and Limitation …………………………………………………………..…………16

8. Abstract................................................................................................................................... 18 9. Introduction. To Tata Motors ..................................................................................................19 10. Company Profile ……………………………………………………….. ……………20 11. Product Profile …………………………………………………….…………………24 12. SWOT Analysis ..........................................................................................................................27 a. Strengths ..................................................................................................28 b. Weaknesses................................................................................................30 c. Opportunities ..............................................................................................31 d. Threats .......................................................................................................31 13. STEEPLED Analysis.......................................................................................................................32 a. Social ........................................................................................................................... .....32 b. Technological................................................................................................................... ..33 c. Economical .............................................................................................................. ........36 d. Environmental............................................................................................................. ......37

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e. Political ................................................................................................................ ..39 f. Legal .......................................................................................................................4 0 g. Ethical ...................................................................................................................... 41 h. Demographical......................................................................................................... 43 14. Conclusion............................................................................................................................. 45 15. Bibliography......................................................................................................................... .45

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Introduction Of 'SWOT Analysis'

A tool that identifies the strengths, weaknesses, opportunities and threats of an organization. Specifically, SWOT is a basic, straightforward model that assesses what an organization can and cannot do as well as its potential opportunities and threats. The method of SWOT analysis is to take the information from an environmental analysis and separate it into internal (strengths and weaknesses) and external issues (opportunities and threats). Once this is completed, SWOT analysis determines what may assist the firm in accomplishing its objectives, and what obstacles must be overcome or minimized to achieve desired results.

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SWOT analysis is a management tool used to identify strategies for success. It may be used to guide individual thinking, group discussion, or a large, formal planning process. It is widely utilized by companies as part of their strategic planning process, but it can be used by any group or individual seeking improvement. SWOT analysis begins by focusing on each topic to identify and analyze all ideas related to it. For example, employees might spend 30 to 60 minutes brainstorming and discussing their company’s strengths. They would repeat this process to discuss the weaknesses, opportunities, and threats for the company as well. After the analytical phase, they begin a creative discussion of these topics. In this part of SWOT analysis, they brainstorm new ideas to take greater advantage of strengths and opportunities, and to minimize weaknesses and threats. Management might then use these ideas to help build a strategic plan for growth over the next year. The key to using this process successfully is to foster an open and honest atmosphere for self-analysis. This can include a group brainstorming session or a personal self-assessment. Strengths and weaknesses tend to be ‘Internal’ characteristics of the company, such as location, price, or brand awareness. Opportunities and threats tend to be ‘External’ characteristics, coming from competitors or customers.

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. Background & History of the SWOT Analysis The origins of the SWOT analysis technique is credited by Albert Humphrey, who led a research project at Stanford University in the 1960s and 1970s using data from many top companies. The goal was to identify why corporate planning failed. The resulting research identified a number of key areas and the tool used to explore each of the critical areas was called SOFT analysis. Humphrey and the original research team used the categories “What is good in the present is Satisfactory, good in the future is an Opportunity; bad in the present is a Fault and bad in the future is a Threat.”

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In 1964 Urick and Orr at a conference changed the F to a W, and it has stuck as that, soFt to sWot. Some researchers reference the 1965 publication “business Policy, text and cases” by Learned, Christensen, Andrews and Guth (from Harvard University) in which a framework is used which closely resembles a SWOT analysis, however these words are not used and certainly the framework is not described as succinctly as we know it today. In this book the used are: a) b) c) d)

Opportunities, Risks, Environment & Problems of other industries.

In fact these authors reference a course note from K R Andrews “a concept of corporate strategy “for much of the strategy framework. On its own, it is said that a SWOT analysis is meaningless. It works best when part of an overall strategy or in a given context or situation.

Strengths Questions need to be asked are

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What advantages does your organization have?

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What do you do better than anyone else?

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What unique or lowest-cost resources can you draw upon that others can't?

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What do people in your market see as your strengths?

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What factors mean that you "get the sale"?

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What is your organization's Unique Selling Proposition (USP)?

Consider strengths from both an internal perspective, and from the point of view of customers and people in market. Also, if having any difficulty identifying strengths, writing down a list of organization's characteristics. When looking at strengths, thinking about them in relation to competitors. For example, if all of competitors provide high quality products, then a high quality production process is not a strength in organization's market, it's a necessity. Examples of strength analysis, 1. Strength analysis of a Pharmaceutical company (Botanical Botany)   

Consistent Quality – Production of high quality medicinal plants. Saleable plants – Producing a high ratio of healthy plants. Experience – Co owners having a strong combination of business development and horticulture experience.

2. Strength analysis of NovOculi NovOculi, Inc. is a start-up company that has designed—and plans to develop and market– ophthalmological surgical tools and a unique method of incisionless refractive correction dubbed NICS (Non-Invasive Corneal Sculpting)   

Patented Technology – Patents on NICS and two novwl devices. FDA approval – No need to wait for approval. Principal Expertise – Principals having extensive experience with refractive correction techniques.

Opportunities

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A useful approach when looking at opportunities is to look at company’s strengths and find out whether these open up any opportunities. Alternatively, looking at their weaknesses and ask themselves whether they could open up opportunities by eliminating them. And to find out a company’s opportunities an analyzer must go for the answers of below questions. a. What good opportunities can you spot? b. What interesting trends are you aware of?

Useful opportunities can come from such things as: a. b. c. d.

Changes in technology and markets on both a broad and narrow scale. Changes in government policy related to your field. Changes in social patterns, population profiles, lifestyle changes, and so on. Local events.

Example – Android OS have some opportunities like – a. They can easily boost up their sale because all mobile networks their OS. b. Their share will be doubled up within next three years from the present state of 35% market share. c. Android OS is developer friendly which result in development of advanced apps compared to other OS. d. Better handset layout, storage, connectivity, messaging, multiple languages , web browser, Java , Multi touch, tethering, screen capture and some of the highlights of android OS. e. Because of their cheaper rate sells increase in developing countries. f. Android OS is compatible to other devices.

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Now these opportunities of Android OS are threats to Apple IOS. If Apple Company can understand these threats which are rise from the weakness of IOS, they can easily overcome these threats by converting their weakness into their opportunities.

Weakness

Weaknesses are areas capable of improvement. From weaknesses, we get to know 

Whether a business is lacking skills or new products?

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Do it has a higher cost base or lower productivity than other competitors?

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Can the strategy be better?

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What can be avoided?

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What causes problems or complains?

Weakness as an (Internal factors) 

Absence of important skills

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Weak branding and reputation

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Poor access to distribution

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Low customer retention

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Unreliable product/service

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No clear strategy

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Lack of management depth and talent

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Some mega projects which are costly and complex

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Online presence of competitors

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Limited human resources

As examples we can mention about a. “Botanical Bounty” – an Oregon based perennialfarm that grows a variety of botanical medicinal plants. This family owned farm has been in existence for two years, initially operating as a hobby for the owners- who have training in planet biology rather than a profit producing business. Weakness found in SWOT analysis for Botanical Bounty 1. Lack of funding: They will need to borrow $100,000 in funds for the first year. 2. No reputation yet.We haven’t established ourselves as a reputable grower in the botanical market. 3. Limited human resources as it is a family owned farm. 4. Less branding of the farm. 5. There are lot of competitors online to reach the customers and here they kept behind. b. Incepta Pharmaceutical Ltd is a leading pharmaceutical company in Bangladesh established in the year 1999. SWOT analysis has been done on this company and the weaknesses found are given below 1. Patent law is not updated to accommodate benefits of LCDs. In Bangladesh patents are more prohibited under patents and Drugs Act 1911 as amended for time and patents and Drugs Rules 1933. In order to make best use of compulsory licensing and parallel imports, recent patent law needs to be updated. 2. A Task Force was created comprising from EPB , Drug Authority , Ministry of commerce, NBR, Bangladesh Bank , Income Tax , Customs and so many but 3. 4. 5. 6.

unfortunately this committee could not work up to the level requirement. Dependency on imported raw materials or absence of API plants. Absence of international standard quality control and testing laboratory. Absence of bio-equivalence testing and clinical facilities. Inadequate knowledge on TRIPS and trade related matters.

