1) In 2004, Tata Motors acquired Daewoo Commercial Vehicle Company of South Korea, renaming it Tata Daewoo Commercial Vehicle Company.
2) There was initial uncertainty from Daewoo unionists about being acquired by an Indian company. However, under Tata's management focusing on ethical business practices and tripartite cooperation, Tata Daewoo has seen strong growth and success.
3) Key factors in Tata Daewoo's turnaround include maintaining the Daewoo brand, appointing a Korean CEO, focusing on all stakeholders, and innovative new truck models. Tata Daewoo is now the second largest commercial vehicle maker in South Korea.
Project Report on TATA Motors transformation from a Commercial vehicles manuf...raman109
Project Report
on
TATA Motors transformation from a Commercial vehicles manufacturer to Passenger vehicles & Strategies adopted.
Valid also for latecomer companies in
Automobile Sector in emerging economies (specially BRICS).
This document provides an analysis of the Indian automobile industry. It notes that India has the 4th largest commercial vehicle market and is the 1st in two-wheelers. Total car sales have declined slightly in the past year due to factors like fuel price hikes and economic recession. The industry is segmented into two-wheelers, three-wheelers, passenger vehicles, and commercial vehicles. Two-wheelers have the largest share at 77%. Compared to other markets, Indian consumers prioritize value and hatchbacks have a 65% market share versus preference for larger vehicles abroad. The industry is poised for continued growth driven by rising incomes and infrastructure investments.
Tata Motors is an Indian automotive manufacturing company founded in 1945. It acquired Jaguar and Land Rover brands in 2008 and is India's largest vehicle manufacturer. Tata has subsidiaries like Jaguar, Land Rover, and Hispano Carrocera and produces automobiles, engines, and other outsourced auto parts. While Tata has successful alliances, its products are based on older platforms and it faces competition from more established automakers. However, Tata sees opportunities through new global platforms and expansion into luxury segments in India and abroad.
Tata Motors is India's largest automobile company, generating over $20 billion in annual revenue. It has operations in India, the UK, South Korea, Thailand, Spain, and other countries. Tata Motors owns several iconic British brands like Jaguar and Land Rover after acquiring them from Ford in 2008. The company manufactures a wide range of commercial and passenger vehicles. It has established robust research and manufacturing capabilities over decades of operations and continues expanding globally through new acquisitions and partnerships.
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It was submitted by 7 students as part of a class project. It discusses Tata Motors' history, products, facilities, operations strategies, and capacity planning. Key points include that Tata Motors was founded in 1945 and manufactures commercial vehicles, passenger cars, and buses. It has major manufacturing bases in Jamshedpur, Pune, Lucknow, and Pantnagar. The document also covers topics like facility layout, inventory management, and procurement processes at Tata Motors.
Tata Motors acquired Daewoo Commercial Vehicles of Korea in 2004. The acquisition gave Tata Motors access to Daewoo's advanced technology and products for heavy commercial vehicles. It also allowed Tata Motors to enter new international markets. Tata Motors worked hard to integrate Daewoo and address employees' concerns by communicating Tata's philosophy, respecting Korean culture, and keeping Daewoo executives in place. The acquisition has been successful, with Daewoo launching new products, doubling exports, and increasing market share in Korea and India.
Tata Motors is India's largest automobile company, generating over $32 billion annually. It is a leader in commercial vehicles and among the top producers of passenger vehicles in India. Tata has over 55,000 employees and manufactures vehicles in several Indian states as well as internationally through subsidiaries and joint ventures. Notable achievements include launching India's first indigenous passenger car and "People's Car", establishing R&D centers worldwide, and expanding internationally through exports, franchises, and joint ventures on multiple continents.
Tata Motors is an Indian automotive manufacturing company and subsidiary of Tata Group. It produces passenger cars, trucks, buses and defense vehicles. Some key facts about Tata Motors are that it is India's largest automobile company, generates over $38 billion in annual revenue, and has a presence in over 175 global markets. It owns British luxury brands Jaguar and Land Rover. The document provides an overview of Tata Motors' history, product lines, international operations, and financial performance.
