short case study on tata company

Success Story Of The Tata Group Of Industries [Tata Group Case Study]

Devashish Shrivastava , Bhoraniya Huda Hifzur Rehman

Tata Group is an Indian global aggregate holding organization headquartered in Mumbai, India. Established in 1868 by Jamsetji Tata, the organization increased worldwide acknowledgment in the wake of acquiring a few global companies. Perhaps the biggest aggregate, Tata Group is claimed by Tata Sons.  

Each Tata organization works autonomously under the direction and supervision of its own directorate and investors. Noteworthy Tata's organizations and backups incorporate Indian Hotels Company, Tata Chemicals, Jaguar Land Rover, Tata Communications, Tata Consultancy Services, Tata Motors, Tata Power, Tata Steel, Voltas, and much more.

History and Origin of Tata Group List of the Tata Group’s Chairmen from 1868 to Present TATA Business Excellence Model (TBEM) Marketing Strategy of Tata Group

History and Origin of Tata Group

In 1870 with INR 21,000 capital, Jamsetji Tata founded an exchange organization. He purchased a bankrupt oil plant at Chinchpokli and transformed it into a cotton plant under the name Alexandra Mill which he sold for a profit after 2 years. In 1874, he set up another cotton factory at Nagpur named Empress Mill.

His aim was to accomplish 4 main objectives: setting up an iron & steel organization, an exceptional inn, a world-class learning establishment, and a hydroelectric plant. During his lifetime, the Taj Mahal Hotel at Colaba waterfront was opened in 1903, making it the first in power in quite a while.

After Jamsetji's passing, Dorabji Tata, his son, became the Chairman in 1904. Sir Dorabji built up the Tata Iron and Steel organization (TISCO), presently known as Tata Steel, in 1907. Denoting the gathering's worldwide aspirations, Tata Limited opened its first overseas office in London. Soon as per Jamsetiji's wish, Western India's first hydro plant was set up and the Indian Institute of Science was also set up in 1911.

JRD Tata was crowned Chairman of Tata Group in 1938. Under his chairmanship, the benefits of the Tata Group developed from $100 million to over $5 billion. When he took over TATA, it had 14 undertakings, but in 1988 Tata Sons had developed into a combination of 95 endeavors. These endeavors comprised adventures that the organization had either begun or held controlling interests in.

In 1952, JRD established an airline, known as Tata Air Services (later renamed Tata Airlines). In 1953, the Government of India passed the Air Corporations Act and acquired a larger part stake in the transporter from Tata Sons; however, JRD Tata would continue as Chairman till 1977.

In 1945, Tata Motors was established and was first centered around trains. In 1954, it entered the business vehicle showcase in the wake of shaping a joint endeavor with Daimler-Benz. In 1968, Tata Consultancy Services was established.

In 1991, Ratan Tata was crowned Chairman of Tata Group. This was additionally the time of financial advancement in India, opening up the market to remote contenders. During this time, Tata Group started to obtain various organizations like Tetley (2000), Corus Group (2007), and Jaguar & Land Rover (2008). In 2017, Natarajan Chandrasekaran was named administrator.

List of the Tata Group’s Chairmen from 1868 to Present

The Tata Group is considered India's number one conglomerate multinational company with its headquarters situated in Mumbai. The company is known to be in business for more than 150 years of service and its products are widely spread across multiple fields.

The company is known to provide services in more than 150 countries and covers about six continents. Since the time of its service, there have been a number of chairmen noted to work for Tata Group. The list of Tata Group's Chairman is given below:

Jamsedji Tata 1868 - 1904

Born on 3 March 1839, Jamsedji Tata was an Indian Pioneer and the founder of today India's biggest group of companies called Tata Group. He was the first Chairman of the firm and remained in the same post till 1904.

Sir Jamsedji Tata is honored with many titles and awards. He was given the honorary tag of "Father of Indian Industry". He was also ranked first in the list of "Hurun Philanthropists of the Century (2021)". Sir Jamsedji Tata left the world on 19 May 1904, at the age of 65.

Sir Dorabji Tata 1904 - 1932

Born on 27 August 1859, Sir Dorabji Tata was the eldest son of Sir Jamsedji Tata and the second chairman of the Tata Group . He died in 1932 giving rise to the third chairman of the Tata Group.

Sir Dorabji Tata played an essential role in forming and maintaining the Tata group of industries during the British era. The prime focus of Sir Dorabji Tata was to fulfill the dream left by Sir Jamsedji Tata and establish the modern iron and steel industry.

Sir Dorabji Tata was the first president of the Indian Olympic Association. He was also acknowledged by the Britishers. In 1910, Dorabji Tata was knighted by Edward Vll to be referred to as Sir Dorabji Tata.

Sir Nowroji Saklatwala 1932 - 1938

Born on 10 September 1875, Sir Nowroji Saklatwala was the third chairman of the Indian multinational conglomerate Tata Group. Unlike the previous two chairmen, he was just a mere employee and an apprentice of the Tata Group.

He made his way up from an employee to Chairman and remained in the same post till his sudden death due to heart failure in 1938. Sir Nowroji Saklatwala introduced many schemes and facilities for the employees and always worked well for the welfare of the employees.

JRD Tata 1938 - 1991

Born on 29th July 1904, Jehangir Ratanji Dadabhoy Tata was the fourth chairman of the Tata Group. He was the second child of Ratanji Dadabhoy Tata, the cousin of Jamsedji Tata. JRD is the only chairman of Tata Group who has served for more than 50 years. JRD Tata was also the first Indian to be granted a commercial pilot license.

And owing to his interest in the aviation industry, JRD Tata established Tata Aviation Services. He made many contributions to the company and was also acknowledged for his efforts. JD Tata is also the owner of the Padma Vibhushan and the Bharat Ratna awards. After two years of resigning as the chairman of Tata Group, Sir JRD Tata died on 29 November 1993.

Ratan Tata 1991 - 2012, 2016 - 17

Born on 28 December 1937, Ratan Naval Tata was the fifth chairman of the Tata Group. Ratan Tata was the son of a Naval Tata. Naval Tata was the adopted son of the sir Jamsedji Tata. Ratan Tata started as an assistant in the Tata Group and made his way up to the fifth chairman of the company.

Ratan Tata was appointed as the chairman of the company in 1990 and remained in the same post till 2012. He was again known to serve the Tata Group as an interim chairman for the time period between October 2016- February 2017.

Ratan Tata had contributed to shaping the firm from the time he was appointed as the chairman, the Tata Group was in a chaotic form. Under the guidance of sir Ratan Tata, the company flourished again. Ratan Tata is also the holder of many awards like the Padma Bhushan (2000) and Padma Vibhushan(2008).

Cyrus Mistry 2012 - 2016

Born on 4 July 1968, Cyrus Pallonji Mistry was the sixth chairman of the Tata Group and also the second chairman in consideration to not bear the tag of "Tata" in their surname. Cyrus Mistry joined the Tata Group as a board member and was soon elected as the chairman of Tata Group in 2012.

However, just after four years of chairmanship, he was removed from the position of chairman by the board of members. The prime reason behind his removal has many debates on the topic. It is stated that Cyrus Mistry was not acknowledging the history of the Tata Group and was keen on developing the firm in his own way.

There were also reports stating that Cyrus Mistry filed a case against Tata's heads for oppressing the interest of small stakeholders. The issue between Cyrus Mistry and Ratan Tata was taken to the legal procedures where on 26th March 2021, the Supreme court of India ruled out the decision in the favor of Ratan Tata and dismissed the rumors of Cyrus Mistry to be reinstated as the group chairman.

Irrespective of the ups and downs faced by Cyrus Mistry, he was categorized as the most important industrialist in both India and Britain in the year 2013 in an article published by the Economist. Unfortunately, on 04 September 2022, Cyrus Mistry died in a road accident in Maharashtra.

Natarajan Chandrasekaran 2017- Present

Born on 2 June 1963, Natarajan Chandrasekaran is the seventh and the current chairman of the Tata Group. He is the only chairman in the history of the Tata Group that is a non-Parsi and professional executive. He was previously working as the chief operating officer and chief executing officer of the Tata consultancy services.

The journey of Natarajan Chandrasekaran as the chairman of the Tata group is not a smooth one. In the year, 2019, the National Company Law Appellate Tribunal (NCLAT) held his position as chairmanship illegal and gave the order of restoring Cyrus Mistry as the Executive Chairman. Yet again in 2020, the Supreme court of India overruled the decision of NCLAT. Natarajan Chandrasekaran is still known to work as the Chairman of the Tata Group.