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7. Little research and development on new molecule development etc. 8. 9.

Threats

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Elements in the environment that could cause trouble for the you to achieve objective or goal.

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External factors, beyond an organization’s control, which could place the organization mission or operation at risk.

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The organization may benefit by having contingency plans to address them if they should occur.

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Classify them by their “seriousness” and “probability of occurrence”.

Questions to be asked for threat analysis  What obstacles do you face?  What are your competitors doing?  Are quality standards or specifications for your job, products or services changing?  Is changing technology threatening your position?  Do you have bad debt or cash-flow problems?  Could any of your weaknesses seriously threaten your business?

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A threat can be a. Unfavourable regulation changes b. A new entrant into the market c. Problems with the economy d.

Market shrinkage

Examples of threat analysis a. Threat analysis example for a Cosmetics manufacturer might include  New ‘affordable luxury’ entrants to the market threatening to take share from  

brands Major competitor planning to integrate vertically and sell direct to the consumer Rise in popularity of nail spas leading to decline in demand for nail products

b. Threat Analysis of a Pharmaceutical Company may include  Generally within the main pharmaceutical companies there is a high level of competition for the generics markets where patents finish and it is the first to entry where success will 

generally be determined. Technological developments with bio-tech concepts will potentially move the traditional pharmaceutical methods out of the market place in the long term although there is an economical argument that this form of development can be segregated to run alongside traditional methods and complement as opposed to replace.

c. Threat analysis for a Carpet company can be Move towards less carpet and more diverse types of flooring   

Consumers are more price conscious in the down economy Competition from online only stores that don’t have the same overhead costs Better flooring materials is increasing the time span between flooring changes.

d. Threat analysis of Small Management Consultancy can be  

Large consultancies operating at a minor level Other small consultancies looking to invade the marketplace

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. Strategies from SWOT analysis or SWOT matrix

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Matching strengths to opportunities - S-O or Maxi-Maxi strategy. Indicates using a strength to maximise an opportunity.

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Matching weaknesses to opportunities - W-O or Mini-Maxi strategy, Improving capability

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to maximise an opportunity. Matching strengths to threats - S-T or Maxi-Mini strategy, Minimising a threat with a

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strength. Matching weaknesses to threats – W-T or Mini-Mini strategy, Minimising weaknesses and threats at same time.

Addressing of SWOT analysis (Beginning of decision making process)

Matching and converting Traditionally the way to address the weaknesses and threats from a SWOT analysis is to match and convert them. Matching Matching involves taking your strengths and seeing if they line up with any of your opportunities. For example, one of Wolfram and Harts opportunities is that despite the fact two competitors have recently relaunched their websites, the general standard of site is very poor. When matched with Wolfram and Harts lack of budgetary constraints and internal buy in about improving the site, there is an exciting chance to the competition online. Equally Wolfram and Harts experience in the technology sector, combined with this sectors heavy use of online tools, creates an opportunity to better engage this audience. Converting The other tactic for addressing weaknesses and threats is to look for chances to convert these into opportunities or strengths. This is easy to say but not so easy to do. However it is possible. I can give a real example of this relating to the Wiltshire Farm Foods website. They had a serious weakness because they used a franchise model. These regional franchises could set their

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own prices and so it was impossible to show s a price until they had given the site their postcode. s were forced to enter the postcode before seeing anything on the site. Obviously this was a major weakness. The original Wiltshire Farm Foods site had a serious weakness in that it required s to enter a postcode before entering the site. Now this weakness is turned into an opportunity by taking the following steps… Now it showed the highest price to s when they arrived on the site, allowing them to immediately see products and a price. Once they enter a postcode and if the price is lower, it tell the they have received a lower rate (making them happy). When they enter a postcode they are given information on their local franchisee, including a telephone number, name and photo. The elderly audience that buy from Wiltshire Farm Foods loved this because they worry about dealing with a large faceless organization, but feel reassured if they know their local supplier. They turned their weakness into strength by using post code entry as a way of meeting your local franchisee. Obviously, it is not always possible to change a weakness or threat into an opportunity. Where it is impossible, the alternative is to minimize its effect.

When to use SWOT A SWOT analysis can be used to: 

Explore new solutions to problems

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Identify barriers that will limit goals/objectives

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Decide on direction that will be most effective

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Reveal possibilities and limitations for change

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To revise plans to best navigate systems, communities, and organizations

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As a brainstorming and recording device as a means of communication

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To enhance “credibility of interpretation” to be utilized in presentation to leaders or key ers

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The importance of SWOT analysis lies in its ability to help clarify and summarise the key issues and opportunities facing a business. Value lies in considering the implications of the things identified and it can therefore play a key role in helping a business to set objectives and develop new strategies. The ideal outcome would be to maximise strengths and minimise weaknesses in order to take advantage of external opportunities and overcome the threats. For example, the environment may present an opportunity for a new product but if the company does not have the capacity to produce that product it may either decide to invest in new plant and machinery or to just steer clear.

Benefits and limitations of SWOT analysis SWOT (strengths, weaknesses, opportunities and threats) analysis can help a company identify and understand key issues affecting their business, but it does not necessarily offer solutions. So a company should be aware of the limitations as well as the benefits of a SWOT analysis before they decide to conduct one. Knowing what they can reasonably expect to achieve will make the SWOT analysis more useful for their business, and will save their time. Ultimately, they must be prepared to spend the time to review their SWOT analysis and use it to determine the best way forward in their business. Benefits of SWOT analysis a. The main advantages of conducting a SWOT analysis is that it has little or no cost - anyone who understands their business can perform a SWOT analysis. b. A company can also use a SWOT analysis when it doesn't have much time to address a complex situation. This means that a company can take steps towards improving their business without the expense of an external consultant or business adviser. c. Another advantage of a SWOT analysis is that it concentrates on the most important factors affecting a company’s business. Using a SWOT, one can: understand their business better address weaknesses deter threats capitalize on opportunities take advantage of their strengths develop business goals and strategies for achieving them.

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Limitations of SWOT analysis a. While conducting a SWOT analysis, a company should keep in mind that it is only one stage of the business planning process. For complex issues, business companies usually need to conduct more in- depth research and analysis to make their decisions. b. Keep in mind that a SWOT analysis only covers issues that can definitely be considered a strength, weakness, opportunity or threat. Because of this, it's difficult to address uncertain or two-sided factors, such as factors that could either be a strength or a weakness or both, with a SWOT analysis (e.g. a company might have a prominent location, but the lease may be expensive).

c. A SWOT analysis may be limited because it doesn't prioritize issues doesn't provide solutions or offer alternative decisions can generate too many ideas but not help you choose which one is best can produce a lot of information, but not all of it is useful.

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Abstract This report is a brief SWOT and STEEPLED analysis of TATA motors. TATA motors is the leading automobile company of India, and also having a major share outside the country. To make any company successful it‟s very much required to analyse different factors those can influence company‟s performance. SWOT and STEEPLED covers most of the factors from a manager‟s point of view. Through this report we are trying to show the strength and weaknesses that are present in the company. What are the opportunities the company have? And what are the threats to the company? Again we are showing the different factors like politics, economy, legal, technology etc. which are having influence on the company as well as environment, social, ethical, demographical etc. influence of the company. We have also covered the actions taken by TATA motors to improve some of the fields

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Introduction Established under the parent company, Tata Group, in 1945, Tata Motors Limited has become India‟s largest automobile company. It was the first Indian automobile company to list on the New York Stock Exchange. Tata Motors began manufacturing commercial vehicles in 1954 with a 15-year collaboration agreement with Daimler Benz of . This partnership has led Tata Motors to not only become India‟s largest automobile company but also India‟s largest commercial vehicle manufacturer; the world‟s top five manufactures of medium and heavy trucks and the world‟s second largest medium and heavy bus manufacturer. Having just entered the enger vehicles market segment in 1991, Tata Motors now ranks second in India‟s enger vehicle market. Tata has enjoyed the prestige of having developed Tata Ace, India‟s first indigenous light commercial vehicle; Tata Safari, India‟s first sports utility vehicle; Tata Indica, India‟s first indigenously manufactured enger car; and the Nano, the world‟s least expensive car.