Project Report on TATA Motors transformation from a Commercial vehicles manuf...raman109
Project Report
on
TATA Motors transformation from a Commercial vehicles manufacturer to Passenger vehicles & Strategies adopted.
Valid also for latecomer companies in
Automobile Sector in emerging economies (specially BRICS).
This document provides an analysis of the Indian automobile industry. It notes that India has the 4th largest commercial vehicle market and is the 1st in two-wheelers. Total car sales have declined slightly in the past year due to factors like fuel price hikes and economic recession. The industry is segmented into two-wheelers, three-wheelers, passenger vehicles, and commercial vehicles. Two-wheelers have the largest share at 77%. Compared to other markets, Indian consumers prioritize value and hatchbacks have a 65% market share versus preference for larger vehicles abroad. The industry is poised for continued growth driven by rising incomes and infrastructure investments.
Tata Motors is an Indian automotive manufacturing company founded in 1945. It acquired Jaguar and Land Rover brands in 2008 and is India's largest vehicle manufacturer. Tata has subsidiaries like Jaguar, Land Rover, and Hispano Carrocera and produces automobiles, engines, and other outsourced auto parts. While Tata has successful alliances, its products are based on older platforms and it faces competition from more established automakers. However, Tata sees opportunities through new global platforms and expansion into luxury segments in India and abroad.
Tata Motors is India's largest automobile company, generating over $20 billion in annual revenue. It has operations in India, the UK, South Korea, Thailand, Spain, and other countries. Tata Motors owns several iconic British brands like Jaguar and Land Rover after acquiring them from Ford in 2008. The company manufactures a wide range of commercial and passenger vehicles. It has established robust research and manufacturing capabilities over decades of operations and continues expanding globally through new acquisitions and partnerships.
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It was submitted by 7 students as part of a class project. It discusses Tata Motors' history, products, facilities, operations strategies, and capacity planning. Key points include that Tata Motors was founded in 1945 and manufactures commercial vehicles, passenger cars, and buses. It has major manufacturing bases in Jamshedpur, Pune, Lucknow, and Pantnagar. The document also covers topics like facility layout, inventory management, and procurement processes at Tata Motors.
Tata Motors acquired Daewoo Commercial Vehicles of Korea in 2004. The acquisition gave Tata Motors access to Daewoo's advanced technology and products for heavy commercial vehicles. It also allowed Tata Motors to enter new international markets. Tata Motors worked hard to integrate Daewoo and address employees' concerns by communicating Tata's philosophy, respecting Korean culture, and keeping Daewoo executives in place. The acquisition has been successful, with Daewoo launching new products, doubling exports, and increasing market share in Korea and India.
Tata Motors is India's largest automobile company, generating over $32 billion annually. It is a leader in commercial vehicles and among the top producers of passenger vehicles in India. Tata has over 55,000 employees and manufactures vehicles in several Indian states as well as internationally through subsidiaries and joint ventures. Notable achievements include launching India's first indigenous passenger car and "People's Car", establishing R&D centers worldwide, and expanding internationally through exports, franchises, and joint ventures on multiple continents.
Tata Motors is an Indian automotive manufacturing company and subsidiary of Tata Group. It produces passenger cars, trucks, buses and defense vehicles. Some key facts about Tata Motors are that it is India's largest automobile company, generates over $38 billion in annual revenue, and has a presence in over 175 global markets. It owns British luxury brands Jaguar and Land Rover. The document provides an overview of Tata Motors' history, product lines, international operations, and financial performance.
This Presentation about Tata motors limited. We can see their journey and their products and much more.
If you have any ideas or suggestions please comment.
This document provides a SWOT analysis and STEEPLED analysis of Tata Motors. The SWOT analysis identifies Tata Motors' strengths as its strong domestic market presence in India, long list of product portfolios, and global presence through acquisitions. Weaknesses include low returns on investment and lack of focus on luxury products. Opportunities lie in acquisitions like Jaguar/Land Rover and entering new markets. Threats include intense competition and rising costs. The STEEPLED analysis examines social, technological, economic, environmental, political, legal, ethical, and demographic factors influencing Tata Motors.