TATA Business Excellence Model (TBEM)

Tata Business Excellence Model (TBEM) is an altered adaptation of the internationally famous Malcolm Baldrige Model. TBEM is utilized by the Tata business group to remain in step with the regularly changing business conditions.

TBEM focuses on seven central activities: administration, key arranging, client and market center, estimation, examination and learning of the executives, human asset center, processing of the board, and the business results. Execution is estimated in outright focuses, and organizations need to accomplish at least 500 (out of 1,000) within four years of consenting to the BEBP arrangement.

Accomplishments are granted by acknowledgment over the group. TQMS helps Tata's business organizations utilize the model to pick up bits of knowledge on their business qualities and open doors for development. This is overseen through a yearly procedure of appraisal and affirmation.

TBEM Criteria Purpose

Tata Business Excellence Model (TBEM) is the reason for leading authoritative evaluations and for offering input to candidates. Moreover, the TBEM criteria have three significant jobs in reinforcing aggressiveness:

• To help improve authoritative execution practices, abilities, and results.
• To encourage correspondence and sharing of best practices among associations of various kinds.
• To fill in as a working apparatus for comprehension, overseeing execution, and directing hierarchical arranging and open doors for learning.
• TBEM-based performance excellence goals.
• TBEM Criteria are intended to enable associations to utilize a coordinated way to deal with hierarchical execution.
• Conveyance of regularly improving an incentive to clients and partners; adds to hierarchical maintainability.
• Improvement of by and large authoritative viability and capacities.
• Hierarchical and individual learning.
• The Role of core values and concepts.

The administration tends to observe how your senior heads manage and support your association and set an authoritative vision, qualities, and execution desires. Consideration is given to how your senior chiefs speak with your workforce, create future pioneers, measure hierarchical execution, and make a domain that energizes moral conduct and elite.

The category additionally incorporates your association's administration framework and how it guarantees moral conduct and practices great citizenship.

Strategic Planning

Vital planning leads to activity arranging, sending of plans, how satisfactory assets are guaranteed to achieve the plans, how plans are changed if conditions require a change, and how achievements are estimated and supported.

The strategic planning category focuses on long-haul authoritative support. While numerous associations are progressively capable of vital arranging, plan execution is a noteworthy test.

This is particularly obvious given market requests to be spry and to be set up for sudden change, for example, troublesome innovations that can disturb a generally quick-paced yet increasingly unsurprising commercial center. This category features the need to put an emphasis on building up your arrangements as well as on your capacity to execute them.

Customer And Market Focus

Client and market focus caters to how your association tries to comprehend the voice of the client and of the commercial center with attention to fulfilling clients' necessities, needs, and desires, enchanting clients, and building steadfastness. The category stresses connections as a significant piece of a general tuning, learning, and execution greatness technique.

Your consumer loyalty and disappointment results give indispensable data to understanding your clients and the commercial center. Much of the time, such outcomes and patterns give the most significant data on your clients' perspectives as well as on their commercial center practices (e.g., rehash business and positive referrals ), and how these perspectives and practices may add to the manageability of your association in the commercial center.

Measurement, Analysis, And Knowledge Management

The Measurement, analysis, and knowledge management category is the primary concern inside the criteria for key data about successfully estimating, investigating, improving execution, and overseeing authoritative information to drive improvement and hierarchical intensity.

In the least complex terms, category 4 is the "mind focus" for the arrangement of your association's activities with its vital goals. Fundamental to such utilization of information and data is their quality and accessibility.  

Workforce Focus

Workforce focus caters to key workforce rehearses coordinated towards making and keeping up an elite working environment and towards drawing in the workforce to empower it. It also deals with the way in which the association adjusts to change and succeeds.

The category covers workforce commitment, improvement, and the board in a coordinated way (i.e., lined up with your association's vital targets and activity plans). To fortify the essential arrangement of the workforce, this criteria additionally covers human asset arranging as a major aspect of the strategic planning category.

Process Management

Procedure Management is the point of convergence inside the Criteria for your key work frameworks and works forms. Incorporated with the category are the focal necessities for recognizable proof and your abilities to accomplish productive and powerful work process administration, successful structure, a counteractive action direction, linkage to clients, providers, accomplices, colleagues, and an emphasis on esteem creation for every single key partner, operational execution, process duration, crisis availability, assessment, ceaseless improvement, and authoritative learning. Dexterity, cost decrease, and process duration decrease are progressively significant in all parts of the procedure.

In straightforward terms, "deftness" alludes to your capacity to adjust rapidly, deftly, and successfully to evolving prerequisites. Contingent upon the idea of your association's methodology and markets, readiness may mean quick change starting with one item and then onto the next, fast reaction to evolving requests, or the capacity to deliver a wide scope of tweaked administrations.

Readiness likewise progressively includes choices to redistribute, concurrences with key providers, and novel courses of action. Adaptability may request unique procedures, for example, executing particular structures, sharing segments, sharing assembling lines, or giving specific preparation.

Cost and process duration decrease frequently including Lean procedure the board systems. It is essential to use key measures for following all parts of your general procedure.

Business Results

The resulting category gives outcomes that include your target assessment and your clients' assessment of your association's items and administrations, your general money-related and showcase execution, workforce results, initiative framework, social duty results, and the consequences of every single key procedure and procedure improvement exercise.

Through this center, the Criteria's motivations: prevalent estimation of contributions as seen by your clients and the commercial center, unrivaled hierarchical execution as reflected in your operational, workforce, lawful, moral, and monetary pointers, and authoritative and individual learning are kept up.

Classification 7 in this way gives "constant" data (proportions of progress) for assessment and improvement of procedures, items, and administrations in arrangement with your general authoritative technique.

Marketing Strategy of Tata Group

The organization emphasizes the 4Ps (Product, Price, Place, Promotion) which exude Tata Group's advertising methodology .

The item procedure and blend in Tata Group's promoting technique can be clarified as pursues. Tata Group is one of the main aggregates in India. Tata Group has its essence in a few enterprises and has units spread over the world. The Tata gathering is into the following business verticals:

• Communication and ITeS: Tata Communications, Tata Teleservices, Tata Consultancy Services, Tata Elxsi, and Tata Interactive Services.
• Consumer and Retail: Tata Sky, Titan, Landmark, Infiniti Retail, and Casa Decor.
• Defense and Aerospace: Tata Advanced Materials, Tata Industrial Services, Tata Technologies, and Tata Manufacturing Services.
• Realty and Infrastructure: Tata Power, Tata Housing Development Company, Tata Consulting Engineers, Tata Power Solar, and Voltas.
• Financial Services: Tata AIA Life Insurance, Tata AIG General Insurance, Tata Capital, and Tata Investment Corporation.
• Manufacturing: Tata Chemicals, Jaguar Land Rover, Tata Steel, Tata Motors, and Tata Daewoo Commercial Vehicle Company.
• Services: Tata SIA Airlines – Vistara, Tata Services, Tata Technologies, Taj Air, TM International Logistics, and Tata Global Beverages.

This rundown isn't comprehensive. It has in excess of seventy brands which take into account twenty-eight separate businesses.

All organizations of the Tata gathering capacity function autonomously. Each of these organizations is one of a kind and particular from one another. In this way, the estimating technique in its promoting blend pursued by these individual organizations differs as they are all in various ventures confronting diverse financial variables, capital, scale, and so on.

Tata gathering is available in more than eighty-five nations in excess of six landmasses. The gathering has developed to a tremendous scale all-inclusive. The greater part of its organizations are forward-thinking and give benefits on cell phones and hold a decent nearness on the web.

The free organizations under the Tata brand advance their image (and their own identity) through individual promoting plans. Tata's administrations and customer items are known to utilize big names like that Titan, Taj Hotels, and so forth. Print media is additionally utilized widely by organizations like Tata Steel and Tata Motors.

Organizations like that of guard and consultancy are more of B2B in nature; they don't enjoy mass advancements. Since this is a help showcasing the brand, here are the other three Ps that form the 7Ps advertising blend of Tata Group.

The Tata bunch all in all utilizes 6,60,800 representatives. The Tata Group itself is possessed by Tata Sons. The Tata Quality Management Services part is answerable for managing the quality administration branch of more than a hundred autonomous organizations to guarantee primary quality principles as the Tata gathering remains the mainstay of value and trust.

