Tata Steel is one of India's largest steel companies, founded in 1907. It analyzes its organizational effectiveness using the McKinsey 7S framework, which examines how a company's strategy, structure, systems, shared values, style, staff, and skills work together. For Tata Steel, its core values of integrity, understanding, excellence, unity, and responsibility guide its goals and targets. It has a board of directors and committee structure to oversee acquisitions. Tata Steel also emphasizes developing its employees and has long been a leader in progressive human resources practices in India.

1. STRATEGIC
MANAGEMENT
TOPIC: -
7–S Framework of
TATA STEEL and its SWOT
Analysis
-PROF-

2. INDEX
Introduction of Mc-Kinsey’s 7-s framework
 Super- ordinate goals
 Structure
 System
 Staffing
 Style
 Skills
 Strategy
Introduction of TATA STEEL Company
7-S Framework adopted by TATA STEEL
SWOT analysis of TATA STEEL Company
Competitors Analysis
Remedial Measures
Conclusion
Bibliography

3. INTRODUCTION TO
7-S FRAMEWORK
While some models of organizational effectiveness go in and out
of fashion, one that has persisted is the McKinsey 7S framework.
Developed in the early 1980s by Tom Peters and Robert Waterman,
two consultants working at the McKinsey & Company consulting
firm in United States to diagnose the causes of organizational
problems and to formulate programs for improvement. The basic
premise of the model is that there are seven internal aspects of an
organization that need to be aligned if it is to be successful.
The 7-S model can be used in a wide variety of situations where an
alignment perspective is useful, for example to help you:
 Improve the performance of a company.
McKinsey

4.  Examine the likely effects of future changes within a company.
 Align departments and processes during a merger or
acquisition.
 Determine how best to implement a proposed strategy.
THE SEVEN ELEMENTS
The McKinsey 7-S model can be applied to elements of a team or a
project as well. The alignment issues apply, regardless of how you decide to
define the scope of the areas you study.
The McKinsey 7S model involves seven interdependent factors
which are categorized as either "hard" or "soft" elements:
Hard Elements Soft Elements
Strategy
Structure
Systems
Super-Ordinate Goals
Skills
Style
Staff
"Hard" elements are easier to define or identify and
management can directly influence them: These are strategy
statements; organization charts and reporting lines; and formal
processes and IT systems.
"Soft" elements, on the other hand, can be more difficult to
describe, and are less tangible and more influenced by culture.
However, these soft elements are as important as the hard elements if
the organization is going to be successful.

5. THE McKINSEY 7-S MODEL
The way the model is presented in Figure 1 below depicts the
interdependency of the elements and indicates how a change in one
affects all the others.
Let's look at each of the elements specifically:
 Super – Ordinate Goals:

6. Super- Ordinate Goal is called "Shared Values” when the
model was first developed, these are the core values of the
company that are evidenced in the corporate culture and the
general work ethic. Super – ordinate goals are the fundamental
ideas around which a business is built. They are the blood
notions for future directions of the organization.
 Strategy:
The plan devised to maintain and build competitive
advantage over the competition. Strategies are long-term
objectives of the organization .SWOT analysis helps the
strategies to survive into external environment.
 Structure:

7. The way the organization is structured and who reports to
whom.
Organizational structure refers to the formal relationships
among various positions & activities performed in the organist.
Organization structure involves arrangements about reporting
relationships, line of communication, rules & procedures which
exist to guide the various activities performed by various
hierarchical position in the organizational structure.
 Systems:

8. The daily activities and procedures that staff members engage in
to get the job done.
It refers to all rules, regulations, procedures that compliment the
organization structure. It includes production, planning & control
system, cost accounting procedures, capital budgeting system,
recruitment, training & development system, performance evaluation
system.
 Style:
The style of leadership adopted in an organization.
Style is one of the tools which top managers can use to bring
about organizational changes. It is the pattern of management
team over a period of time.
 Staff:

9. The employees and their general capabilities.
Staffing is the process of acquiring human resources for the
organization & assuring that they have the potential to contribute to
the achievement of the organizational goals thus; staffing is
selection, placement, training & development of appropriate and
qualified employees.
 Skills:

10. The actual skills and competencies of the employees working for
the company.
Skills are the most important attributes or capabilities of an
organization.
Placing Super – Ordinate goals in the middle of the model
emphasizes that these values are central to the development of all the
other critical elements. The company's structure, strategy, systems,
style, staff and skills all stem from why the organization was
originally created, and what it stands for. The original vision of the
company was formed from the values of the creators. As the values
change, so do all the other elements.
HOW TO USE THE MODEL
The model is based on the theory that, for an organization to
perform well, these seven elements need to be aligned and mutually
reinforcing. So, the model can be used to help identify what needs to

11. be realigned to improve performance, or to maintain alignment (and
performance) during other types of change.
Whatever the type of change - restructuring, new processes,
organizational merger, new systems, change of leadership, and so on
- the model can be used to understand how the organizational
elements are interrelated, and so ensure that the wider impact of
changes made in one area is taken into consideration.
The McKinsey 7S’s model is one that can be applied to almost
any organizational or team effectiveness issue. If something within
your organization or team isn't working, chances are there is
inconsistency between some of the elements identified by this classic
model. Once these inconsistencies are revealed, you can work to align
the internal elements to make sure they are all contributing to the
shared goals and values.
Now, we will see the 7s Framework in accordance
with the Tata Steel Company.
Introduction of TATA
STEEL

12. Being the best is just not good enough for some companies. Take
Tata Steel. Recently rated the world’s top steel enterprise in a survey of the
global steel industry, the flagship company of the Tata Group would have
been forgiven for resting on its laurels for a while. Instead, it has
embarked on a restructuring programmed aimed at making it better still.
The urge to reinvent itself constantly has paid handsome dividends
for Tata Steel. It has carried the company from the quagmire of stodginess
and sloth to the promised land of profitability and unprecedented success.
The latest round of restructuring, based on a ‘performance ethic plan’
(PEP) recommended by management consultants McKinsey & Company,
is one more way in which Tata Steel is working to improve itself.

13. We begin our journey from small town of Jamshedpur in
Jharkhand. Where every child grows up to a dream and to a reality –
both leading to an organization. An organization which defined the
lives of the people of this small township. One power, one force – the
dream of One man which shapes the realities of millions world over
today. We bring to you the story of one of the oldest and most
successful organizations of our times and celebrate the true spirit of
steel with Tata Steel limited.
TATA STEEL GROUP

14. The reasons for picking up Tata steel company as our study are
simple-
 It is Asia’s first and India’s largest steel company in the private
sector.
 It is India’s 2nd largest and 2nd most profitable company in the
private sector.
 It is one of the most admired companies in terms of HR practices
and sustainable growth Corporate Social Responsibility.
 The most important reason was to study the history and the 7-s
framework of this glorious organization which celebrated its
centenary year of foundation on the year 2007.
The Tata Group:
Before we discuss at the length the company, we would lie to
throw some light on the Tata group of companies in present day India.
139 Years Old
Group Revenues
Total Sales
International Income
India’s largest employer
in the Private Sector.
Strong Brand Equity
US$ 28.8 billion
3.2% of India GDP
38% of Group Revenue
Over 289,500 employees

15. TSL is one of the first ventures of the Tata Group but it has
many other successful companies under its umbrella. Some of the
other notable Tata concerns and their lines of business are shown
below:
Tata Steel limited- An overview:
 Established in 1907 by Jamshetji N Tata in Jamshedpur.
 Formerly known as Tata Iron and Steel Company Limited (TISCO)
 28.1 million Tons per annum of crude steel production capacity.
 With Corus acquisition, TSL is world’s 6th largest steel producer.
 Ranked “Best Steel Maker” by world steel dynamics in 2006, 2005
and 2001.
 Ranked 315th on Fortune Global 500 (post the Corus Acquisition
 82,700 employees (2007)
 Listen on BSE and NSE
 Headquarters in Jamshedpur, Jharkhand and registered office in
Mumbai.
The 7S framework of TATA STEEL Limited:
 Super – Ordinate Goals of TATA Steel
Limited:

16. We make the difference through:
 Our people, by fostering team work, nurturing talent, enhancing
leadership capability and acting with pace, pride and passion.
 Our offer, by becoming the supplier of choice, delivering premium
products and services, and creating value with our customers.
 Our innovative approach, by developing leading edge solutions in
technology, processes and products.
 Our conduct, by providing a safe working place, respecting the
environment, caring for our communities and demonstrating high
ethical standards.
OBJECTIVES AND TARGETS:
 Sustainability issues are reflected through specific social and
environmental objectives and targets accepted by the top management as
a part of Vision.
 To achieve its sustainability goals, the organization has identified 12
key enterprise processes critical to the growth and success of the
organization. Mapping and identifying stakeholder concerns through a
structured engagement and feedback process has been initiated. These
stakeholder concerns are analyzed, prioritized and are the prescribed
goals for Corporate Sustainability Management. The senior management
of Tata Steel tracks the performance of the targets against each strategic
goal.
 Sustainability at the Tata Group and Tata Steel has always been value-
driven. The five core values underpinning the way the Tata companies
conduct business are:
o Integrity: We must conduct our business fairly, with honesty and transparency.
Everything we do must stand the test of public scrutiny.
o Understanding: We must be caring, show respect, compassion and humanity
for our colleagues and customers around the world, and always work for the
benefit of the communities we serve.
o Excellence: We must constantly strive to achieve the highest possible
standards in our day-to-day work and in the quality of the goods and services
we provide.

17. o Unity: We must work cohesively with our colleagues across the group and with
our customers and partners around the world, building strong relationships
based on tolerance, understanding and mutual cooperation.
o Responsibility: We must continue to be responsible, sensitive to the countries,
communities and environments in which we work, always ensuring that what
comes from the people goes back to the people many times over.
Tata Steel is Asia’s first and India’s largest private sector integrated steel
manufacturer. The Company in 2008 co-created a shared vision with its
employees of becoming a global benchmark in Value Creation and Corporate
Citizenship. Although the Corporate Citizenship concept in Tata Steel has
evolved considerably over the years, it has been reinforced by goal setting,
measurement and reporting across the organization. Sustainable Development,
through the improvement of the quality of life of its employees and the
communities it serves, is enshrined within it. To translate this Vision into
reality, Tata Steel has altered paradigms, repositioned benchmarks and has re-
evaluated its core competencies.
 Organizational Structure of TATA Steel
Limited:
The Composition of the Board and the board of
Directors:
The structure of the board was recently modified in the year 2007
post Corus UK Acquisition to suitably incorporated changes which will
lead to the adequate realization of synergies from the deal within the
given stipulated time fame to reap the maximum benefits from the much
talked about and criticized deal.
The TATA STEEL GROUP Board
CHAIRMAN
DEPUTY CHAIRMAN

18. TATA Steel Executive Committee Joint Executive Committee Corus Executive Committee
Group Corporate Functions
CCcccd Group Director
Technology, Interpretation
Technology & Integration Group Chief Financial
Officer
Group Director Strategy
Group Director
Communications
Group Director Global
Minerals
The above figure represents the structure of the Board. The block
marked in yellow represents the strategy and integration committee
which was formed post the Corus acquisition to realize the synergies
from the deal.
The following figure shows the organizational structure in TSL:
Managing Director
Chief Operating
Officer
Director
South East Asia
Vice President
Engineering and
projects
Vice President
Corporate Services
Chief Human
Resource Officer
Chief Financial
Controller, Corporate
Chief Executive Officer
Chief Operating
Officer
Strip Products
Division Director
Long Products
Division Director
Distributions and
Building Systems
Division Director
Director Finance
Director Human
Resources
Director Legal,
Compliance and
Secretariat
Managing Director
(IL1)