Tata Motors Presentation - Managerial EconomicsKrupesh Shah
Tata Motors is an Indian automotive manufacturing company founded in 1945 with headquarters in Mumbai, India. It is India's largest truck manufacturer and second largest bus manufacturer globally. Key milestones include launching India's first indigenous passenger car in 1991 and people's car (Nano) in 2008. Tata has a global footprint with operations in the UK, South Korea, Thailand and other countries. It acquired Jaguar and Land Rover from Ford in 2008. Despite facing challenges during the global recession, Tata Motors was able to prosper through strategic mergers and ventures such as partnerships with FIAT and acquiring shares in Hispano Carrocera.
Tata Motors is an Indian automotive manufacturing company founded in 1945 and headquartered in Mumbai. It is India's largest vehicle manufacturer, producing passenger cars, trucks, buses, and defense vehicles. In 2008, Tata Motors launched the Tata Nano, the world's cheapest car, and acquired Jaguar Land Rover, the well-known British luxury brands, from Ford. Tata operates automobile manufacturing plants in India and has joint ventures with other vehicle manufacturers around the world.
Tata motors - International Business Project ReportPrathamesh Gawane
Tata Motors is India's largest vehicle manufacturer, established in 1945. It has a wide range of passenger and commercial vehicles. Some key milestones include launching India's first indigenous passenger car (Indica) in 1998 and people's car (Nano) in 2008. Tata Motors has expanded globally through acquisitions and joint ventures, such as acquiring Jaguar Land Rover in 2008. It aims to develop environmentally friendly vehicles and has a focus on corporate social responsibility programs in India.
This document is a management thesis submitted by Pranab Mishra in partial fulfillment of an MBA program. The thesis examines the repositioning strategy of Tata Motors in the Rourkela market in India and analyzes customer acceptance levels. It provides background on Tata Motors, including that it is India's largest automobile company. The objectives of the thesis are to understand the market potential and customer requirements for Tata Motors products in Rourkela.
Tata Motors unveiled a new customer-focused strategy called "Horizon Next" to revitalize its struggling passenger vehicle business. Horizon Next will involve relaunching Tata's entire passenger vehicle line-up over the next few years with 8 new models across 5 brands, along with 11 new service programs. The strategy aims to infuse growth and excitement into the passenger vehicle segment, where sales had fallen 35% in 2012-2013.
Tata Motors is India's largest motor vehicle manufacturer, founded in 1945. It has a presence across India with manufacturing facilities and is expanding internationally with operations in the UK, South Korea, Thailand, South Africa, and Indonesia. Tata Motors produces a range of commercial and passenger vehicles for global markets and has established brands like Jaguar, Land Rover, and Tata Daewoo trucks. The company aims to be a leader in developing sustainable and smart mobility solutions.
Tata Motors is India's largest automobile company, generating over Rs. 35,000 crores annually in revenue. It is a leader in commercial vehicles and among the top three in passenger vehicles in India. Tata Motors has also expanded internationally through exports and operations in several countries. Recently, Tata Motors acquired Jaguar and Land Rover from Ford Motor Company to expand into luxury vehicles.
Presentation is about TATA MOTORS,
-World’s today is fast paced, intermediate, world where people are asking for new answer mobility, India’s leading automotive company Tata motors is surging ahead with innovative solution.
Tata Motors Limited is India's largest automobile company. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments.
The company is the world's fourth largest truck manufacturer, and the world's second largest bus manufacturer.
Tata Motors has been at the forefront of the Indian automobile industry's anti-pollution efforts by introducing cleaner engines. Therefore Tata Motors Limited is always committed to understanding customer needs.
This document provides an overview of Tata Motors Limited's summer internship report on analyzing the strategic marketing of Tata Motors in New Delhi. The 3-page summary includes:
1) An introduction to the objectives, methodology, and overall positive opinion of Tata Motors among customers.