Physical Evidence

The sheer size of the Tata gathering is proof of it being a seething achievement and market pioneer. Tata gathering's business sector top is 7.2% of the all-out market top of BSE.

The Tata gathering strategizes to develop by securing mergers around the world and incrementing its topographical limits. The gathering likewise targets obtaining the wellsprings of crude material.

For setting, the Tata gathering has profound enthusiasm for getting steel plants over the globe with the goal that it can give steel at any rate to its car organization, subsequently disposing of the issue of the store network and profiting from the economies of owing the wellspring of crude material.

It has in the past procured misfortune by acquiring worldwide mammoths like Tetley tea, Land Rover, and Jaguar. Henceforth, this finishes up the promoting blend of Tata Group aggregate.

In a nutshell, one can say that the “Tata group” is one of the most inspiring idols for new entrepreneurs. This particular business company is one of the pride of India and a shining example of success for younger business climbers.

There are many new examples set by Tata Group in front of the World. The above article contains the company details with its basic information like marketing strategy, business model, list of chairmen, etc.

Why is Tata Group Successful?

Tata Group abides by its mission and works on ethics. Many competitors of Tata Group are publicly owned firms, whereas Tata is a family business that now has grown into a big multinational conglomerate. Its success lies in its core values and an undefeated business model.

What are the 5 Tata values?

Tata group is driven by 5 major values. They are integrity, responsibility, excellence, pioneering, and unity.

Which company is the most profitable in the Tata group?

As per the report published by farinelliandthekingbroadway.com, Tata Consultancy is the most profitable company in the Tata Group in 2021.

Why is Ratan Tata an inspiration?

Ratan Tata has set many examples for the young generation to look at and learn. The prime reason behind Ratana Tata being an inspiration is that he is a combination of an excellent businessman and a great human being.

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The history of Tata Motors dates back to 1945. Tata Motors was founded as Tata Engineering and Locomotive Company (TELCO), which initially focused on locomotives.

The company entered the commercial world market in the year 1954 through a joint venture with Daimler-Benz, establishing India’s first heavy vehicle manufacturing facility. Gradually it expanded the commercial vehicle portfolio with trucks and buses, becoming a dominant player in the market.

2008 marked a turning point with the acquisition of Jaguar and Land Rover from Ford, propelling Tata Motors onto a global stage.

Did You Know?

In the year 1991, India’s first sports utility vehicle (SUV), Tata Sierra, was designed and manufactured by Tata Motors.

Highlights (FY 2022-23)

• Presence in more than 125 countries.
• INR 20,265 crore was spent on research and development.
• 25 manufacturing facilities.
• 81,811 collective workforces.
• 3,72,217 units of Jaguar and Land Rover (JLR) sold.

Subsidiaries

Some of the subsidiaries of Tata Motors is mentioned below:

• Tata Motors Passenger Vehicles Limited

TMPV is a wholly-owned subsidiary of Tata Motors and leads the passenger vehicle business in India. The company offers a diverse range of sedans, SUVs, and electric vehicles.

• Tata Passenger Electric Mobility Limited (TPEM)

TPEM was established in FY 2021-22 to carry out the Passenger Electric Mobility Business with a funding of INR 7500 crore from TPG Rise. The company aims to channel future investments into electric vehicles.

• Jaguar Land Rover (JLR)

JLR, a well-known British manufacturer of luxury cars, was acquired by Tata Motors in 2008. The company exemplifies quality and sustainability.

• Tata Motors Finance Limited (TMFL)

TMFL and Tata Motors Finance Solutions Limited (TMFSL) are TMF Holdings Limited (TMFHL)’s Non-Banking Financial Companies (NBFCs) subsidiaries. TMFHL is a Core Investment Company (CIC) and Tata Motors’ completely owned subsidiary. TMFL provides vehicle financing solutions to Tata Motors customers in India.

Business Model

Tata Motors holds 10 manufacturing facilities, and 3 R&D/engineering and design centres. Furthermore, there are 12 worldwide manufacturing and engineering facilities for JLR.

The company aims to become the most aspirational brand in the Indian Automotive Industry.

Full range of activities that TML provides includes manufacturing operations, logistics, financial services, global sales network, customer service network, mobility service, innovation and technology, design and engineering, and strategic sourcing.

Product Portfolio

The existing Commercial Vehicle Range of the company is as follows

MHCV, Buses and Vans, ILCV, SCV and PICKUP.

Last but not least the showstopper in the CV range is the ACE EV which features TML’s EVOGEN powertrain.

The existing Passenger Vehicle Range includes products like Tiago, Tigor, Altroz, Punch, Nexon, Harrier, and Safari.

Existing Electric Vehicle Range includes Tiago EV, Tigor EV, XPRES-T EV, Nexon EV, and NEXON EV MAX.

Also, the company boasts that the EV contribution is likely to increase to 25% in 5 years and reach 50% by 2030.

Apart from the portfolio mentioned above, TML offers a luxury range as well which includes Jaguar and Land Rover, the two distinct British brands with a rich heritage design.

Did you Know?

Tata Motors’ first indigenously developed passenger car, Tata Indica was presented in 1998 at the Geneva Motor Show.

Financial Statement Analysis

Key metrics.

Key Margins

Peer Comparison

Market details of Tata Motors

SWOT Analysis

• The company offers a diverse range of product portfolios including iconic brands like JLR which cater to the needs of a wide range of customers.
• Consistent investments in strategic partnerships and collaborations to infuse new technologies help the company expand its business operations.
• The company considers the quality and safety of the customers as key parameters while manufacturing products.
• Tata Motors invests heavily in research and development and tries to curate future-ready vehicles with features like electric mobility and connectivity.
• They actively promote sustainable practices through electric vehicles and emission reduction initiatives aligning with environmental concerns.
• A significant portion of its revenue comes from India , which exposes the company to economic fluctuations and regulatory changes in the country.
• Despite the pervasiveness of JLR, their presence in major global markets like China and North America remains limited.
• Dependence on imported materials exposes the company to price fluctuations , impacting the profit margins.
• The EV industry is dynamic as it changes quickly, failure to keep up with market trends may affect margins. 

Opportunities

• Tata Motors is well-positioned to capitalise on the rising demand for electric vehicles with their existing offerings and future developments.
• Consistent investments in research and development can lead to breakthroughs in areas like autonomous driving and connected cars, offering a competitive advantage.
• Government initiatives promoting EVs can create favourable market conditions for Tata Motors.
• They can leverage JLR to further expand their reach in international markets.
• Any kind of disruption in the supply chain can affect business operations.
• The company is exposed to several global economic and geopolitical situations such as wars, natural disasters, and pandemics.
• Sudden shifts in policy and environmental regulations can disrupt operations.
• Rapid advancements in technology can make existing products obsolete if they are not constantly updated.
• Brand positioning is a challenge in a dynamic automotive market with more intense competition from existing OEMs and new entrants in the market.

Tata Motors has indeed seen incredible growth in the Indian domestic market, especially in the commercial vehicle segment. Rising GDP and infrastructure spending can further boost the demand for commercial vehicles. New models such as Tiago, Nexon, and Harrier have been well-received by customers. Additionally, the company has captured the growing market segments with the latest designed EVs.

Tata Motors stands as a prominent player in the Indian automotive landscape, with a diversified product portfolio, strong brand recognition and a commitment to innovation and sustainability. Their business model positions them well for future growth. However, navigating and addressing key challenges will be critical for the company.

Frequently Asked Questions (FAQs)

1. Why is electric mobility a big focus for TML?

Ans. With India’s growing environmental concerns and rising fuel costs, electric vehicles represent a good solution.

2. Can Tata Motors become a global leader in the automotive industry?

Ans. The question cannot be answered yet but capitalising on opportunities will be important for them to compete on a global scale.

3. What are the latest innovations of the company?

Ans. TML is investing in connected car technology, autonomous driving, and many other revolutionary innovations.

4. Which company made the world’s cheapest car?

Ans. The iconic Tata Nano was the cheapest car ever sold and was produced with the objective of providing affordable mobility to people.

5. Does the company focus majorly on budget cars?

Ans. Tata Motors fulfil the diverse needs of customers by offering premium vehicles like Land Rover Discovery and budget friendly cars like Tata Punch. 