19. Percentage of Share Holding Companies:
Executive-
in-Charge
(Vietnam
Project)
(IL2)
EIC
(Tatania
Project) &
GM (Geolo.
Srv.) (IL2)
Group
Director
Strategy
(IL2)
Chief Spl.
Project
(FA &
MD) (IL3)
Group
Director,
Global
Minerals
(IL1)
Group
Chief
Financial
Officer
(IL1)
Vice
President
Corporate
Services
(IL1)
Chief
Human
Resource
Officer
(IL1)
Vice
President
(Chhattisg
arh
Project)
(IL1)
Ethics
Counselor
(IL3)
Chief
Corporate
Audit
(ICA002)
(IL2)
Chief
Financial
Controller
(Corporate)
(IL2)
Chief
Executive
(Iran
Project)
(IL2)
Chief
Operating
Officer
(IL1)
Vice
President
(Engineering
& Projects)
(IL1)
Vice
President
(Orissa
Project)
(IL1)
Chief
Corus
Integration
(IL2)
Principal
Executive
Officer
(IL2)
Chief
Strategy
(IL2)
Advisor Social
Development
Contract

20.  Staffing of TATA Steel Limited:
Tata Steel's recruitment policy is designed to attract the right
talent at the right time, to enhance the net worth of human capital
and to obtain the best possible person-to-job, which will contribute to
company's effectiveness.
The Company's Recruitment Policy aims at:
27.9
10.15
4.3
1.97
1.78
1.23
1.17
1.05
0.91
0.75
Tata Sons Limited
Life Insurance Corporation of India
Tata Motors Limited
Deutsche Securities Mauritius Limited
HSBC Global Investment Funds A/c HSBC Global Investments Funds
Mauritius Limited
The New India Assurance Limited
National Insurance Company Limited
Morgan Stanley Mauritius Company Limited
The Oriental Insurance Company Limited
Macquarie Bank Limited
PERCENTAGE SHARE HOLDING FROM OTHER FINANCIAL INSTITUTIONS

21.  Being fair and consistent;
 Being non-discriminatory on the grounds of sex, race, age,
religion or disability; Conform to statutory regulations
Human resources management:
Tata Steel recognizes that its people are the primary source of
its competitiveness and is committed to equal employment
opportunities for attracting the best available talent and ensuring
a cosmopolitan workforce. TSL aims to pursue management
practices designed to enrich the quality of life of its employees,
develop their potential and maximize their productivity. It also
aims at ensuring transparency, fairness and equity in all its
dealing with its employees. TSL has been in pioneer in its HR
Policy over the years with the basic underlying principle of
“Sharing and Caring and a Sense of Belonging” amongst all
employees who are considered to be a part of the TSL family. The
company has been known as a leader in introducing various HR
practices and setting benchmarks in the global as well as Indian
industry. Some of these initiatives include:
 1920: Tata Steel introduced initiatives like leave with pay
(enforced by law in 1948), Workers‟ Provident Fund Scheme
(enforced by law in 1952) and Workmen’s Accident
Compensation Scheme (enforced by law in 1924).
 Tata Steel introduced eight-hour working days in 1912, much
before such a system was implemented by law even in most
western countries.

22.  Free medical aid was introduced in 1915 (enforced by law in
1948).
 Maternity benefits were introduced by Tata Steel in 1928
(implemented by law in 1946)
 Profit Sharing Bonus was granted for the first time in India
by Tata Steel as early as in 1934 (enforced by law in 1965).
 A scheme of retiring gratuity was introduced by Tata Steel in
1937 (enforced by law in 1972).
 Tejaswini, launched in 2003, is a women
 Empowerment programme –the first of its kind - that trains
women to take up unconventional jobs in the steel works.
 Shabash –a weekly scheme launched in 2002 –offers instant
rewards and recognition to employees for exemplary behavior.
Training and Development:
 E-learning facilities available on the Company’s Intranet which
was facilitated by Computer Literacy training.
 Computer Based Training packages and Multimedia training
materials.
 Safety training received special attention based on the DuPont
Guidelines identification of skill gaps; there is a plan in place to
introduce a technical competency assessment system.
 Faculty support.
 Up-skilling employees through process based, on the job training
and diploma courses through premium engineering institutes.