2) Acknowledgement and thanks to those who supported and guided the project.
3) An outline of the report's contents which cover topics like company profile, history, product mix, SWOT analysis, research objectives and findings.
Tata Motors Limited is India's largest automobile company with revenues of $6 billion in 2005-06. The report analyzes the profitability of Tata Motors over 5 years from 2013-2017. The objectives are to study profit in relation to sales and profitability in relation to investment. Secondary data is collected from annual reports. A hypothesis is made that there is a significant relationship between gross profit and net sales, which is supported by regression and ANOVA analysis showing a strong correlation between the two variables.
The document discusses strategic management at Tata Motors. It first provides a general overview of Tata Motors' characteristics and operations as an organization, noting that it manufactures various vehicles for commercial and passenger use globally. It then discusses Tata Motors' philosophy of organizational activities, focusing on concepts like safety, agility, care, respect, ethics, and diligence.
Tata Motors is India's largest automobile company, established in 1945. It began as a commercial vehicle manufacturer but now also has a strong presence in the passenger vehicle market. The document discusses Tata Motors' history and portfolio of vehicles in India, its global expansion through acquisitions including Jaguar and Land Rover, and concludes with a SWOT analysis of the company's strengths, weaknesses, opportunities, and threats.
Tata Motors has faced several problems in recent years including deep losses, poor sales, deteriorating relations with dealers and customers, and decreasing market share. A new chairman, N Chandrasekaran, hopes to implement short and long-term turnaround plans within 6-9 months to address issues in marketing strategies, planning, and results. While the Jaguar Land Rover segment is growing, margins have suffered in Tata's passenger vehicle segment. The chairman believes focusing on organizational effectiveness, new passenger vehicle models, an advanced modular platform, electric vehicles, and hiring top talent can help put Tata Motors back on a path of growth and shareholder dividends.
This document summarizes a marketing research project on Tata Motors presented by Ashish Gokhe. It outlines the company profile of Tata Motors, including its manufacturing units, goals of providing affordable vehicles, and product lines. It discusses Tata's marketing strategy and ads. Key findings are that Tata targets high-income customers, the Indica and Vista are top-selling models, and maintenance costs are lower than competitors. Suggestions include lowering Nano costs, reducing other expenses to cut prices, and increasing focus on marketing and mileage. The conclusion states that automobiles have become indispensable due to industry efforts to improve technology based on customer needs.
PPT on TATA motors limited by MohamedArif and his team!!Azim Uchiha
Tata Motors is India's largest automobile company and a leader in commercial vehicles and among the top three in passenger vehicles. It is the world's fourth largest truck manufacturer and second largest bus manufacturer. Tata Motors was founded in 1945 and has manufacturing plants in several Indian cities. It focuses on research and development to produce innovative vehicles that meet customer needs while reducing pollution.
This document provides an overview of the history and development of automobiles and the automobile industry. It discusses the origins of automobiles in the late 18th century and key innovations like the diesel engine in the late 19th century. It then covers modern fuel and propulsion technologies for automobiles like gasoline, diesel, electric, and alternative fuels. The document also discusses the Indian automobile industry and provides details on the objectives and methodology of a project on the marketing and promotion strategies of a automobile dealership in Shimoga, India.
Dokumen tersebut membahas peranan Biro Mencegah Rasuah (M.I.B) dalam membendung masalah rasuah di Brunei. Ia menjelaskan definisi rasuah, kesan-kesannya terhadap individu, masyarakat dan negara, serta langkah-langkah yang diambil M.I.B untuk mencegah dan membanteras rasuah seperti mengadakan pemeriksaan, penyiasatan dan hukuman terhadap pelaku rasuah.
This Presentation about Tata motors limited. We can see their journey and their products and much more.
If you have any ideas or suggestions please comment.