Disclaimer: The securities, funds, and strategies mentioned in this blog are purely for informational purposes and are not recommendations.

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Case Study Of Tata Group: Complete Guide To Its Marketing Strategy (Including Competitors Analysis)

By Aditya Shastri

Ever wondered how the Tata Group managed to build such great recognition and brand reputation for itself? The Tata Group is one of the oldest and largest industrial groups in India. It is known for its long-standing brand image and consumer trust.

The goal of this case study is to deep dive into the marketing strategy of Tata Group, by taking a look at their marketing mix, competitors, product mix, marketing campaigns, social media presence, etc, and conducting a thorough analysis. Let’s get started by getting to know the company better.

About Tata Group

The Tata group that started as a trading company in 1868 by Jamshedji Tata with just an initial capital of Rs.21000 has now become a huge multinational conglomerate operating in over 100 countries across 6 continents.

Headquartered in Mumbai , Maharastra the company follows a decentralized pattern and owns 30 companies that function without any interference and with full autonomy in various sectors.

The company emphasizes on improving the standard of living of all consumers and building customer trust along the way. It was one of the first companies in its time to have introduced employee initiatives to generate employment for people under British rule.

The group believes in the Parsi legend ‘humata hukhta hvarshta’ which means good thoughts, good words, and good deeds. It adds value to society through the establishment of various trusts and institutes over the years.  Being one of the largest contributors to India’s GDP, the company added about 4 percent to the country’s GDP in 2018. 

The Marketing Mix of a company provides the complete outline of its marketing plans and strategies and is thus imperative in understanding its core marketing efforts. We will now, hence, take a look at Tata group’s marketing mix.

Marketing Mix of Tata Group

The Marketing mix of a company comprises all the elements and variables chosen by them to develop a market offering. The combination of the elements of the marketing mix determines the extent of success of a company in the market. It consists of 4 elements (4Ps) namely Product, Price Place and Promotion. Let’s break down the marketing mix of Tata Group.

Product Strategy

The Tata Group owns 30 companies that offer services to customers in a variety of sectors. This comprises the group’s product mix. Each enterprise operates under its separate board of directors and is free from the supervision of Tata Sons, the principal investment holding company. It functions under the following sectors:

Information Technology

• Tata Consultancy Services: Established over 50 years ago, it is one of the oldest IT companies in India.

Also Read: What is the use of Data Science in Digital Marketing?

Telecom and Media

• Tata Communications
• Tata Teleservices

Tata Steel: It is one of the largest steel producers in India with a production capacity of 33 Million Tonnes Per Annum .

Brand Marketing vs Product Marketing? – Which is better?

• Tata Motors: It is India’s largest automobile manufacturer providing world-class vehicles in various price ranges.
• Jaguar Land Rover
• Tata Autocomp Systems

 Consumer and Retail  

• Tata Chemicals
• Tata Consumer Products
• Titan Company
• Infiniti Retail

Financial Services

• Tata Capital
• Tata AIA Life

Infrastructure

• Tata Power: It is one of India’s largest power suppliers with a huge generation capacity of 12772 MegaWatts. 
• Tata Projects
• Tata Consulting Engineers

The above list includes all the major sectors in which the Tata group specializes. 

Pricing Strategy 

Since Tata Group consists of various subsidiaries, each subsidiary follows its own pricing strategy for the products and services provided by them. However, as a whole, the Tata Group follows a differential pricing strategy. Being a multinational conglomerate, it enjoys the benefit of charging different prices from different consumers based on geographical location, age, gender, etc.

Such a strategy enables the group to maximize its profit and maintain a market capitalization of over Rs. 12 Trillion (as of Feb 2020.) The company also makes use of penetration pricing under which they set a price lower than the industry trend to penetrate the market and gain acceptance from the customers. This strategy enables them to secure a large market share and build a favorable image in the eyes of the general public. 

Place and Distribution Strategy

The Tata Group is present in over 100 countries across 6 continents. It occupies a huge global market that requires an extensive place and distribution strategy. It adapted to the technological shift effectively in the 2000s. It not only follows the physical channels of distribution under which it makes the products and services directly available to the consumers but also provides them through online modes of sale such as websites. They have understood the benefits of reaching a larger audience and hence going digital .

The Tata Group has fully functional websites for different geographic regions all over the world. It promotes online shopping through its platform Tata Cliq and the sale of electronic products through the online platform Croma. 

Let’s have a look at the promotional and advertising strategies of Tata Group.

Promotional and Advertising Strategies

The Tata Group doesn’t follow the same promotional and advertising strategy for all the companies. The companies formulate their own promotional and advertising plans and occasionally hire agencies to outsource a campaign. Some of the advertising techniques used by them during recent years are as follows:

• Use of televised advertisements 
• Promotion through celebrities holding a strong fan base and social media presence
• Use of Print media such as newspapers, magazines and printed journals
• Online Advertisements 
• Provision of sales promotion offers during festivals
• The organisation of promotional events across different locations around the globe
• Providing sponsorships for world-famous events

Such strategies are launched with a dual objective of not only maximizing reach but also staying ahead of their competitors in the market. Since the Tata Group has a lot of competitors, we’ll be analysing them in the next segment of this blog. 

Tata Group Competitors 

The Tata Group faces stiff competition from other multinational conglomerates. Their main competition is Mahindra and Mahindra , Reliance , Aditya Birla Group and Adani Group amongst many others. The sector-wise competition faced by Tata Group is as follows:

• Automobiles: It faces competition in the automobile sector from Maruti Suzuki which occupies 45% of the market share. In the heavy vehicles and commercial vehicles segment, it faces strong competition from Mahindra and Mahindra.
• Telecommunication services: It faces strong competition from Jio , Bharti Airtel and Vodafone .
• Insurance services: Tata AIG faces competition from rapidly rising insurance and housing companies like Bajaj Allianz , ICICI Lombard General Insurance Company Limited and Reliance Life Insurance.
• Power: In the power sector, it faces competition from Reliance Power and Adani Power.
• IT services: It faces competition from Infosys , Accenture and IBM in the IT sector.

The strong brand portfolio of the Tata Group helps them to effectively counter this competition. It further helps them to enter new markets without much difficulty.

The marketing strategies followed by the group define its long-term success. We will thus explore the marketing strategies employed by them now.

Marketing Strategy of Tata Group

The Tata Group makes use of a variety of marketing methods and tools while constantly enhancing and developing its marketing strategy. Let’s talk about their core marketing strategies. 

Influencer Marketing 

The Tata Group utilises influencer marketing to expand its audience. Under influencer marketing , a company collaborates with content creators who already have a large fan base and utilise their creativity to reach a new audience for themselves. Tata Capital, for example, hired a stand-up comedian, an online fitness coach and a tech teacher as a part of the #WeCountOnYou social media campaign. It encouraged people to share their positive lockdown stories to raise the morale of people and instill positive sentiments among the society. Another campaign was the #GetSetBolt campaign which made use of influencers which proved to be successful. It is discussed in detail later in the blog.

Digital Marketing

The Tata Group makes use of Google as well as Youtube advertisements to encourage customers to go to their website. Through Google Ads , they use a set of keywords to target what the customer is most likely to enter while using the search engine. This process aids them in increasing product awareness and attracting an interested audience. The use of Facebook advertisements including lead generation ads is also emphasised by the Tata Group. 

Website Design 

The Tata Group possesses a user-friendly website with interesting content which regularly attracts a wide audience for the company. Their website acts as a comprehensive one-stop destination, as it provides all the information to the user ranging from the history of the group, segment-wise functioning, new product launches, important business news as well as the job vacancies available. The increased responsiveness of their website helps them to stay on top of the search results implying efficient Search Engine Optimisation(SEO) . 

Tata Social Media Presence

The Tata Group maintains social media accounts on all of the major social media platforms. Through their accounts, they focus on their rich history and reveal their developments as well as their plans for the future. Apart from focusing on their products, they portray their contribution to society through spreading awareness on topics like gender equality, malnutrition, clean water and sanitation, etc. and how the Tata Trusts work on solving these issues. 

Instagram : The Tata Group amasses an army of 4,80,000 followers on Instagram. They make use of Instagram stories and posts to reveal new initiatives and innovative products to be launched. 

Twitter: The Tata Group has a total of 1 million followers on Twitter. The reason for such a reach on Twitter is the innovative use of hashtags and organising of rewarding competitions. 