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Company profile Tata Motors Limited Tata Motors Limited is India's largest automobile company, with revenues of Rs. 24,000 corers (USD 5.5 billion) in 2005-06. It is the leader by far in commercial vehicles in each segment, and the second largest in the enger 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. The company's 22,000 employees are guided by the vision to be “best in the manner in which we operate best in the products we deliver and best in our value system and ethics.” As an enterprise under India’s largest multi holding company, Tata Motors has grown significantly in the past 60 years since its establishment in 1945.The company caters to three main market segments globally: the enger cars, utility vehicles and commercial vehicles. A significant breakthrough for the company was the development and commercialization of the truly Indian carsTata Indicia and Tata Indigo. The company produced its first mini truck, first light and first heavy vehicle and many more fists in India ,being an innovator in their industry. It has followed a strategy of acquisitions and t ventures in its mid-stage and launched new products at a rapid pace in different market segments. Today, Tata Motors enjoys the position of being India’s leading automobile manufacturer with increasing presence in Europe, South East Asia. Africa and the Middle East with a total income of US $4 billion in 2004-05.The company focuses on providing customers the best value for their money and meets European standards and environmentally regulations through their advanced technologies. Established in 1945, Tata Motors is one of the 32 publicly listed enterprises infer the Tata Group, India’s largest business conglomerate. Tata Motors collaborated with ’s Daimler Benz in 1945 for 15 years to manufacture commercial vehicles .Since then, Tata Motors has grown enormously and produces several vehicles through their main Divisions- enger Cars, Utility Vehicles and Commercial Vehicles. In 1959, they set up their first and largest R&D centre in Jamshedpur.In 1961, exports had begun and the first truck was shipped to Sri Lanka.Another R&D Centre was started in Pune in 1966 to automobile research which produced the first commercial vehicle by 1983 and light commercial vehicles three years later. With increasing sales popularity, they sold their one millionth vehicle by 1991 .Their interest in tapping the diesel engine market was evident through their t venture with Cummins Engine Co.Inc in 1993 for the production of high horsepower and emission friendly diesel engine. After the t venture in 1993, a few others were pursued the following year. An agreement with Daimler-Benz in 1994, allowed Tata Motors to produce high end Mercedes Benz enger cars for the Indian market .In 1998, they launched their first sports utility vehicle, Tata Safari. This was an important year as their sales doubled to 2 million vehicles and marked the munch of India’s first fully indigenous enger car, Tata Indicia .The Indicia was a success and over 115,000 bookings with full payment Within a year of its launch. Tata Motors' presence indeed cuts across the length and breadth of India. Over 3.5 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing base is spread across Jamshedpur, Pune and Lukhnow, ed by a nation-wide dealership, sales, services and spare parts network comprising about 1,200 touch points. Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as a global automotive company. In 2004, it acquired the Daewoo Commercial Vehicles Company, Korea's second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has already begun to launch new products. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, with an option to acquire the remaining stake as well. Hispano's presence is being expanded in other markets.

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These acquisitions will further extend Tata Motors' global footprint, established through exports since 1961. The company's commercial and enger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, Australia, South East Asia and South Asia. It has assembly operations in Malaysia, Kenya, Bangladesh, Spain, Ukraine, Russia and Senegal. The foundation of the company's growth over the last 50 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D. With 1,400 engineers and scientists, the company's Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, India's first Sports Utility Vehicle and, in 1998, the Tata Indicia, India's first fully indigenous enger car. Within two years of launch, Tata Indicia became India's largest selling car in its segment. The pace of new product development has quickened. In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first indigenously developed mini-truck. The years to come will see the introduction of several other innovative vehicles, all rooted in emerging customer needs. Besides product development, R&D is also focusing on environment-friendly technologies in emissions and alternative fuels. Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations. True to the tradition of the Tata Group, Tata Motors is committed in letter and spirit to Corporate Social Responsibility. It is a signatory to the United Nations Global Compact, and is engaged in community and social initiatives on human rights, labour and environment standards in compliance with the principles of the Global Compact. Simultaneously, it also plays an active role in community development, serving rural communities adjacent to its manufacturing locations. With the foundation of its rich heritage, Tata Motors today is etching a refulgent future. It has been a long and accelerated journey for Tata Motors, India's leading automobile manufacturer. Some significant milestones in the company's journey towards excellence and leadership from the glorious year of 1945 till date it is working on it success road. In its senior management position Mr. Ravi Kant is the Managing Director of this company. Manufacturing Tata Motors owes its leading position in the Indian automobile industry to its strong focus on indigenization. This focus has driven the Company to set up world-class manufacturing units with state-of-the-art technology. Every stage of product evolution-design, development, manufacturing, assembly and quality control, is carried out meticulously. Our manufacturing plants are situated at Jamshedpur in the East, Pune in the West and Lucknow in the North. Jamshedpur: This was the first unit of the Company established in 1945 and is spread over an area of 822 acres. It consists of 3 divisions - Truck, Engine (including the Gear Box division) and Axle. The divestments in March 2000 hived off the Axle and Engine plants into independent subsidiaries. The Truck Division boasts of two assembly lines. The main assembly line, measuring 180 meters in length, has 20 stations with a vehicle rolling out every 8 minutes while the other line is dedicated to Special Purpose Vehicles (SPVs). State-of-the-art facilities like a Centralized Paint and Press Shop with a set-up of a 5000 tonne Siempelkamp press line and a cut-to-length line for strip preparation purchased from M/s. Kohler of makes it a fairly advanced production outfit. This is ed by a fully equipped Foundry, which supplies high-grade SG Iron castings for automobile components and excavators and is rated as one of the cleaner, better and highly automated foundries in the world. The Foundry has a sophisticated Kunkel Wagner high pressure

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molding line, which has a rated production capacity of 90 Pairs of moulds every hour. The Foundry has its own melting shop, core shop and sand plant. Other advanced facilities include Channel Furnaces, Computerized Testing Equipment etc. In 1993, the Foundry was ISO 9002 certified by the Bureau Verities Quality International and later followed it up with the more stringent QS 9000 certification from the BVQI in the year 2000. The unit is also equipped with a semi-automated forging line, with 40,000 mkg Bache hammer and state-of-the art presses from Kurimoto of Japan and is one of the most modern forging set-ups in the country. It produces critical forgings like crankshafts, front axle beams and steering parts for the automobile plant. The new forging line, installed on April 20, 1984, has the capability to forge front axle beams at 90 sec per piece and crankshafts at 120 sec per piece. Mechanical presses help produce a variety of heavy forgings. The sophisticated FIDIA Digit 165 CC graphite-milling machine links shop floor machines to the design workstation. The Forge has been certified as ISO 9002 and QS 9000 by the BVQI. Pune: The Pune unit is spread over 2 geographical regions- Pimpri and Chinchwad and has a combined area of around 510 acres. It was established in 1966 and has a Production Engineering Division, which has one of the most versatile tool making facilities in the Indian sub-continent. It houses a Vehicle manufacturing complex which is one of the most integrated automotive manufacturing centers in the country producing a large variety of individual items and aggregates. It is engaged in the design and manufacture of sophisticated press tools, jigs, fixtures, gauges, metal pattern and special tools, as well as models for the development of new ranges of automobile products. Its capabilities have enabled Tata Motors to introduce new products and improve existing ones without resorting to imports of dies or fixtures. Lucknow: Established in 1991 and covering an area of 600 acres, the Lucknow Plant was established to assemble Medium Commercial Vehicles (MCVs) to meet the demand in the Northern Indian market. In 1995, the unit started manufacturing bus chassis of Light Commercial Vehicles (LCVs) and Tata Sumos. The unit is also equipped with facilities to manufacture spare parts. Research & Development: Research provides the much-needed inspiration for the birth of new ideas, which in turn breathes new life into products. World-class automotive research and development are key factors that contribute to the leadership of the Company. Engineering Research Centre (ERC): The Research Centre at Jamshedpur regularly upgrades components and aggregates. A wellequipped torture track enables rigorous and exhaustive testing of modifications before they are used as regular fitments. The Engineering Research Centre in Pune was setup in 1966 and is among the finest in the country. It has been honored with two prestigious awards - 'The DSIR National Award for R&D Effort in Industry - 1999' and 'National Award for Successful Commercialization of Indigenous Technology by an Industrial Concern - 2000.' Central Tool Room, Jamshedpur: The Central Tool Room at Tata Motors, Jamshedpur is one of the most modern tool rooms in India. Equipped with the latest CNC Machines, Tryout Presses and Inspection facilities, this tool room has the proven capability of developing tooling solutions for all applications.