23.  Directed Learning - strengthening the leadership pipeline coupled
with emerging needs of growth projects across geographies.
 Skills in TATA Steel Limited:

24. Managing the surplus manpower with a human touch has and
always will be the cornerstone of the HR Policy of Tata Steel. In times to
come, certain modifications may have to be made in view of economic
considerations, but the underlying philosophy as envisaged by the Founder
has a stamp of permanence in Tata Steel. The factors that helped the
success of rightsizing at Tata Steel could be summarized as under:
Cultural Issues
 Steps to understand employees needs/ expectations
 Preparation of mind and attitudinal attuning
 Creation of excitement and motivation through intense
counseling and information sharing
Leadership
 Open and collaborative leadership
 Identification of key leaders (drivers of change) and
development of "soft skills" in handling the delicate process of
redundancy
 Empowerment of leaders at all levels to take quick decisions --
act on idea/issue relating to success of ESS immediately
Communication/Education
FIG. 1 : RIGHTSIZING

25.  Develop climate of trust
and openness
 Making employees
aware of business
 scenario and need for
rightsizing
 Share/
communicate
settlement earnings well in advance
 Educate employees on investment plans/housing plans/post
retirement life style plans through expert interventions
 Communicate policies, rules, procedures and modify or redefine
the rules/procedures, if needed

26.  Systems used for completion of work in
TATA Steel Limited:
The present system has been designed keeping in mind any
organization in the service industry where the primary resource is
manpower. This system can be customized and implemented in
any service organization. It gives a tool to manage the human
resource through efficient deployment and management of
manpower. The top management can use this system to manage
the implementation of strategies by checking that the human
resources are deployed in a proper manner to achieve the business
goals.
Process
 Simplified and
easy processing of
ESS application –
one window
concept (high
customer focus)
 Ensure timely
payment of
settlement dues
and monthly pension
 Share life style of separated employees – role model to
others
 Evaluate/reposition the scheme based on feedback from the
employees, line and personnel executives
 Deal with rumors and inaccurate information quickly
 Develop communication and counseling techniques and
skills
FIG.2 : LABBOUR PRODUCTIVITY

27.  Develop survivors’ support plan
Care after Separation
 Render help/assistance to separated employees through "Ex-
employees Help Line Desk"
 Help employees to protect from environment threats like
money lenders and other unscrupulous agencies
 Nomination form for the nominee given to employees in
advance to avoid any hassle of payment to family
members in the event of death of separated employee before
60 years of age
 Monthly pension remitted to any bank anywhere in the
country within 10 days of the month
Safeguards
 Organization values
 Anxieties and stress
 Low employee morale
 Feelings of being deceived and frustration
Credibility in regard to timely payment and care after
separation
Development and Marketing of ESS Package
 Develop an attractive and marketable package based on
survey feedback
 Launch the scheme carefully and at an appropriate time
(avoid festivity time, marriage time, school/college
changeover time, exams time, etc.).