LinkedIn: The Tata Group possesses 21,27,514 followers on LinkedIn. The content uploaded on LinkedIn is mostly inspired by the content on the other social media platforms of Tata group. The reason for an increased reach is the brand value and recognition of the Tata Group which drives the youth to seek opportunities here.

Facebook: On Facebook, the Tata Group’s page is liked by around 2,64,000 people. The content is largely similar to their Instagram.

The implementation of the above-mentioned strategies led to some successful marketing campaigns for the Tata Group. Let’s explore these marketing campaigns a little more.

Successful Marketing Campaigns

The Tata Group has undertaken various successful marketing campaigns over the years helping them to increase their reach and expand their consumer base. Let’s take a look at some of these campaigns:

#WeAlsoMakeTomorrow Campaign (2018)

The tagline of the campaign helps recall the well-known line ‘We Also Make Steel’. The campaign was influential in emphasising the importance and the role of steel in the future. The campaign depicted the role that Tata Steel is playing in developing new and creative products for the future. It brought back the focus on the production of steel and made people realise the important contribution of Tata Steel. The futuristic approach adopted by the company was appreciated by the audience.

#GetSetBolt Campaign (2015) 

One of the most successful marketing campaigns of Tata Motors, this campaign was well received by the consumers, boosting Tata Bolt car sales. At a time when most of the companies were only using Facebook as their source of online marketing, Tata Motors used a more innovative and unconventional approach. They made use of a gamification strategy which was advertised through Twitter and Youtube. The campaign hired the services of four popular influencers and followed the theme of a reality show. The campaign helped create a buzz among the audience and a good brand image for the Tata Bolt hatchback. The campaign received over 1500 mentions on Twitter.   

Sponsorship Campaigns

Apart from the above-mentioned campaigns, the Tata group organises various sponsorship campaigns. The Mumbai Marathon, i.e. the largest Asian Marathon and the New York City Marathon are organised by Tata Consultancy Services every year.

All of the above insights depict that the Tata Group is one of the top multinational conglomerates in the world and a force to be reckoned with. Being one of India’s largest private-sector employers, taxpayers, and earner of foreign exchange, the Tata Group is vital to the economy of the nation. The company has evolved with the times and heavily engages in leveraging technological advances to their benefit in their marketing efforts.

However, the Tata Group also faces its shortcomings in operations. Over the years, some of their marketing campaigns have been unsuccessful and they have failed to secure the desired market share in a few sectors. Amidst it all, the Tata Group continues to strive to improve and move forward in its approach and has proved to be a company of national importance. 

Thank you for taking the time to read this blog! We hope you learned something new about the Tata Group’s marketing strategies and presence from this case study. If you wish to learn Digital Marketing, IIDE conducts free Digital Marketing MasterClasses every week, giving you a chance to upskill yourself digitally. 

If you enjoyed reading the blog, kindly share it with your family and friends, leave a comment, and explore our other blogs!  

Author's Note: My name is Aditya Shastri and I have written this case study with the help of my students from IIDE's online digital marketing courses in India . Practical assignments, case studies & simulations helped the students from this course present this analysis. Building on this practical approach, we are now introducing a new dimension for our online digital marketing course learners - the Campus Immersion Experience. If you found this case study helpful, please feel free to leave a comment below.

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Aditya Shastri

Lead Trainer & Head of Learning & Development at IIDE

Leads the Learning & Development segment at IIDE. He is a Content Marketing Expert and has trained 6000+ students and working professionals on various topics of Digital Marketing. He has been a guest speaker at prominent colleges in India including IIMs...... [Read full bio]

I loved how the blog has decoded the marketing strategy of TATA Groups. Very informative!

Marketing Strategy of Tata Groups is best and Their diverse strategies showcase a blend of tradition and innovation, steering them towards continued success.

I just wanted to express my heartfelt gratitude for your engaging blog post. Reading through your post was not only informative but also an educative experience. So, Thank you for your wonderful post!

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The TATA Group success story; Everything you need to know

The Tata Group Case Study: Success Story of the Tata Group of Industries

With its headquarters in Mumbai, India, the Tata Group is an international holding company for aggregates. Jamsetji Tata founded the organisation in 1868, and after purchasing a few international businesses, it gained further recognition on a global scale. Tata Group, arguably the largest group, is owned by Tata Sons.

Under the leadership and neglect of its directorate and investors, each Tata organisation operates independently. Indian Hotels Company, Tata Chemicals, Jaguar Land Rover, Tata Communications, Tata Consultancy Services, Tata Motors, Tata Power, Tata Steel, Voltas, and many more notable Tata companies and subsidiaries are included.

Tata Group origins and history

Jamsetji Tata established a trade business in 1870 with a capital of 21,000 INR. He bought a failing oil building in Chinchpokli, converted it into a cotton plant apprehended as Alexandra Mill, and then sold it at a profit two years later. He established the Empress Mill, a new cotton plant in Nagpur, in 1874.

His goals were to build a hydropower plant, a world-class learning organisation, a world-class iron and steel corporation, and an extraordinary resort. The Taj Mahal Hotel at Colaba waterfront was inaugurated in 1903 during his lifetime, making it the first in prominence for a large amount of time.

Dorabji Tata, Jamsetji Tata’s son, took over as Chairman in 1904 after his father’s passing. In 1907, Sir Dorabji established the Tata Iron and Steel Company (TISCO), currently known as Tata Steel. Tata Limited established its first overseas office in London to signify the group’s aspirations for a global presence. The Indian Institute of Science was founded in 1911, and the first hydroelectric plant in Western India was soon made as per Jamsetiji’s request.

JRD In 1938, Tata was appointed Chairman of the Tata Group. During his presidency, the TATA Group’s profits rose from $100 million to about $5 billion.TATA had 14 projects when he took leadership, but by 1988 Tata Sons had grown into a conglomerate of 95 projects. These actions included projects that the organisation had either started or held bulk ownership in.

Tata Air Services was founded by JRD in 1952. (subsequently changed to Tata Airlines). The Air Corporations Act was passed by the Indian government in 1953, allowing it to buy a larger part of the carrier from Tata Sons, while JRD Tata continued to act as chairman until 1977.

Tata Motors was originally concentrated on trains when it was founded in 1945. It joined the commercial vehicle market in 1954 after forming a coalition with Daimler-Benz. Tata Consultancy Services was founded in 1968.

Ratan Tata was named Chairman of the Tata Group in 1991. Additionally, India’s economy was developing at this time, which allowed for the entry of foreign competitors. Tata Group began acquiring several businesses at this time, including Tetley (2000), Corus Group (2007), and Jaguar & Land Rover (2008). Natarajan Chandrasekaran was assigned manager in 2017.

A list of the Chairmen of the Tata Group from 1868 to the Present

The Tata Group , with its corporate headquarters in Mumbai, is considered the top multinational conglomerate in India. The corporation has a reputation for operating for more than 150 years, and a variety of industries use its products extensively.

More than 150 countries and six continents are reported to be served by the business. Since Tata Group’s inception, the number of chairmen has been specified as performing in that span. The following is a list of the chairman of the Tata Group:

1868–1904 Jamsedji Tata

Jamsedji Tata, an Indian frontiersperson and the founder of the Tata Group, the country’s largest conglomerate of businesses today, was born on March 3rd, 1839. He operated as the company’s first chairman and held that position until 1904.

Sir Jamsedji Tata has received countless accolades and honours. He was granted the title “Father of Indian Industry” in honour. On the list of “Hurun Philanthropists of the Century (2021),” he also arrived in the first place. Age 65, Sir Jamsedji Tata passed away on May 19, 1904.

1904–1932: Sir Dorabji Tata

Sir Dorabji Tata, the second chairman of the Tata Group and the eldest child of Sir Jamsedji Tata, was born on August 27, 1859. He passed away in 1932, giving the Tata Group its third chairman.

During the British era, Sir Dorabji Tata was crucial in creating and maintaining the Tata group of companies. Sir Dorabji Tata’s main objective was to develop the modern iron and steel industry and realise the vision set by Sir Jamsedji Tata.

The Indian Olympic Association’s first president was Sir Dorabji Tata. The British people recognised him. Edward Vll knighted Dorabji Tata in 1910, renaming him Sir Dorabji Tata.

1932–1938: Sir Nowroji Saklatwala

Sir Nowroji Saklatwala, who was born on September 10, 1875, acted as the third chairman of the Indian multinational conglomerate Tata Group. He was just a regular employee and an apprentice of the Tata Group, unlike the last two chairmen.

