STRATEGIC MARKETING MANAGEMENT PROJECT ON TATA

INTRODUCTION
• Tata Group is an Indian multinational conglomerate company headquartered in Mumbai, Maharashtra,
India.
• Tata Group operates more than 80 companies ranging from software and automobiles to steel, consumer
goods and telecommunications. With above 4,24,365 employees across India, it is the nation’s largest
private employer.

LEVELS OF STRATEGY
• Corporate level strategy (directional strategy)
Growth
Stability
Retrenchment
• Business level strategy (competitive strategy)
Cost leadership
Differentiation (product)
• Functional level strategy
Marketing strategy (4 p‟s)
Financial strategy (sources of finance)
R&D strategy (technological leader, innovation)
Operation strategy (production strategy)

TATA GROUP
 Tata Motors
 Tata Chemicals
 Tata Consultancy Services
 Tata Reality and Infrastructure
 Tata Consumer Products
 Tata Advanced Systems
 Tata Autocorp Services
 Tata Industries
 Tata Communications
 Tata International
 Tata Teleservices
 Tata Steel
 Tata ELXSI
 Tata Project
 Tata Housing
 Tata AIA Life
 Tata Capital
 Tata AIG
 Tata Investment Corporation
 Tata Asset Management Company
 Tata sky
 Tata Power
 Tata Consulting Engineers
BCG Matrix
Stars:
 Indian Hotels
 Tata Steel
 Tata Motors
 Tata Power

Question Mark:
 Tata Communications
 Voltas
 Tata Teleservices

Cash Cows:
 Tata Tea
 Tata Chemicals

Dogs:
 Nil

Growth Strategy
• Tata Group's strategic alliance with Japanese telecom major NTT DOCOMO in November 2008.
• Tata Teleservices has received a license to operate GSM telecom services in 19 of India's 22 telecom
Circles-and has also been allotted spectrum in 18 telecom circles.

Acquisition Of TATA Group:

Joint Ventures:
• Tata & Fait since 2006
• Tata & Starbucks 50/50 JV
• Starbucks Coffee “A Tata Alliance”.
• Tata Motors (SA)
• Tata Motors' joint venture with Tata Africa Holdings, has an assembly plant in the Gauteng province of
SA.
• Tata Automobile Corporation SA
• Tata Africa Holdings through a joint venture between Accordian Investments and the Imperial
Turn Around Strategies:
 Tata Power Delhi Distribution by winning hearts and changing mindsets, and through technology and
commercial savvy, transformed a loss-making government entity into an efficient and profitable
operation.
 Reduced T&D losses: Transmission and distribution losses were brought down from 53% in July 2002 to
12% in February 2012, which translates into an effective reduction of 70% in 10 years.
 Improved Network: Over 23% more power supplied, Remotely operated grid stations, High voltage
distribution system introduced, 8000km of new lines and cables, 56 new grid stations, 110 substations
revamped, 180000 new poles.
 Increased Reliability: $142 million invested to improve reliability, Average interruptions per annum
reduced by 67%
 Better Customer Service: Electronic metering, Online account management, 24hour call centre, 100,000
pending complaints resolved within one year

Disinvestment Strategies:
• Tata Oil Mill (TOMCO) was divested and sold to Hindustan Levers as soaps and a detergent was not
considered a core business for the Tata's.
• The pharmaceuticals companies of the Tata's- Merind and Tata Parma – were divested to Wockhardt.
• The cosmetics company Lakme was divested and sold to Hindustan Levers, as besides being a non core
business, it was found to be a non- competitive and would have required substantial investment to be
sustained.

Business Level Strategy:

Product Differentiation Strategy:

Value Innovation:
• Value Innovation is the cornerstone of blue ocean strategy.
• Value innovation is the simultaneous pursuit of differentiation and low cost.
• Value innovation focuses on making the competition irrelevant by creating a leap of value for buyers
and for the company, thereby opening up new and uncontested market space.

R&D Strategy:
Tata Group companies cumulatively spend Rs.12,500 crore on research & development.
knowledge-based engineering application software from Tata
Technologies that speeds up results.
An engine „start-stop‟ technology developed by Jaguar Land Rover that stops an engine when the vehicle isn't
moving, thus saving on fuel;
High performance rail steel that saved £150,000 over five years
was developed by Tata Steel Europe
High standard steel for safer and fuel efficient vehicles from Tata Steel Europe
The world's cheapest car, Nano, an innovation from Group
company Tata Motors, launched in April 2009, has 37 patents,
Swach, the cheapest water filter from Tata Chemicals, has 14.
Tata Steel, which acquired British company Corus in 2007, meanwhile, files around 50 patents each year.

Operations Strategy:
Jaguar Land Rover has re-hauled its supply chain to secure cost savings as well as a sustainability equation
that gives the company a green edge
A re-designing of process equipment at Tata Chemicals' Haldia plant that cut process downtime by 40%.
Sustainability Strategy:
Corporate Sustainability (CS) is integral to value- creation in our businesses through the enhancement of
human, natural and social capital complementing their economic and financial growth in order to give the
enterprise an enduring future and also help create and serve a larger purpose, at all times.
It facilitates accountability to all stakeholders as a systemic practice.

Sustainability In Motors:
The two main sustainable strategies at Tata Motors:
 Pollution Prevention (P2): P2 or pollution prevention is a proactive strategy that uses fewer or smarter
resources to begin requiring lesser cleanup at the final disposal. It is done by reducing or eliminating
waste at the source by modifying production processes, promoting the use of non-toxic or less- toxic
substances, implementing conservation techniques, and re-using materials rather than putting them into
the waste stream. It assumes no waste will occur. It is an effective getting more from less‟ strategy.

 Resource Recovery (R2): Reducing packaging material by either using sustainable packaging (replacing
wood with metal) or reusing existing packaging (recycling wood). The company recycles close to 69
percent of the wood packaging thus eliminating use of fresh wood.

 Development of Vendor Park The company aims to source 60% of its components from the park thereby
increasing its resource efficiency and reducing its emissions due to reduction in logistics and This is a
„getting more from the same‟ strategy where otherwise wasted resources are recovered by way of
proper disposal – recycling or reconditioning.
 Increasing life of aggregates – ‘Recon’ business In 2010-11 a total of 13,788 engines and 8,690 other
parts were reconditioned. Other resource conservation techniques like reusing engine oil for multiple
testing cycles has been employed. A 200 litre engine oil barrel can now be used to test 170 engines
instead of 85.
 Reusing paint sludge and thinner Last year, approximately 390 tonnes of hazardous paint sludge was
converted to a low quality paint suitable for floor painting.
Tata Motors has also developed a process to convert the incinerator ash to pavement bricks that can be
used in walkways within the plant.This model has been very successful and has significantly reduced the
amount of hazardous incinerated ash sent to landfills.

Group Members:
Abhishek Patel (19BSP0094)
Pranav Bhatia (19BSP1923)
Kumar kislaya (19BSP1379)
Madhvi (19BSP1445)
Kanav Sharma (19BSP1232)
Manik Dagar (19BSP1483)