Customers'Quote "We are happy to inform you that the received from our Japanese personnel (after their visit to your plant) is very positive and hence have decided to set the die quality of Tata Motors,

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Jamshedpur dies as benchmark." STTI (Toyota), Bangalore March, 2004 Tata Motors has proven excellence over the years through its technologically advanced products, market expansion, customer satisfaction and increasing sales.Tata Motors consistently strives to increase shareholder value, build stronger customer relations and work with its business partners to provide the best value for money. The company is also involved in accelerating the country’s economic growth and protecting the environment. With the initial financial backing of the giant parent company,Tata Group, the division has built a strong business over the past 60 years and continues to show strong financial results. The continual improvement and introduction of new products in the market have allowed it to successfully enter as well as dominate the automobile industry in India. Tata Motors reported a record sale of 454,345 vehicles (including exports) for the fiscal year 2005-06, its highest ever, and a growth of 13.7 per cent over the 399,566 vehicles sold in 2004-05. Total sales (including exports) for the month of March 2006 were 56,406 units, the company’s highest ever monthly sales and an increase of 27 per cent over the 44,432 units sold in March 2005. In case of exports, The Company exported 6,508 vehicles in March 2006 as compared to 3,964 vehicles in March last year, an increase of 64.2 per cent. The cumulative sales from exports during the year at 50,539 vehicles, a new peak, have recorded a strong 65.7-per cent growth over the 30,496 vehicles sold last year.Tata Motors continues to make deep inroads abroad with its strategy of focusing on select markets with relevant products from its commercial vehicles and enger vehicles range. With increasing sales, employees, product offering, manufacturing facilities and distribution centers along with expansion outside India, the company seems to have promising future.

Product profile Tata Indicia Xeta ~ 28 ~

Webster's Dictionary circa 2050 Indica: A successful Indian product of truly Indian origins. The word is derived from the first automobile to be designed, manufactured and sold successfully by an Indian company. Several variants of its original hatchback design were spawned and eventually over one million vehicles based on the platform were sold. The diesel-engine vehicle sold in large numbers across the nation and even has the notable achievement of having been exported to several countries across the globe. The diesel-engine Indica received notable appreciation from all around, whereas the petrol-fuelled versions played second fiddle on the sales graphs. TATA Motors has launched a new version of its small car. Christened Indica V2 Xeta, the petrol-powered car with a 1.4-litre engine is said to deliver a mileage of 14 kmpl under standard test conditions. The Xeta's engine, delivering 70 PS, is far more powerful than the earlier version. Besides common black and silver, the car is available in three flashy hues. The Xeta is touted be among the first few small cars to sport beige interiors. Besides these compelling features, the pricing is also attractive, at Rs 2.94 lakh

for the AC model. The Xeta range is priced between Rs 2.69 to Rs 3.65 lakh ex-showroom Delhi. Customers may avail themselves of loans of up to 90 per cent from select financiers over a sevenyear period with EMIs as low as Rs 4,471. We can have some inside view of this wonderful car:

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Design and engineering The design of the Xeta is exactly the same as the Diesel version, no significant changes, except the upholstery and the beige dashboard. Xeta carries with it all the virtues, like space and comfort. Seats are reasonably good and the Air con is also quite good, but the spread of the vents could really have been better. There are a few things about Tata build quality that are quite frankly annoying. The door ajar warning switch has been placed right next to the door hinge; this results in the cabin lamp switching off, even when the door is in fact ajar! Tata has also used bolts to fit the wheels to the hubs, which is unlike the Japanese who normally use studs and nuts. The result is that it is quite hard to replace a flat tire. The Indica though, unlike its some of its Japanese competitors can easily accommodate 5 engers with much space to spare, and the best part about the interiors of the Indica are its 2 front seats that provide excellent comfort and . The rear seats though lacking in comfort compared to the ones in the front has great legroom for its engers. This can be a big boon on long journeys helping reduce fatigue. Engine and transmission The entire design effort of this new car is concentrated on the engine alone, the engine although the same block as the diesel, displaces 1405cc and has been detuned to now pump 70ps and 14kgm of torque. The best part of this engine is not just that figure, it the way it's delivered. The Indica petrol ceases to be a rampage, a fuel-guzzling monster; it is now able to pump loads of torque into those front wheels. The Indica is now able to pull from as low as 800rpm. The crux of the changes incorporated in the new Indica. The New Indica Xeta now sports a slightly detuned 4-cylinder in line, 1405cc 32bit microprocessor controlled fuel injected petrol engine, which is able to pump out 70ps at 4600rpm 14kgm at 2600rpm. Tata Now claims that this engine, thanks to the torque it is able to generate will be able to churn out efficiency of around 14kpl. Customers really impressed by the optimism, but when the car floored the accelerator Ride and Handling The Indica Xeta is a big car, as far as dimensions go, compared to the puny Alto and bigger compared to the Santro and Wagon R when it comes to weight almost 200kgs. So, the suspension

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does belong to big car category. The tread of the tire is wider by 10mm to the Wagon R VXi and the Santro by 10mm, this helps the car grip a bit better, and although we expected the slightly lower profile to play truant when in came to absorbing bumps, the intrusive rear suspension really did work out. The handling though is a bit of another story. The Indica being heavy does mean more cornering forces, and the extra weight also means a wee bit of extra roll, but the wide stance of the Xeta is able to cope with the cornering with aplomb. The steering though is just a bit heavy, which although is very helpful at higher speeds can be a bit of a drawback around those city runs. Verdict The Xeta now competes with tried and tested Japanese cars like the Maruti's Wagon R, Zen and Alto and the Korean Santro Xing. Compared to these cars, the XETA is able to provide far more space; thanks to its handling, it is able to hold the road much better also absorbing the undulations of road surface better the handling though seems a bit front heavy; the car, overall looks even heavier. Tata build quality is yet to really make its impact on Japanese car fans, but the fact that this 1400cc 70ps engine with oodles of torque is able to churn out excellent fuel economy should. Pros

Cons

Silent engine, comparatively more refined

Tires have a tendency to lock up

Truck loads of space

Gearbox, bit too numb

Excellent ride; especially at higher speeds

The boot could've been much bigger

beige interiors and seats

Engine is not rev-happy

Excellent torque; especially low down

Engine doesn't feel like a 1.4

boot space quite good

Tata is still in its learning curve

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SWOT analysis of TATA motors: SWOT analysis (alternately SLOT analysis) is a strategic planning method used to evaluate the Strengths, Weaknesses/Limitations, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favourable and unfavourable to achieve that objective.

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STRENGTHS: 1.

Strong Domestic player (Indian market): Tata has a strong presence in India and is a key manufacturer of commercial vehicles. It is a market share of ~64% which has almost remained constant. Also, Tata Motors is India‟s largest automobile manufacturer by revenue .Tata Motors Limited is India‟s largest automobile company, with revenues of `1,23,133.30 crore in 2010–11. It is the leader in commercial vehicles in each segment, and among the top three in enger vehicles in India with products in the compact, midsize car and utility vehicle segments. Tata vehicles are sold primarily in India, and over 4 million Tata vehicles have been produced domestically since the first Tata vehicle was assembled in 1954.