He rose through the ranks from employee to chairman and held that position until his sudden death from heart disease in 1938. Sir Nowroji Saklatwala established multiple programmes and amenities for the employees and always accomplished them sufficiently for their welfare.

1938–1991: JRD Tata

Jehangir Ratanji Dadabhoy Tata, who was born on July 29, 1904, worked as the fourth chairman of the Tata Group. He was the second child of Jamsedji Tata’s cousin Ratanji Dadabhoy Tata. Only JRD has presided over the Tata Group for more than 50 years. JRD Tata was the first Indian to be authorised to fly commercially.

JRD Tata launched Tata Aviation Services, as a result of his interest in the aviation sector. He gave the business a lot of support, and his work was valued. The Padma Vibhushan and Bharat Ratna honours belong to JD Tata.

On November 29, 1993, Sir JRD Tata passed away. He had been the chairman of the Tata Group two years earlier.

Ratan Tata (1991–2012, 2016–2017).

Ratan Naval Tata, who was the fifth chairman of the Tata Group, was born on December 28, 1937. Ratan Tata was a Naval Tata’s son. Sir Jamsedji Tata’s adopted son was Naval Tata. Ratan Tata joined the Tata Group as an assistant and eventually rose to become its fifth chairman.

Ratan Tata was named the company’s chairman in 1990 and held the position until 2012. He was earlier rumoured to have functioned as the Tata Group’s acting chairman from October 2016 until February 2017.

Ratan Tata played a role in reshaping the company because it was in a chaotic state when he was named chairman. Sir Ratan Tata’s leadership allowed the business to grow once more. Additionally, Ratan Tata is the recipient of multiple honours, including the Padma Bhushan (2000) and Padma Vibhushan (2008).

2012 to 2016: Cyrus Mistry

Cyrus Pallonji Mistry, who was born on July 4th, 1968, was the second chairman of the Tata Group to explore doing away with the “Tata” prefix. In 2012, Cyrus Mistry, who had once performed on the committee of the Tata Group, was elected to that position.

He was, nevertheless, relieved of his chairmanship by the board of members-only four years into his tenure. There are several opinions about the main cause of his removal. According to reports, Cyrus Mistry was keen to expand the company his way while ignoring the legacy of the Tata Group.

According to other sources, Cyrus Mistry accused the leaders of Tata of stifling the interests of tiny shareholders and filed a lawsuit against them. The conflict between Cyrus Mistry and Ratan Tata was litigated, and on March 26, 2021, the Supreme Court of India rejected Ratan Tata’s bid for a ruling in his favour and denied rumours that Cyrus Mistry would be reinstated as the group chairman.

Despite the ups and downs Cyrus Mistry had, according to a 2013 Economist article, he was the most influential industrialist in both Britain and India. Cyrus Mistry tragically lost his life in a car accident in Maharashtra on September 4, 2022.

2017-Present Natarajan Chandrasekaran

Natarajan Chandrasekaran, who was born on June 2, 1963, is the seventh and current chairman of the Tata Group. He is the only chairman of the Tata Group who is a non-Parsi executive and a professional. He formerly did as the Tata consultant services’ chief operating officer and chief executing officer.

Natarajan Chandrasekaran’s tenure as chairman of the Tata group has not been without its bumps. The National Company Law Appellate Tribunal (NCLAT) declared his chairmanship to be invalid in the year 2019 and issued an order returning Cyrus Mistry to his post as executive chairman. The Supreme Court of India overturned the NCLAT’s decision once more in 2020. It is still known that Natarajan Chandrasekaran acts as the chairman of the Tata Group.

Model for TATA Business Excellence (TBEM)

The internationally renowned Malcolm Baldrige Model has been changed and is now known as the Tata Business Excellence Model (TBEM). The Tata business group uses TBEM to keep up with the rapidly shifting business environment.

Administration, essential performance, client and market centre, analysis, study and learning of the leaders, human asset centre, processing of the panel, and business results are the seven basic functions that TBEM focuses on.

By receiving group approval, accomplishments are granted. TQMS helps Tata’s business units to make use of the model to learn a little bit about their business attributes and open possibilities for development. This is controlled through an annual process of evaluation and confirmation.

TBEM Criteria’s Objective

The Tata Business Excellence Model (TBEM) is what drives reliable assessments and provides feedback to applicants. Additionally, the TBEM criteria perform three crucial tasks that reinforce aggression:

• To aid in improving traditional execution techniques, skills, and creations.
• To promote communication and the business of best practices across organisations of diverse types.
• To serve as a working tool for understanding, managing execution, supporting hierarchical ordering, and providing learning opportunities.
• Performance excellence targets based on the TBEM.
• The purpose of TBEM Criteria is to provide companies with a coordinated method of handling hierarchical execution.
• Communication of a regularly enhanced incentive to customers and partners; enhances the maintainability of the hierarchical structure.
• Enhancement of generally reliable viability and capabilities.
• Personal and hierarchical learning.

The function of guiding principles and ideas.

The way your company is supported and managed by your senior leaders, as nicely as how they build a clear vision, values, and performance targets, tends to catch the attention of the government. It takes into thinking how your top managers interact with your workforce, groom future leaders, evaluate the efficiency of your hierarchical system, and foster a culture that values moral behaviour and the elite.

The category includes your organization’s management structure and how it promotes moral behaviour and good citizenship.

Planning Strategically

Important planning paves the way for action scheduling, sending of plans, how good resources are ensured to carry them out, how plans are revised circumstances change, and how accomplishments are estimated and supported.

Long-distance traditional assistance is the main emphasis of the strategic planning category. Even while many organisations are becoming more adept in necessary meetings, plan enactment remains a considerable challenge.

This is especially clear given market demands are swift and ready for unexpected change, and unwanted developments that can disrupt a generally fast-paced but becoming less surprising commercial centre. This category includes the need to emphasise both the development of your plans and your ability to carry them out.

Market and Customer Focus

Client and market focus assess how your organisation tries to grasp the voice of the client and the commercial centre with a view on assisting clients’ needs, desires, and wishes, luring customers, and building steadfastness. Links are highlighted as a crucial element of a broad tuning, learning, and execution brilliance strategy in this field.

Your consumer loyalty and dissatisfaction findings provide crucial information for comprehending your clientele and the commercial environment. Such results and patterns often provide the most important information on the perspectives and business practices of your customers in the commercial centre (repeat business and positive referrals), and how these perspectives and business practices may improve the manageability of your company in the commercial centre.

Analysis, Measurement, and Knowledge Management

The main focus of the criterion for critical data is the measurement, analysis, and knowledge management category, which covers how to correctly assess, examine, improve execution, and manage authoritative information to promote advancement and hierarchical intensity.

In the easiest words, category 4 is the “mind focus” for aligning the operations of your company with its important goals. The calibre and accessibility of the information and data are necessary for such use.

Employer Focus

Workforce concentration attends to crucial workforce rehearses combined toward developing and maintaining an elite workplace and toward luring the workforce to empower it. It also investigates how the company successfully adapts to change.

Cooperatively (i.e., by your organization’s short-term purposes and activity schedules) is how this category addresses panel participation, board development, and staff commitment. These estimates also include the management of human resources as a critical element of the strategic planning category to strengthen the entire force structure.

Process Control

The case of convergence in the criteria for your prior work frameworks and work forms is Procedure Management. The category includes the key requirements for checkable proof and your capacities for effective and efficient work process management, along with operational execution, process duration, crisis availability, assessment, constant improvement, and authoritative learning.

It recognises an emphasis on linking to customers, providers, partners, and coworkers and maintaining relationships with them. All phases of the method are progressively additional important in terms of dexterity, cost reduction, and process time reduction.

Just said, “deftness” refers to your ability to quickly, skillfully, and successfully adapt to changing requirements. Depending on your institution’s technique and target markets, being ready may entail being able to provide a wide range of customised services or being able to quickly switch from one product to the next in response to changing customer demands.

Also, as time goes on, enthusiasm gradually incorporates redistribution decisions, agreements with important suppliers, and innovative strategies. Adaptability may call for special methods, such as taking out detailed structures, sharing segments, sharing assembly lines, or providing necessary preparation.

Lean processes, the board systems, usually result in cost and process time reductions. Use required measurements to ensure that every aspect of your general method is followed.