28. V. P. Srivastava did his B. Tech (Electrical Engg.) from IIT Kanpur
and Post Graduate Diploma in Financial Management from IGNOU. He
has over 25 years of experience in the area of Information Technology
at Tata Steel. He is the process owner of Project, Technology, Contract
Management and Quality Assurance. He plays a key role in the
technical evaluation for all IT Projects like IT infrastructure for SAP,
Revamp of WAN, and Rollout of e-Procurement to other Business Units
and so on. He has handled contracts in IT Projects and with multinationals such as IBM,
Gartner, and PWC Baan. As Management representative Quality Assurance, he has led
certifications like ISO 9000, BS 15000, BS 7799, SAP CCC, etc. He is currently Head,
Technology and Project Consulting.
Udayan Das joined Tata Steel in 1998. He worked with Materials
Management System, Information Technology Services for a year. He
then worked in the Cold Rolling Mill Information System in IT’S for
another three years. He has now been with the Quality System in IT’S
for three years.
Madhulika Sharma graduated from BIT Sindri in 1991 as an
Electrical Engineer. She joined Tata Steel in 1992 as Systems Trainee.
Since then she has worked on many IT projects covering a plethora of
platforms like Mainframe, Oracle, Lotus Notes and SAP. She has also
completed a one year Diploma in Executive Management from XLRI in
2003. Conceptualization and design of a user friendly and effective IT
system for better controls has always been her focus area.
Tripti Roy is BE in Computer Science from BIT Mesra, Ranchi. Ms
Tripti Roy has around 18 years of experience in the area of
Information Technology at Tata Steel.
She has worked in various roles in different business areas of Tata
Steel, Starting from Municipal Services, Hospital Management,
Training, HR Functions, Payroll, Production Systems, Work Flow
Automation System and Knowledge Management.
She has development experience on various platforms namely Nelco-5000, DB2 on IBM
Mainframe, Oracle, Unix and Windows Servers and Lotus Notes.
She has strong understanding of database design and has contributed in design of major IT
systems like the Cold Rolling Mill. Currently working as the Central Database Administrator,
she plays a key role towards the design of all IT systems being developed in the
organization. She is also deeply involved in supporting the Knowledge Management and
ASPIRES initiatives of Tata Steel.

29.  Style of working in TATA Steel Limited:
Steel junction, the new steel retail outlet from Tata
Steel, combines innovation, functionality and style, to
offer a never-before range in steel lifestyle products.
Ms. Kopal Raj is a B. E. (Computer Science), BIT Mesra. She did her
Post Graduate Diploma in Business Management from XLRI. She has
been with Tata Steel for three years and has worked previously with
companies like Wipro Systems and Lucent Technologies. She has
worked in various capacities in the IT industry -- Software
Development, Project Management, Client Management, Quality
Assurance and has developed IS models for new ventures of the
company. She participated in the feasibility study to assess the potential of ITS entering the
area of external business. She has also been involved in some of the pre-sales activities.
She currently holds the post of Manager, IT.
SYSTEM OF WORKING IN TATA STEEL Ltd.

30.  If the employee is still not satisfied with the reply, he may appeal to the
Chairman of the Zonal Works Committee concerned, on Grievance
Form-III, within seven working days of the receipt of the reply at stage
two.
• Appeals against orders of discharge or dismissal should be addressed to
the Chairman of the Zonal Works Committee concerned, on Grievance
Form-III (copies of which are available at the Employment Bureau), or on
ordinary paper, and these will be considered at Stage Three, in the first
instance. This should be done within six weeks of the receipt of the orders,
except that in cases where employees discharged or dismissed are out of
Jamshedpur at the time the order is issued, the time limit should be three
months from the date of issue of such orders.
• The decision reached by the Management after due consideration of the
recommendations of the Zonal Works Committee will be communicated
to the employee on Grievance Form-III through proper channels. The
Zonal Works Committee’s unanimous recommendations, to which the
Management or the Union raises no objection within 10 days of the
receipt of such recommendations, shall be final.