This document provides a SWOT analysis and STEEPLED analysis of Tata Motors. The SWOT analysis identifies Tata Motors' strengths as its strong domestic market presence in India, long list of product portfolios, and global presence through acquisitions. Weaknesses include low returns on investment and lack of focus on luxury products. Opportunities lie in acquisitions like Jaguar/Land Rover and entering new markets. Threats include intense competition and rising costs. The STEEPLED analysis examines social, technological, economic, environmental, political, legal, ethical, and demographic factors influencing Tata Motors.
Tata Motors Presentation - Managerial EconomicsKrupesh Shah
Tata Motors is an Indian automotive manufacturing company founded in 1945 with headquarters in Mumbai, India. It is India's largest truck manufacturer and second largest bus manufacturer globally. Key milestones include launching India's first indigenous passenger car in 1991 and people's car (Nano) in 2008. Tata has a global footprint with operations in the UK, South Korea, Thailand and other countries. It acquired Jaguar and Land Rover from Ford in 2008. Despite facing challenges during the global recession, Tata Motors was able to prosper through strategic mergers and ventures such as partnerships with FIAT and acquiring shares in Hispano Carrocera.
Tata Motors is an Indian automotive manufacturing company founded in 1945 and headquartered in Mumbai. It is India's largest vehicle manufacturer, producing passenger cars, trucks, buses, and defense vehicles. In 2008, Tata Motors launched the Tata Nano, the world's cheapest car, and acquired Jaguar Land Rover, the well-known British luxury brands, from Ford. Tata operates automobile manufacturing plants in India and has joint ventures with other vehicle manufacturers around the world.
Tata motors - International Business Project ReportPrathamesh Gawane
Tata Motors is India's largest vehicle manufacturer, established in 1945. It has a wide range of passenger and commercial vehicles. Some key milestones include launching India's first indigenous passenger car (Indica) in 1998 and people's car (Nano) in 2008. Tata Motors has expanded globally through acquisitions and joint ventures, such as acquiring Jaguar Land Rover in 2008. It aims to develop environmentally friendly vehicles and has a focus on corporate social responsibility programs in India.
This document is a management thesis submitted by Pranab Mishra in partial fulfillment of an MBA program. The thesis examines the repositioning strategy of Tata Motors in the Rourkela market in India and analyzes customer acceptance levels. It provides background on Tata Motors, including that it is India's largest automobile company. The objectives of the thesis are to understand the market potential and customer requirements for Tata Motors products in Rourkela.
Tata Motors unveiled a new customer-focused strategy called "Horizon Next" to revitalize its struggling passenger vehicle business. Horizon Next will involve relaunching Tata's entire passenger vehicle line-up over the next few years with 8 new models across 5 brands, along with 11 new service programs. The strategy aims to infuse growth and excitement into the passenger vehicle segment, where sales had fallen 35% in 2012-2013.
Tata Motors is India's largest motor vehicle manufacturer, founded in 1945. It has a presence across India with manufacturing facilities and is expanding internationally with operations in the UK, South Korea, Thailand, South Africa, and Indonesia. Tata Motors produces a range of commercial and passenger vehicles for global markets and has established brands like Jaguar, Land Rover, and Tata Daewoo trucks. The company aims to be a leader in developing sustainable and smart mobility solutions.
Tata Motors is India's largest automobile company, generating over Rs. 35,000 crores annually in revenue. It is a leader in commercial vehicles and among the top three in passenger vehicles in India. Tata Motors has also expanded internationally through exports and operations in several countries. Recently, Tata Motors acquired Jaguar and Land Rover from Ford Motor Company to expand into luxury vehicles.
Presentation is about TATA MOTORS,
-World’s today is fast paced, intermediate, world where people are asking for new answer mobility, India’s leading automotive company Tata motors is surging ahead with innovative solution.
Tata Motors Limited is India's largest automobile company. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments.
The company is the world's fourth largest truck manufacturer, and the world's second largest bus manufacturer.
Tata Motors has been at the forefront of the Indian automobile industry's anti-pollution efforts by introducing cleaner engines. Therefore Tata Motors Limited is always committed to understanding customer needs.