Commercial Results

The next classification of achievements comprises inspections of your institution’s offerings and operations by the intended audience and customers, the effectiveness of your institution’s general fiscal and advertising approach, task consequences, venture structure consequences, CSR activities consequences, and the consequences of every significant process and method development operation.

The Criteria’s reasons—common estimation of contributions as perceived by your customers and the commercial centre, unmatched hierarchical performance as reflected in your operational, workforce, legal, moral, and financial pointers, and authoritative and personal learning—are maintained through this centre.

By your general traditional technique, Classification 7 provides “constant” data (proportions of progress) for evaluating and enhancing procedures, products, and administrations.

Tata Group’s Marketing Plan

The company places a strong emphasis on the 4Ps, which represent the advertising strategy used by Tata Group.

The product mix and process used in Tata Group’s marketing strategy can be described as follows. One of the major conglomerates in India is the Tata Group . The Tata Group has offices all over the world and focuses its essence on a select few businesses. The following business sectors are included in the Tata group’s portfolio:

ITeS and communication: Tata

Communications, Tata Interactive Services, Tata Teleservices, Tata Consultancy Services, and Tata Elxsi.

Retail and Consumer: Casa Decor, Titan, Landmark, Infiniti, Tata Sky, and Titan.

Tata Advanced Materials, Tata Industrial Services, Tata Technologies, and Tata Manufacturing Services are involved in the defence and aerospace industries.

Real estate and infrastructure: Voltas, Tata Power Solar, Tata Consulting Engineers, Tata Housing Development Company.

Financial Services: Tata Capital, Tata Investment Corporation, Tata AIA Life Insurance, and Tata AIG General Insurance.

Tata Chemicals, Jaguar Land Rover, Tata Steel, Tata Motors, and Tata Daewoo Commercial Vehicle Company are all involved in manufacturing.

Services are provided by Taj Air, TM International Logistics, Tata Global Beverages, Tata Services, Tata Technologies, and Tata SIA Airlines – Vistara.

This list is not exhaustive. Over seventy brands, representing twenty-eight different businesses, are present.

Each Tata gathering capacity organisation runs on its own. Each of these organisations is distinct from the others and one of a kind. As a result, each of these firms uses a different estimate technique in its marketing mix because they are all involved in different initiatives that involve a variety of financial factors, such as scale and financial variables.

Over eighty-five countries and more than six continents offer tata gathering. The event has grown to a huge, all-encompassing magnitude. The majority of its businesses are progressive, offer services on mobile devices, and have a respectable online presence.

Through unique marketing strategies, the free organisations operating under the Tata brand strengthen their brand (and their own identity). Big names like Titan, Taj Hotels, and other well-known brands are frequently used in Tata’s services and consumer goods. Organizations like Tata Steel and Tata Motors also make extensive use of print media.

Businesses like guards and consultants tend to be more B2B; they don’t benefit from broad developments. Here are the other three Ps that make up the 7Ps advertising mix used by the Tata Group since this helps to showcase the brand.

6,60,800 people are employed by the Tata group as a whole. Tata Sons are the owner of the Tata Group itself. As the Tata group continues to be the cornerstone of value and trust, the Tata Quality Management Services division is responsible for overseeing the quality administration branch of more than a hundred independent businesses to ensure fundamental quality principles.

Physical Proof

The sheer scale of the Tata group is evidence that it is a roaring success and market pioneer. 7.2% of the BSE’s total market top is made up of the business sector top of Tata Gathering.

The Tata group plans to grow through negotiating mergers globally and expanding its topographical boundaries. The gathering also aims to locate the sources of raw materials.

To solve the problem of the store network and to take advantage of the cost savings that come with owning the source of raw materials, the Tata group is very interested in establishing steel plants all over the world. This will allow it to supply steel to its car company at any span.

It has previously conveyed bad luck by acquiring global giants like Tetley tea, Land Rover, and Jaguar. This completes the promotional mix of Tata Group materials.

In a nutshell, the “Tata gang” can be considered one of the most motivating idols for aspiring businesspeople. This specific corporation is a source of pride for India and a model of success for favouring young entrepreneurs.

The Tata Group has presented the world with multiple renewed examples. The aforementioned article includes the institution’s essential attributes, including its marketing plan, business plan, list of chairmen, etc.

edited and proofread by nikita sharma

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Case study on Tata Group

TATA Group founded in 1868, is an Indian multinational conglomerate headquartered in the Mumbai, India. The Group has 500,000 employees spread over six continents (more than 80 countries). TATA Group current market capitalization is worth $80bn and is the largest private corporate group in India. TATA Group is biggest employer in UK, employing more than 50,000 people. TATA Group has interests in communications, IT, engineering, materials, services, energy, consumer products and chemicals. Its chairman, Ratan Tata is one of India's and the world's most influential person right now. The Tata Group is known for its good business ethics and corporate governance.

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Avinash Advani

This study identified the basic tool for development of organization by utilizing the leadership qualities where as there are two independent variables included Transactional and transformational leadership qualities and dependent variable is employee performance. The author(s) believes that employee performance is very essential for any organization throughout motivating, satisfying, idealized, influence/inspirational encouragement directly impact on the employee’s performance and result in organizational performance although Banking sector is growing industry in Pakistan therefore to know the impact of Transactional and transformational leadership on employees performance and they are facing the critical hurdles while this study is based on quantitative and primary and secondary data has been used for this study along-with it is exploratory researcher. Researcher has made the eighteen questions which are based on five likert scale and firstly researcher has assured the reliability and validity through the pilot test from different bankers in Pakistan and SPSS 20 Software has been used for study for the first time Cronbach's Alpha shown .79 for pilot test, this data provides the validity and reliability of study. Furthermore, the researcher has proceeded and sample size has taken around 172 from population size and tried to his/her best efforts in order to achieve the results and then recommendations & conclusion is made for this research.

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The literature on transformational leadership is reviewed toprovide a theoretical framework for leaders in educational organizations. Our rapidly changing society calls for a new type of educational leadership.Drawing on the work of J. M. Burns (1978) and B. M. Bass (1985) among others,transactional leaders are distinguished from transformational leaders. Transactional leaders exchange one thing for another, while transformationalleaders look for potential motives in followers and seek to satisfy higherneeds and engage the full person of the follower. Four behaviors of transformational leaders that have been identified are: (1) idealized influence; (2) inspirational motivation; (3) intellectual stimulation; and(4) individualized consideration. A theory of transformational leadership asa three-act drama has been developed by N. M. Tichy and M. A. Devanna (1986). An example of the organization during Act 1 of transformational leadership (recognizing the need for change) is provided in a discussion of a suburban St. Louis (Missouri) school district. Act II (creating a vision andmobilizing commitment) and Act III (institutionalizing change) are also seenin the school district s responses to the need for change. Strategicplanning, like transformational leadership, is vision-driven planning for thefuture. Both transformational leadership and strategic planning are necessaryfor an organization to respond to the changes and uncertainties of organizational life. (Contains 60 references.) (SLD)

Dr. Sajuyigbe Ademola

The study examined the impact of leadership style on organizational performance in selected Banks, in Ibadan Nigeria. Purposive sampling technique was adopted in selecting a total of sixty (60) respondents as sample for the study, while relevant data was gathered with the aid of a structured questionnaire. One hypothesis was formulated and inferential statistical tool was used to analyze the data specifically Pearson product moment correlation was used to examine the relationship between leadership style dimensions and organizational performance, while Regression analysis was used to examine the significant effect of leadership style dimensions on followers and performance. Findings showed positive and negative correlation between leadership style dimensions and organizational performance. It was also found that leadership style dimensions jointly predict organizational performance, which counted for 23% variance of performance. The study concluded that transformational and democratic leadership style should be employed by the Banks’ management in order to wax stronger in a global competitive environment. Keywords: leadership style, organizational performance, transformational leadership, democratic leadership

sciepub.com SciEP

This paper examines the relationship between leadership styles, used by top management, to motivate middle management managers, which drives them in accomplishing their organisational goals. Leadership use two techniques to motivate employee that are extrinsic and intrinsic (Self-determination Theory (SDT)) in Civil Aviation Ministry in Egypt. The objective of this study is to search which leadership style is currently used, from the perspective of middle management, as subordinates for top management and which leadership style motivated managers, extrinsically and intrinsically. A survey-based descriptive research design was used. The study was conducted using middle managers working in the Civil Aviation Ministry in Egypt. Of 150 survey questionnaires distributed, only 100 were completed in a useful manner. The questions on the survey instrument were grouped into two sections (part for leadership and the other for motivation). The questions were close-ended and using a Likert-type scale with five degrees (1-5) intensity. The research results of the study leading to the conclusion that the top managers' leadership style currently used in MOCA is transactional style and that it reacts far the intrinsic more than extrinsic managers' motivation.