2. It is a demand driven, and customer-oriented, taking care of customers‟ preferences and taste. 3. Long list of portfolios: Its products include enger cars, trucks, vans and coaches. th It is world‟s 4 biggest truck producer, it is also world‟s second biggest bus producer.

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4. Global Presence Tata Motors has been in the process of acquiring foreign brands to increase its global presence. Through acquisition, Tata has operations in the UK, South Korea, Thailand and Spain. Among these acquisitions is Jaguar Land Rover, a business comprising two struggling iconic British brands that was acquired from the Ford Motor Company in 2008. In 2004, Tata acquired the Daewoo Commercial Vehicles Company, South Korea‟s second largest truck maker. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. Tata Motors has expanded its production and assembly operations to several other countries including South Korea, Thailand, South Africa and Argentina and is planning to set up plants in Turkey, Indonesia and Eastern Europe. Tata also has franchisee/t venture assembly operations in Kenya, Bangladesh, Ukraine, Russia and Senegal. Tata has dealerships in 26 countries across 4 continents. 5. Dealership, Sales and Service Access: The Company‟s dealership, sales, services and spare parts network comprises over 3500 touch points. 6. Research and Development Activities: Tata motors is known as an innovative global leader. The company has a very strong R&D having over 3000 engineers and scientists. The Engineering Research Centre (ERC) in Pune was setup in 1966 and is among the finest in the country. It has been honoured with two prestigious awards - 'The DSIR National Award for R&D Effort in Industry - 1999' and 'National Award for Successful Commercialisation of Indigenous Technology by an Industrial Concern - 2000.' Tata Nano was a recent outcome from the ERC .

WEAKNESS: ~ 34 ~

1. Return on Investment on TATA motors shares in low. 2. Tata motors products are not considered as luxurious. The products are generally targeted for economy class rather than for luxury. Hence, the company lacks a strong footprint in the sector of luxury products. 3. Safety standards are not maintained/ often ignored. This has led to diminish of public image of the TATA automobiles (eg Tata Nano). FRIDAY, APRIL 9, 2010: TATA NANO caught fre

4. Limited consumer base 5. Though Tata is present in many countries it has only managed to create a large consumer base in the Indian Subcontinent, namely India, Bangladesh, Bhutan, Sri Lanka and Nepal. Tata has a growing consumer base in Italy, Spain and South Africa. 6. Relatively smaller proportion of market share in enger vehicles in India.

7. One weakness which is often not recognized is that in English the word 'tat' means rubbish. Would the brand sensitive British consumer ever buy into such a brand? 8. The company's enger car products are based upon 3rd and 4th generation platforms, which put Tata Motors Limited at a disadvantage with competing car manufacturers.

OPPORTUNITY: ~ 35 ~

1. In the summer of 2008 Tata Motor's announced that it had successfully purchased the Land Rover and Jaguar brands from Ford Motors for UK £2.3 million. Two of the World's luxury car brand have been added to its portfolio of brands, and will undoubtedly off the company the chance to market vehicles in the luxury segments. 2. Tata Motors Limited acquired Daewoo Motor's Commercial vehicle business in 2004 for around USD $16 million. 3. Nano is the cheapest car in the World - retailing at little more than a motorbike. Whilst the World is getting ready for greener alternatives to gas-guzzlers, is the Nano the answer in of concept or brand? Incidentally, the new Land Rover and Jaguar models will cost up to 85 times more than a standard Nano! 4. The new global track platform is about to be launched from its Korean (previously Daewoo) plant. Again, at a time when the World is looking for environmentally friendly transport alternatives, is now the right time to move into this segment? The answer to this question (and the one above) is that new and emerging industrial nations such as India, South Korea and China will have a thirst for low-cost enger and commercial vehicles. These are the opportunities. However the company has put in place a very proactive Corporate Social Responsibility (CSR) committee to address potential strategies that will make is operations more sustainable. 5. The range of Super Milo fuel efficient buses are powered by super-efficient, ecofriendly engines. The bus has optional organic clutch with booster assist and better air intakes that will reduce fuel consumption by up to 10%.

THREATS: 1. Other competing car manufacturers have been in the enger car business for 40, 50 or more years. Therefore Tata Motors Limited has to catch up in of quality and lean production. 2. Environmental Regulation: Sustainability and environmentalism could mean extra costs for this low-cost producer. This could impact its underpinning competitive advantage. Obviously, as Tata globalizes and buys into other brands this problem could be alleviated. 3. Intense competition: Since the company has focused upon the commercial and small vehicle segments, it has left itself open to competition from overseas companies for the emerging Indian luxury segments. For example ICICI bank and DaimlerChrysler have invested in a new Pune-based plant which will build 5000 new Mercedes-Benz per annum. Other players developing luxury cars targeted at the Indian market include Ford, Honda and Toyota. In fact the entire Indian market has become a target for other global competitors including Maruti Udyog, General Motors, Ford and others. Presently, Tata Motors face intense competition from its domestic as well as foreign competitors including General Motors, Honda Motor, Maruti Udyog, Mitsubishi Motors, Fiat, Ford and so on. Competition is expected to intensify further as Indian automobile

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manufacturers obtain greater access to debt and equity financing in the international ital markets or gain access to more advanced technology through alliances. Additionally, in recent years, the government of India has permitted automatic approvals for foreign equity ownership of up to 100% in entities manufacturing vehicles and components in India. 4. Rising cost of manufacturing: Rising prices in the global economy could pose a threat to Tata Motors Limited on a couple of fronts. The price of steel and aluminum is increasing putting pressure on the costs of production. Many of Tata's products run on Diesel fuel which is becoming expensive globally and within its traditional home market. 5. Low safety standards can hamper the public trusts it has already attained which may prove fatal to its domestic market.

STEEPLED analysis of TATA motors STEEPLED is abbreviation for Social, Technological, Education, Ethnic, Political, Legal, Economic and Demographic factors STEEPLED analysis is a means of conducting a scan of an organisation‟s external environment, with particular reference to the future and any changes that may come about. The purpose of STEEPLED is to identify factors that may impact on the services, customers (or Patients), products, markets, staff, profitability, etc. of the organisation.

S O C I A L A N A LY S I S Social factors include the cultural aspects and include health consciousness, population growth rate, age distribution, career attitudes and emphasis on safety. Trends in social factors affect the demand for a company's products and how that company operates. For example, an aging population may imply a smaller and less-willing workforce (thus increasing the cost of labour). Furthermore, companies may change various management strategies to adapt to these social trends (such as recruiting older workers). Undoubtedly, the beliefs, opinions, and general attitude of all the stakeholders in a company will affect how well a company performs. This includes every stakeholder from the CEO and President, down to the line-workers who screw the door into place, from the investor to the customer, the culture and attitude of all these people will ultimately determine the future of a company and whether they will be profitable or not. For this reason, Tata Motors tends to use an integration and rarely separation technique with foreign companies they acquire. On the other hand, some economic issues that Tata Motors face must also be looked at from a more localized perspective. 1) For instance, the market in India for cars is much different than the market for cars in Italy. For one, India has over one billion more people than Italy does, thus the market is much larger or not as limited. Second, you must also take into effect the demographics and the average income of each market. Italians have a higher average income per capita than Indians and Italian citizens tend to drive larger and fancier cars. For this reason, the Tata Nano might not do so well in the Italian market.