This document provides an overview of Tata Motors Limited's summer internship report on analyzing the strategic marketing of Tata Motors in New Delhi. The 3-page summary includes:
1) An introduction to the objectives, methodology, and overall positive opinion of Tata Motors among customers.
2) Acknowledgement and thanks to those who supported and guided the project.
3) An outline of the report's contents which cover topics like company profile, history, product mix, SWOT analysis, research objectives and findings.
Tata Motors Limited is India's largest automobile company with revenues of $6 billion in 2005-06. The report analyzes the profitability of Tata Motors over 5 years from 2013-2017. The objectives are to study profit in relation to sales and profitability in relation to investment. Secondary data is collected from annual reports. A hypothesis is made that there is a significant relationship between gross profit and net sales, which is supported by regression and ANOVA analysis showing a strong correlation between the two variables.
The document discusses strategic management at Tata Motors. It first provides a general overview of Tata Motors' characteristics and operations as an organization, noting that it manufactures various vehicles for commercial and passenger use globally. It then discusses Tata Motors' philosophy of organizational activities, focusing on concepts like safety, agility, care, respect, ethics, and diligence.
Tata Motors is India's largest automobile company, established in 1945. It began as a commercial vehicle manufacturer but now also has a strong presence in the passenger vehicle market. The document discusses Tata Motors' history and portfolio of vehicles in India, its global expansion through acquisitions including Jaguar and Land Rover, and concludes with a SWOT analysis of the company's strengths, weaknesses, opportunities, and threats.
Tata Motors has faced several problems in recent years including deep losses, poor sales, deteriorating relations with dealers and customers, and decreasing market share. A new chairman, N Chandrasekaran, hopes to implement short and long-term turnaround plans within 6-9 months to address issues in marketing strategies, planning, and results. While the Jaguar Land Rover segment is growing, margins have suffered in Tata's passenger vehicle segment. The chairman believes focusing on organizational effectiveness, new passenger vehicle models, an advanced modular platform, electric vehicles, and hiring top talent can help put Tata Motors back on a path of growth and shareholder dividends.
This document summarizes a marketing research project on Tata Motors presented by Ashish Gokhe. It outlines the company profile of Tata Motors, including its manufacturing units, goals of providing affordable vehicles, and product lines. It discusses Tata's marketing strategy and ads. Key findings are that Tata targets high-income customers, the Indica and Vista are top-selling models, and maintenance costs are lower than competitors. Suggestions include lowering Nano costs, reducing other expenses to cut prices, and increasing focus on marketing and mileage. The conclusion states that automobiles have become indispensable due to industry efforts to improve technology based on customer needs.
PPT on TATA motors limited by MohamedArif and his team!!Azim Uchiha
Tata Motors is India's largest automobile company and a leader in commercial vehicles and among the top three in passenger vehicles. It is the world's fourth largest truck manufacturer and second largest bus manufacturer. Tata Motors was founded in 1945 and has manufacturing plants in several Indian cities. It focuses on research and development to produce innovative vehicles that meet customer needs while reducing pollution.
This document provides an overview of the history and development of automobiles and the automobile industry. It discusses the origins of automobiles in the late 18th century and key innovations like the diesel engine in the late 19th century. It then covers modern fuel and propulsion technologies for automobiles like gasoline, diesel, electric, and alternative fuels. The document also discusses the Indian automobile industry and provides details on the objectives and methodology of a project on the marketing and promotion strategies of a automobile dealership in Shimoga, India.
Dokumen tersebut membahas peranan Biro Mencegah Rasuah (M.I.B) dalam membendung masalah rasuah di Brunei. Ia menjelaskan definisi rasuah, kesan-kesannya terhadap individu, masyarakat dan negara, serta langkah-langkah yang diambil M.I.B untuk mencegah dan membanteras rasuah seperti mengadakan pemeriksaan, penyiasatan dan hukuman terhadap pelaku rasuah.