Ananyo Chakravarty

Leadership & Organization …

Geoffrey Soutar

Abstract This study builds on the research undertaken by Edward Aronson (2001). He suggested that transformational leadership appeared to be closely connected to deontology, while transactional leadership seemed to be related more to the teleological ethics. The study builds on Edward Aronson's (2001) research by proposing a structural equations model of leadership styles, ethical behaviours and job performance.

sohail mumtaz

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Strategy and Structure: The Case of Tata Group

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EXECUTIVE SUMMARY

Daring to dream and the motivation to fulfill the dream is not what everyone can do. The Indian business community was ruled by the British in the 18th century. To do business under the rule of the British was not easy. This is a story of a man who cared about his nation and the people. He wanted to move India out of the backwardness and industrialize it. Jamsetji Tata started his business from a textile industry at a very young age and later moved on to the iron and steel industry. He had a great business strategy with which he created a structure that is called the Tata Group. In this paper, we are looking at this interesting case from the Indian business community.

Keywords: Strategy, Structure, Tata group, Business history

INTRODUCTION

Ratan N. Tata, who is serving as the Chairman, Member of Group Corporate Centre and Member of Group Executive Board of Tata Group, will be retiring in December 2012. He has been Chairman of Tata Industries Ltd. since 1981. He is responsible for transforming Tata Motors Ltd. into a Group strategy think-tank and a promoter of new ventures in high technology business. Since he will be retiring after running the company successfully for 31 years, it will be not be an easy task to find a person who can replace the man of his stature. Tata Group is heading towards a big change and it will be interesting to see if they can maintain the legacy.

The legacy all began with a former Zoroasterian priest or Parsi who had a fantastic strategy: "We do not claim to be more unselfish, more generous or more philanthropic than other people." This is a quote that Jamsetji Tata once said and he built his business on this strategy. If a company only thinks about making money and never thinks about the employees and people who are affected by the business, it cannot be successful. Tata's group was grounded on an approach toward business that its motto was: the better a business serves the community the more successful it will become. This is the strategy of their success, which makes them the largest private group in India and they continue to grow.

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Case study – tata consultancy services.

Tata Consultancy Services (TCS), a multinational organization in IT Services, Consulting and Business Solutions, with over 469,000 of the world’s best-trained consultants in 46 countries, has established itself as a pioneer in Software Research and Innovation. TCS’ investment in Research and Innovation is significant and runs into 1.0-1.3% of its global turnover with the direct involvement of over 4000 employees. TCS operates a network of over 30 Innovation Labs globally; connected to a network of over 2300 global start-ups and has invested in research in over 60 academic institutes all across the globe. The company strongly believes that in order to sustainably grow and drive value from its Research and Innovation investments, it needed to transform the culture of the wider organization.

TCS wanted to instigate a ‘culture spill over’ from its Research and Innovation teams into the broader organization so that the workforce at large could become a new engine of ideas, creativity and innovation. It wanted to mine employees’ rich contextual knowledge about customers, markets and industries in a systematic manner to leverage this for business benefit. Digital technologies are blurring industry segmentation. Each industry wants to learn from others and TCS wanted a robust way of cross-pollinating these ideas. Furthermore, TCS values its employees’ cognitive surplus and wanted to initiate a mechanism to encourage and reward this. Building scale for any initiative needs special consideration, as it is often at this point that initiatives fail. In a large organization that is resource intensive, to set-up and execute culture changes of this magnitude, it was imperative for TCS to execute it in an agile and resource optimal way.

The company launched a program called TCS Manthan during 2016-17 to spread the innovation culture. The name, which has its roots in the ancient Sanskrit language, means churning an ocean of talent for useful knowledge. TCS’s Global Chief Technology Officer was the principal sponsor of the program. Senior leaders from various lines of businesses and human resources became additional sponsors and a lean team was chosen at the corporate level to put the program in motion.

The earlier phases of the program were spent interviewing and surveying a large number of stakeholders internally and externally. Armed with this information on business needs and propensity of their employees to feel engaged, they evolved a number of event types that enabled creativity and problem solving. For example, ideation contests, hackathons and design jams. They next created standardized playbooks and procedures for each type of event, including guidance on bounding and articulating problems, communications, compliance, reward and recognition and closure. A five-phased operational approach was put in place for each event and the playbooks grew with every contest; making it very easy for new challenges or events to be rolled out.

For a large company like TCS, to digitize the program, some key decisions had to be taken such as what initiatives would be driven under the program banner and how to standardize them. This included, for example, shared spaces for knowledge repositories, flexible options for virtual or face to face competitions, hardware and “garage-style” space for hands-on experiments, and webinars for sharing innovations. The rich repository of the Playbooks and the plethora of digital tools put in place enabled TCS to scale execution of these within the organization such as through specific business teams, units, or client relationship teams. A strong communication mechanism was put in place to highlight the successes of the program and feature case studies of employees who had participated. This amplification helped TCS increase program engagement and the curiosity to get involved. Most importantly, they also celebrated failure as, in the case of innovation, ideas often do not get implemented, despite exhibiting great potential in the early stages.

Within a few years the program has generated a large repository of ideas that are being algorithmically mined. These ideas then serve as the basis for Research & Innovation teams to design solutions around them, thereby shortening the ideas to value cycle. While the team rated itself on the number of events conducted, coverage within the company and external impact; each event also had its own metrics related to the solutions provided and business improvements generated. There were participant Rewards & Recognitions such as awards and badges, management recognition in town halls and on the intranet.

A clear set of metrics was laid down right from inception. While an organization-wide easy-to-use framework was the output of the exercise, hard numbers were also collected year-on year. Quantitative Lead Metrics captured engagement in the form of participation at an individual level. These showed that 17 events were held, involving 29% of business units in 2017, which further increased to 68 events and 67% business unit involvement by 2020. Also, the 1009 entries received for the shark tank-type contests (TCS Innovista) from 76% of business units in 2017, increased to 6457 entries with a coverage of 97% business units by 2020. Quantitative Lag Metrics measured more strategic outcomes over a longer period of time, such as new products or services that originated through the program. These showed that 22 of the ideas implemented as new products or solutions in 2019, increased to 28 in 2020. Furthermore in 2019 and 2020, TCS was certified as a Top Employer Globally by the Top Employers Institute and ranked as the No.3 Most Valuable IT Brand by Brand Finance.

Two ideas that emerged in the Program’s shark tank-type contest have now become major business initiatives for the company. TCS iON, a winner at TATA Innovista, is one of the fastest-growing business units at TCS. It has transformed itself into the world’s most secure and scalable assessment platform, with over 200m candidate assessments. TCS Ignio was another winner. Ignio’s functions digitally transform operations, moving from outdated manual methods into digitally streamlined work. Overall, the TCS Manthan Program was acknowledged in the 2019/20 annual report for shareholders as being critical in developing the right culture for business sustainability.

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HRM / Organizational behaviour Case Study

The tata group: hr challenges.

Publication Year :  2006

Authors:  Doris John & Vasudha.A

Industry:  Conglomerates

Region: India

Case Code:  HRM0026C

Teaching Note:  Available

Structured Assignment:  Not Available

The case allows for discussion on challenges faced by large conglomerates in adopting standardized HR policies. It also allows discussion on issues pertaining to employer branding and how the brand equity could be sustained in a globalised scenario.

• To discuss Tata's HR initiatives as a model employer
• To discuss how the Tata brand equity could be sustained in its quest for growth across the globe and if the brand would suffer dilution in its pursuit for growth.

Keywords :  Employer Branding, Tata Group, HRM Case Study, Ratan Tata, JRD Tata, Corporate Branding, TBEM, TCS, Tata Steel, Tata Motors, Balanced Score Card, Brockbank Model, Tata Work Levels, Performance Ethics, Quality of Work Life, Employee Retention

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• � Human Asset Management at SAS � A Success Story
• � Tata: The Most Admired Brand
• � Tata Consultancy Services: Developing talent pool

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