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2) In summation, Tata Motors views the economy from a global perspective with operations across the entire globe. However, they must also maintain a local market understanding and knowledge when it comes to product positioning and placement throughout the different markets Tata conducts business in. In 2004, Tata Motors acquired Daewoo Commercial Vehicles Company, which was at the time Korea‟s second largest truck maker. Rather than using de-culturation or assimilating Daewoo, Tata took an integrated approach, and continued building and marketing Daewoo‟s current models as well as introducing a few new models globally just as it had been done under Korean management. 3) With the new acquisition of Jaguar and Land Rover, Tata will have to be careful with how they handle the acquisition. While Land Rover is thriving while under the helm of Ford, Jaguar was more of the trouble child. “Jaguar cost Ford some $10 billion during its 18-year stewardship and its sales were in headlong decline, especially in America, its most important market. Industry analysts also struggled to see what value Tata could add that had eluded Ford, and what synergies there could be between a maker of trucks and basic cars and two luxury marquees”. Separation could be a good approach for the immediate future to keep the name of Jaguar and Land Rover distinguishable and associated with the luxury automobile market. Overall, Tata does a good job of integrating some aspects of their large multi-national conglomerate into new acquisitions; however, the company must also understand that separation from the name Tata can be valuable in some social areas. 4) Safety has been a concern for Tata Motors and the Company is taking steps to reduce the injuries and accidents. All Tata Motors manufacturing units, including the new manufacturing unit at Uttarakhand are certified under Occupational Health and Safety Standards 18801 (OHSAS 18001, 2007 version). OHSAS 18001 is an Occupation Health and Safety Assessment Series for health and safety management systems. It is intended to help an organization to control occupational health and safety risks. It was developed by the Government of India in response to widespread demand for a recognized standard against which to be certified and assessed. In addition, Tata Motors manufacturing unit at Pune has been certified Social ability 8000 compliant. Clause No. 3 of the SA 8000 pertains to occupational health and safety. A Zero Accident Plan was launched in 2007-08, wherein area ownership was developed by teams comprising of management and supervisory grade workers called Bay Owners. The Bay Owners met twice a week and conducted cross audits and organised awareness building programmes.

TECHNICAL ANALYSIS: Tata Motors and its parent company, the Tata Group, are ahead of the game in the technology field. The Tata Group as a whole has over 20 publicly listed enterprises and operates in more than 80 countries world-wide. This equates to Tata Motors having lots of experience and resources to draw from for research and development purposes. Ratan Tata says that “The foundation of the company‟s growth is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D”. Employing 1,400 scientists and engineers, Tata Motors‟ Research and Development team is ahead of the pack in India‟s market and right with the rest of the field internationally. Among Tata‟s firsts are “the first indigenously developed Light Commercial Vehicle, India's first Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous enger car,” as well as the increasingly famous Tata Nano, which is projected to be the world‟s cheapest production car. In the automotive industry, it is becoming increasingly crucial for manufacturers to stay on top of the

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technology curve with new problems always rising such as escalating gas prices and pollution problems. Tata

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recognizes this and dedicates lots of resources and time into research and development to be even with or preferably ahead of other competitors, global trends, and changing economies. In all, an automobile manufacturer must change, adapt, and evolve to stay competitive in the automotive game, and this is exactly what Tata is doing with their rapid growth, and extensive research and development. India‟s only certified crash test facility for cars and hemi anechoic chamber for testing of noise and vibration is owned by Tata motors. Tata Motors European Technical Centre (TMETC) was set up in 2005, which is primarily involved in design engineering and development of products, ing Tata Motors skill sets. Approximately 2% of the annual profits of the company invested in research and development. Tata established extensive prototype building and testing facilities in each plant. On th

May 11 of every year, “Technology Day” organized across all Tata plant locations. Tata Motors has the only world-class crash facility in Asia outside Korea and Japan. It has developed an AECU (Electronic Control Unit) and low-cost accessories that would effectively manage critical engine and vehicle systems without calling for a full-fledged and expensive conventional ECU. The company is striding towards new emission standards. It is planning to equip vehicles of the future with technologies for improving communication, navigation and entertainment. One-CAT [Compressed Air Technology] conceptual car with fibre glass is powered by air and it is emission free, which is an example of Tata‟s technological research. Another example is “Tata Nano”, which is a city car manufactured by Tata Motors. It was a result of aiming at “Production of more from less investment for more people”. It is the smallest as well as lowest powered (624cc) cars in the World; it was designed to be the cheapest car in India aimed mainly at the lowest price segment in the Indian domestic market.Tata motors has strategic partnership with Motor Development International (a French company deg compressed air car prototypes marketed under the title "the Air car"), and Ford for performing research to develop new automotive technologies. Furthermore, they will have to come up with hybrid and electric cars to compete with the already strong competition of the market. There are already some big players, among them Chevrolet, which will be releasing its Chevrolet Spark in the future, with hybrid and all-electric models. Tata motors should give more importance to R&D in order to develop highly efficient automotive technology at an optimal cost. The new product introduction [NPI] process followed by Tata motors for developing a new product and releasing into market can be seen in the below figure.

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The pace of new product development has quickened through this organization wide structured New Product Introduction (NPI) process. The process with its formal structure for introducing new vehicles in the market brings in greater discipline in project execution. The NPI process helped Tata Motors create a new segment by launching the Tata Ace, India‟s first mini-truck.

ECONOMIC ANALYSIS: Operating in numerous countries across the world, Tata Motors functions with a global economic perspective while focusing on each individual market. Because Tata is in a rapid growth period, expanding or forming a t venture in over five countries world-wide since 2004, a global approach enables Tata Motors to adapt and learn from the many different regions within the whole automotive industry. They have experience and resources from five continents across the globe, thus when any variable changes in the market they can gather information and resources from all over the world to address any issues. For instance, if the price of the Aluminium required to make engine blocks goes up in Kenya, Tata has the option to get the aluminium from other suppliers in Europe or Asia who they would normally get from for production in Ukraine or Russia.

Tata Motors also has to pay close attention to shifts in currency rates throughout the world. Currency fluctuations can equate to higher or lower demands for Tata vehicles which in turn affect profitability. It can also mean a rise in costs or a drop in returns. But they also have to pay attention to not just the domestic currency, the rupee, but also to the dollar, euro and pound, to just name a few. Attention to currency is important because it influences where capital investment will develop and prosper. In the case of Tata Motors, and the creation of the Nano and One CAT [Compressed Air technology] from a line of service and military vehicles provide a variety of different ways for other companies as well as other industries to capitalize on the success that Tata has realized. Tata Motors integrates the management, programs, and knowledge of the businesses it buys out. Tata Motors places heavy investment into research and development. Tata has succeeded in growing, profiting, and reducing costs in developing markets for over half a century. Over 6.5 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial t venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company's dealership, sales, services and spare parts network comprises over 3,500 touch points; Tata Motors also distributes and markets Fiat branded cars in India. Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand, Spain and South Africa. Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. JLR s two state of the art engineering and design facilities and three manufacturing plants (Solihull, Castle Bromwich & Halewood) in the UK.

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In 2004, Tata Motors acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009. Hispano's presence is being expanded in other markets. In 2006, Tata Motors formed a t venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international markets. In 2006, Tata Motors entered into t venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the Xenon having been launched in Thailand in 2008. Tata Motors (SA) (Proprietary) Ltd., Tata Motors' t venture with Tata Africa Holding (Pty) Ltd., has its assembly plant in South Africa at Rosslyn, north of Pretoria, in the Gauteng province of South Africa. The plant can assemble, from semi knocked down (SKD) kits, light, medium and heavy commercial vehicles ranging from 4 - 50 tons. Tata Motors is also expanding its international footprint, established through exports since 1961. The company's commercial and enger vehicles are already being marketed in several countries all over the world. It has franchisee/t venture assembly operations in Bangladesh, Ukraine, and Senegal. Tata will have to adapt its strategy on the economic level, from the point of view of the consumers, but also internally. They will have to deal with exchange rates, inflation, and GDP trends. For example, with the recent economic crisis, there has been a significant decrease in car retail. When the GDP is low and belts are being tightened, it is probably not be the best time to enter a new market. However, since they have an important competitive advantage with its pricing strategy, it could help them and could be the best choice for American consumers with lower budget. In the same trend, a low GDP brings unemployment, thus Tata might want to set up a factory and employ former auto workers who have been laid off. These auto workers have experience and are asking for more jobs in their industry. This environment could create a win-win situation for both Tata and the workers. Tata Motors, like its parent company Tata Group, has much knowledge and understanding in working in developing markets and countries. Companies considering expanding into developing markets should consider forming a t venture or partnership with any of Tata Group‟s numerous industries. The knowledge transfer can save time and money and further ensure a more successful expansion.