31. • Where such recommendations are not unanimous or have not been
accepted by the Management or the Union, the Zonal Works Committee
will refer the case to the Central Works Committee or the Special Central
Works Committee for consideration.
 Strategy used by TATA Steel Limited:
Proposed strategy:
Strengthen Indian Operation
Realize Synergies from the Corus Acquisition
Seek and Maintain control over Raw Material
Focus on High Growth in Emerging Markets and
Pricing Stability in Developed Markets

32. Increasing Focus on High Value Added Steel
Products
Encourage cashing on the carbon market/ CDM
projects
GROWTH STRATEGY - NEW PROJECTS:
 2.9 mtpa expansion at Jamshedpur
 6.0 mtpa Greenfield project at Orissa
 0.5 mtpa Mini Blast Furnace Project in Thailand
 Orissa Project -Kalinganagar
 6 mtpa integrated steel making facility to be completed in
two phases of 3mtpa each
 Orders placed for Steel Melting Shop, Blast Furnace, Sinter
Plant, and Coke Plant Orders for Hot Strip Mill, Raw
Material Handling System, Water System, and Oxygen
Plant
 Thailand - 0.5 mtpa Mini Blast Furnace Project
 Tentative completion Sep 2009
 Signed contract for machinery supply and contractor
employment
 Entitlement of tax incentives from Board of Investments,
Thailand
GROWTH AND GLOBALIZATION PLANS:

33.  2.4 mtpa expansion at Jamshedpur: to be commissioned by 2008
 Limestone JV in Thailand for establishing globally low cost raw
material sources
 1 mtpa expansion at Jamshedpur
 Mascons
 Disintegrated Production facility at Orissa : at the planning
stage
 Ferro Chrome Project in South Africa by 2006
 Coke plant at Halide
 Dharma Project
 Looking for Acquisitions in India and Overseas
NEW VENTURES - GROWTH THROUGH
COLLABORATION:
 Vietnam Steel Project - two Memorandums of Understanding
(MOU) with Vietnam Steel Corporation
 Iron Ore Project in Ivory Coast –JV with SODEMI (State Owned
Company for Mineral Development in Ivory Coast) in December
for the development of Mount Nimba Iron ore deposits in Ivory
 VN Coking Coal Project in Mozambique (Riversdale) JV with
Riversdale in November for coal tenements held by Riversdale
in Mozambique.
 Limestone Project in Oman: JV with the members of the Al Bahja
Group. Tata Steel has a 70% stake in the Joint Venture.
 Coal Mining Project in Australia - JV with Vale in Australia for
a Coking Coal mine

34.  Tata Steel –SAIL Joint Venture for coking coal properties Tata
Steel has signed an equal stakes Joint Venture agreement with
Steel Authority of India (SAIL), for coal mining activities in
India.
SWOT ANALYSIS
OF TATA STEEL
LIMITED
STRENGTH:
 Strong Brand name of TSL and Tata Group.
 India operations capable of meeting its own iron ore
requirements.
 Raw material security building through global operations.
 Leading Sales and Distribution capability.
 Low wage labor availability.

35. WEAKNESS:
 Low R&D Investment.
 Unscientific Mining.
 Low Productivity.
OPPURTUNITY:
 Unexplored rural markets.
 Growing domestic markets.
 Growing global demands.
 Developing countries not restrained under the Kyoto Protocol.
 Carbon credits trading on the rise.
 High investment in infrastructure development.
THREATS:
 World’s big producers entering Indian markets.
 China set to becoming a net exporter.
 High duties and taxes by the Government.
 Global laws relating to pollution control and high energy cost.

36.  Global economic slowdown.
FUTURE STRATEGIES
that can be adopted by TATA
STEEL Limited Company:

37. CONCLUSION
After conducting an in depth study of one of India’s most
admired companies, we find that the company has many strengths
and opportunities which it may capitalize on to truly become a world
leader in steel making along with setting high standards for
Corporate Citizenship and Social Responsibility towards a long term
sustainable growth. Though some of its projects and acquisitions have
met with widespread criticism, it is up to the company to realize the
synergies from the deals to raise the bar for its own performance.
Because as the saying goes – the leader cannot achieve any
benchmarks, it sets them!!!

38. BIBLIOGRAPH
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The information is taken from the following source:
 BOOKS:
Strategic Management
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 INTERNET:
www.google.com
www.yahoo.com
www.scribd.com/doc/14941423/TaTa-Steel-report