ENVIRONMENTAL ANALYS IS: TATA motors tries to preserve the environment by different means. All TATA motor‟s manufacturing facilities (Pune, Jamshedpur, Lucknow and Uttarakhand) have been certified to the ISO: 14001 – Environmental Management System (EMS) Standard. At Jamshedpur the Engineering, Health Care & Civic Services to Tata Motors Township have also achieved certification to ISO: 14001.

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TATA motors have an environmental management system. The working of system is described as follows: How it operates (Methods/ Practices) 1. Assess the „significant‟ environmental aspects of products and activities as per established EMS procedures• All Process Owner s identify the „significant‟ environmental aspects of products and activities with the help of ERC centrally & Environment Group at respective Works locations. 2. Define Operational Controls, Emergency Action Plans and set „Objectives and Targets‟ • Operational Control Procedures and Emergency Action Plans are established and deployed. Process requirements are assessed in. Inputs • National & International Legislation & protocols • Quality & Environmental Policy • Rules & Regulations • Plant level waste disposal guidelines. • ISO: 14001 • New developments • Global developments such as Climate Change Key Steps in -‘Environment Management’ • Assess the significant environmental aspects of products and activities • Set „Control Processes‟ and „Objectives & Targets‟ • Deploy the process and implement „Action Plans‟ to achieve „Objectives & Tar gets‟ including Climate Change related issues • Review processes for improvements / and conduct internal / external audits • Review the process Outputs • Improvements in environmental performance (e.g.: reduction in pollution, reduction in natural resources consumption, elimination of hazardous material etc.) • Compliance to environmental requirements as per statutory norms • Reduce CO2 emissions / increased carbon offsets Efficiency Improvement over previous years „environmental performance‟ Except the points mentioned above TATA motors works for environment protection in following ways: 1) Recycling: Re-cycling of material is best illustrated in the use scrap metal generated externally as well as internally. For the packing of parts which are transported from one TATA center to another, reusable metal boxes are used. Collapsible, custom-built polypropylene (PP) boxes are returned to the vendors after delivery. 2) Energy conservation: Tata Motors considers energy conservation critical to the operation of its manufacturing units. Apart from reducing operational costs, the energy saved amounts to environment protection by way of avoiding pollution due to power generation processes. Energy conservation is driven throughout the organization, by way of setting Division-wise targets and monitoring performance on everyday basis for optimizing energy consumption.

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3) Participation in different committees working for improvement of environment: Apart of the internal factors representatives of the Company are participating in many national committees working for improvement of environment throughout the country like “Air quality monitoring, emission inventory and source apportionment studies for Indian cities” constituted by Central pollution control board, Delhi, Group on “Technical evaluation of Automotive Research Association of India reports on development of emission factors” constituted by Central pollution control board, Delhi etc. 4) Initiatives to use renewable energy sources and increase energy efficiency: The demand for energy has grown along with rapid industrial growth. Studies have forecast a shortage of fossil fuel worldwide leading to ultimate extinction, when natural deposits will be completely depleted. Fossil fuel based conventional power generation is recognized as a major contributor to environmental pollution and to the Greenhouse Effect. So, TATA motors are trying to use the nonconventional energy resources for its work. The company has started using wind power at the Pune center. It is to be further noted that Tata Motors is working with the steering committee of National Hydrogen Energy Board, India, to find ways in which India may harness hydrogen potential energy of future. 5) Recycling and reusing water: Tata motors try to reuse and recycle the used water. Different techniques are used to remove hazardous materials from water. •Paint sludge generated at Centralized Paint Shop is removed from the scrub water with a „Hydropac system‟ for effective separation. The water is re-used in the paint booths along with makeup water. This prevents the raw Paint Shop effluent from reaching the ETP directly. Paint sludge is collected and sent to Industrial Incinerator. • Press Filter is provided for removal of sludge from phosphating bath. • Incinerator model LRD-250 of capacity 250 kg /hr has been installed to incinerate hazardous waste without production of smoke or odour and to enable all hazards taken care of properly and to provide a cleaner, safer and healthier environment.

6) In the form of NGOs: The Ministry of Environment & Forest (MoEF), Government of India, has appointed Gram Vikas Kendra, Jamshedpur (GVKJ) an NGO ed by Tata Motors, Jamshedpur, as the Regional Resource Agency (RRA) for National Environmental Awareness Campaigns (NEAC) 2008 for Jharkhand State for 15th consecutive year. GVKJ is working on different water harvesting projects, tree plantation drive, and forest protection activities in Jharkhand. Many others protections have been taken to reduce the emission of Greenhouse gases, ozone depleting gases etc. Total environmental expenditure in 2007-08 on various environment development initiatives at TATA motors manufacturing units was Rs.169 million.

POLITICAL ANALYSIS Since Tata Motors operates in multiple countries across Europe, Africa, Asia, the Middle East, and Australia, it needs to pay close attention to the political climate but also laws and regulations in all the countries it operates in while also paying attention to regional governing bodies. Laws governing commerce, trade, growth, and investment are dependent on the local government as well as how successful local markets and economies will be due to regional, national and local influence March 26, 2008, Tata Motors reached an agreement with Ford to purchase Jaguar and Land Rover

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In order to be capable of this acquisition, Tata Motors must have a full comprehension of the governing bodies and laws regulating commerce in the home country, the United Kingdom, but also in countries Jaguar and Land Rover operate in. In accordance, Tata‟s headquarters in Mumbai, India, strictly controls and regulates operations in all dealerships and subsidiaries, in addition to knowing and abiding by all labour laws in the multiple countries where they have manufacturing plants it has to watch political change. This will be especially vital in the future as Tata Motors continues to expand and grow into new markets. “While currently about 18% of its revenues are from international business, the company's objective is to expand its international business, both through organic and inorganic growth routes” (Tata.com). The foundation of the company‟s growth internationally is a deep understand of economic stimulation, customer needs, and individual government regulations and laws. Although it is the headquarters ultimate responsibility to make sure each individual office and branch is operating and abiding by the local laws, it will become increasingly more important for that duty to be taken care of at the regional or even local level.

LEGAL ANALYSIS Since Tata Motors operates in multiple countries across Europe, Africa, Asia, the Middle East, and Australia, it needs to pay close attention to the laws and regulations in all the countries it operates in while also paying attention to regional governing bodies. Laws governing commerce, trade, growth, and investment are dependent on the local government as well as how successful local markets and economies will be due to regional, national and local influence. On March 26, 2008, Tata Motors reached an agreement with Ford to purchase Jaguar and Land Rover. In order to be capable of this acquisition, Tata Motors must have a full comprehension of the governing bodies and laws regulating commerce in the home country, the United Kingdom, but also in countries Jaguar and Land Rover operate in. In accordance, Tata‟s headquarters in Mumbai, India, strictly controls and regulates operations in all dealerships and subsidiaries, in addition to knowing and abiding by all labor laws in the multiple countries where they have manufacturing plants it has to watch political change. This will be especially vital in the future as Tata Motors continues to expand and grow into new markets. Tata says, “While currently about 18% of its revenues are from international business, the company's objective is to expand its international business, both through organic and inorganic growth routes”. The foundation of the company‟s growth internationally is a deep understand of economic stimulation, customer needs, and individual government regulations and laws. Although it is the headquarters ultimate responsibility to make sure each individual office and branch is operating and abiding by the local laws, it will become increasingly more important for that duty to be taken care of at the regional or even local level. Tata Motors had planned to build a plant at Singur in the West Bengal, where it wanted to make „Nano‟ car. Early in the year 2011, the West Bengal government enacted the "Singur Land Rehabilitation and Development Act, 2011," to return the acquired land to the original land owners.. Tata Motors opposed this act and had moved the Calcutta High Court challenging the constitutional merits of the act as well as the land rehabilitation and development rules framed under the act. Court has directed the government to compensate Tata Motors as per the provisions of the Land Acquisition Act - 1894, and has asked the state machinery to ensure a smooth transfer of the land back to farmers. However, following large-scale violent protests from local farmers against the plant, Tata Motors scrapped this project in 2008 and later moved it to the western state of Gujarat. It took

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about 14 months to build a new factory in Sanand, Gujarat. In America, there is not really any lobbying at the government level to do when entering the market; however, they will have to get their cars approved by the government‟s agency in every country they are going to enter. For example, the Tata Nano had to be modified in order to gain access to the European Union. Standards in safety regulations and gas emissions are different in every part of the world. Also, entry barriers and quotas might importunate them in their attempts to reach the American consumers. They might have to pay more, thus increase their cars‟ retail price. For a company that is trying to be among the cheapest cars, it might be hard to keep their competitive advantage.

ETHICAL ANALYSIS Business ethics maintains a moral course in turbulent times, cultivates strong team work and productivity, employee growth as an individual, helps to ensure that policies are legal, and helps in detection of issues and violations along with quality management and strategic planning. Corporate governance establishes policies and does continuous monitoring of their proper implementation, by of governing bodies of the organization. Since Tata Motors is a part of a large conglomerate company it needs to have a strong corporate governance to ensure that its employees act ethically and the business continues to run smoothly especially during the ever changing and dynamic global economy. “Tata Group‟s corporate governance is founded upon a rich legacy of fair, ethical, and transparent governance practices”. One of the more important parts of this is the transparency of the company people have a right to know what the company is doing not only to ensure ethical practices, but for the insurance of their many shareholders whom have a right to know the inner workings of the company. Tata has created some models for employees to guide themselves through everyday business practices to ensure that the corporate governance is continuously being upheld. The Tata business excellence model is upheld by Tata quality management services. The two main processes that the quality management services employees focus on are business excellence and business ethics. These two objectives have helped build Tata into the strong, dynamic company it is today. These models are entrenched in the company‟s ethical standards and Tata feels strongly about enforcing both throughout the company. “Tata quality management services play the role of er and facilitator in the journey that Tata enterprises undertake to reach the peaks of business eminence while, at the same time, adhering to the highest ethical standards”. TATA‟S BUSINESS ETHICS PRINCIPLES: 1) NATIONAL Interest: Committed to benefit the economic development of the countries in which it operates. 2) Financial reporting and records: prepare and maintain its s fairly and accurately and in accordance with the ing and financial of the country

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3) Competition: fully the development and operation of competitive open markets. 4) Equal opportunities employer: provides equal opportunities to all its employees and qualified applicants for employment. 5) Gifts and donations: Its employees neither receive nor offer or make, directly or indirectly, any illegal payments, remuneration, gifts, donations or comparable benefits. 6) Govt. agencies: A TATA company and its employees shall not, unless mandated under applicable laws, offer or give any company funds or property as donation to any government agency or its representative. 7) Political non-alignment: Be committed to and the constitution and governance systems of the countries in which it operates. 8) Health, safety and environment: A TATA Company shall strive to provide a safe, healthy, clean and ergonomic working environment for its people. 9) Quality of product and services: Be committed to supply goods and services of world class quality standards, backed by after-sales services consistent with the requirement of customers. 10) Corporate citizenship: committed to good corporate citizenship, not only in the compliance of all relevant laws and regulations but also by actively assisting in the improvement of quality of life of the people in the communities in which it operates. 11) Cooperation of TATA companies: Cooperate with other TATA companies including applicable t ventures, by sharing knowledge and physical, human and management resources. 12) Public representation of company and the group: Honour the information requirements of public and its stake holders. 13) Third party representations: Parties which have business dealings with the TATA group but are not of the group, such as consultants, agents, sales representatives, distributers, channel partners, contractors and suppliers, shall not be authorized to represent a TATA company without written permission. 14) Use of TATA brand: The use of TATA name and trademark shall be governed by manuals, codes and agreements issued by TATA sons. 15) Group policies: A TATA company shall be committed to enhancing shareholder values and complying with all regulations and laws that govern shareholder rights. 16) Ethical conduct: Every employee of TATA Company shall preserve the human rights of every individual and the community, and shall strive to honour commitments. 17) Regulatory compliance: Employees of TATA Company, in their business conduct, shall comply with all applicable laws and regulations, in letter and spirit. 18) Concurrent employment: Consistent with applicable laws, an employee of TATA Company shall not, without the requisite, officially written approval of the company, accept employment or a position of responsibility with any other company. 19) Conflict of interest: Employees act in the interest of the company, and ensure that any business or personal association which he/she may have does not involve a conflict of interest with the operation of the company

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20) Security transactions and confidential information: An employee of a TATA Company and his/her immediate family shall not derive ant benefit of counsel or assist others to derive any benefit from access to and possession of information about the company. 21) Protecting company assets: The assets of TATA Company shall not be misused. 22) Citizenship: The involvement of A TATA employee in civic or public affairs shall be with express approval from the chief executive of hoe/her company. 23) Integrity of data furnished: Every employee of a TATA Company shall ensure, at all times, the integrity of data information furnished by him/her to the company.

DEMOGRAPHIC ANALYSIS Demography is the study of the characteristics of human populations, such as size, growth, density, and distribution. Demographic analysis provides insights into the links between these characteristics and the cultural, economic, geographic, and other social attributes present in a given area.

Demographic factors Demographic factors affect lifestyle, consumer trends, the type of risk aversive behaviour, spending power and value per customer. The state of demographic trends allows building projections for the use of particular type of products. Demographic factors are➢Age: anybody of age between 18 to 50 years. ➢Income: anybody with an income of over 4 lakh p.a. ➢Occupation: millennial employed as professional, managers and those who want to buy their first car. ➢Social Class: Middle Class, Upper Middle, Lower Upper and Upper Upper GENDER Gender Type Male

Frequen cy 64

Female

36

Total

100

The above mentioned chart clearly shows that out of 100 respondents 64 were males and 36 were Females.

AGE DISTRIBUTION Age 18-30 yrs. 30-50 yrs. Above 50 yrs. Total

No. of Respondents 64 32 4 100

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The above mentioned chart clearly shows that majority of the respondents lies between the age Group of 18-50 yrs.

PROFESSION Profession

No. of Respondents

10 Govt. Employee 44 Pvt. Sector Employee 31 Student 12 Businessman 3 Professional 0 Any other 100 Total The above mentioned chart shows that data was collected from respondents having varied types of Occupations. The majority of the respondents were Pvt. Sector employee and students.

INCOME GROUP Monthly Income

No. of Respondents

Rs.5000-Rs.10000 Rs.10000-Rs.15000 Rs.15000-Rs. 20000 Above Rs. 20000 Not Earning Total

10 16 14 29 31 100

AWARENESS OF TATA NANO Awareness

No. of Respondents

Aware

92

Unaware

8

Total

100

Other factors: Acceptance level, preferences over other model, colour preferences, most inspired feature etc.

Conclusion The SWOT and STEEPLED analysis of TATA motors was done and we concluded that Tata

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Motors is an overall strong company that has found strength and expansion through its parent company, Tata Group, but also through its numerous acquisitions and mergers. Although Tata Motors stock prices have fallen since the start of the 2008 year due to suggestions that Tata Motors is overreaching by adding luxury brands to pair with the Nano, the world's cheapest car. Chairman of Tata Group, Ratan Tata, rejects suggestions that, ``We're not trying to be a global player,'' he told reporters in New Delhi Jan. 10 after unveiling the Nano, which will be built in a new plant costing 10 billion rupees ($249 million). ``We will grow internationally in select markets'' (Krishnamoorthy).

Bibliography: 1. 2. 3. 4. 5.

www.googledocs.com www.idoub.com TATA motors global sustainability report www.wikipedia.org www. marketingteacher.com

6. 7.

www.economist.com www.businessgrowthconsultant.com

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