Menerangkan mengenai Maksud Pencemaran, Jenis pencemaran, Punca pencemaran, Kesan pencemaran terhadap manusia, organisma & Alam & Konsep 3R (Kitar Semula)
This document summarizes a research project on performance appraisal at Tata Motors. It includes an acknowledgements section, executive summary, background on Tata Motors describing its history, operations, products, and subsidiaries. It then provides a brief introduction to performance appraisal. The main body of the report discusses research conducted on Tata Motors' performance appraisal process, including findings, conclusions and suggestions. Annexures with additional information are also included.
-.............-188 International Business StrategyCA.docxhoney725342
-.....:......:..-
188 International Business Strategy
CASE 18
Tata Motors in 2014: Its Multibrand
Approach to Competing in the
Global Automobile Industry
David L. Turnipseed
University of South Alabama
Tata Motors, Ltd.• was India's leading automo-biIe manufacturer by revenue and the number-three passenger-vehicle brand in India in 2012.
However, in 2013 and 2014, the company's name-
sake brand slid into a decline, hath domestically and
internationally, with the company eventually losing
its number-three rank in automobile sales in India
to Honda. Also, the company's sales of commercial
vehicles declined in 2013 and 2014, causing the
company to drop from fourth-largest seller of com-
mercial vehicles to fifth.
Some of the company's poor performance could
be attributed to poor macro-economic conditions
in India, increasing competition, and a variety of
other external factors such as the possible elimina-
tion of diesel subsidies by the Indian government.
However, much of the company's poor performance
was a result of a flawed strategy and poor execution.
For example, it was imperative that the company's
managers consider how to expand the market for
its low-priced Nano, which had required substantial
investment during its development and had fallen
far short of sales expectations. Plus, the company's
entire strategy for its Tara-branded vehicles seemed
to be in disarray.
However, the company's Jaguar Land Rover divi-
sion was achieving great success, with a 23 percent
year-over-year increase in revenues and a 55 percent
year-aver-year increase in profit after tax in fis-
cal 2014. In fact, Jaguar Land Rover accounted for
88 percent of the company's total automotive rev-
enues in fiscal 2014 and 89 percent of its income
John E. Gamble
Texas A&MUniversity-Corpus Christi
before other income, finance cost, tax, and excep-
tional items in fiscal 2014. Tata Motors' manage-
ment would be forced to evaluate its strategy for its
Tata passenger cars, Tata commercial vehicles, and
Jaguar Land Rover division if it was to compete
successfully with the world's leading automobile
producers.
THE HISTORY OF
TATA MOTORS
Tata MOlars was a division of the Tata Group, which
was India's largest corporation, owning more than
90 companies spanning seven business sectors
(chemicals, information technology and communi-
cations, consumer products, engineering, materials,
services, and energy). In 2012, the corporation had
operations in over 80 countries, and it had gross rev-
enues of $83.5 billion in 2011. The company's gross
revenues dipped to $96.8 million in fiscal 2013,
after having reached $100 million in 2012. Nearly
60 percent of the Tata Group's revenues were gener-
ated outside India. The Tara Group was a powerful
symbol of India's emergence as a world economic
powerand was India's largest private-sector emplo-
yer, WIth over 425,000 employees. A financial sum-
mary for theTaraGroup for fiscal 20 I0 through fiscal
2013 IS presented in Exhibit I.
COh ...
INTERSHIP DISCUSSION- Using image, You should recognize designated.docxnormanibarber20063
INTERSHIP DISCUSSION- Using image, You should recognize designated tasks that are being completed on this internship and many of those tasks can be viewed as knowledge acquired (day-to-day responsibilities).
Share 1-2 skills you have developed that are directly applicable to this career goal.
-.....:......:..-
188 International Business Strategy
CASE 18
Tata Motors in 2014: Its Multibrand
Approach to Competing in the
Global Automobile Industry
David L. Turnipseed
University of South Alabama
Tata Motors, Ltd.• was India's leading automo-biIe manufacturer by revenue and the number-three passenger-vehicle brand in India in 2012.
However, in 2013 and 2014, the company's name-
sake brand slid into a decline, hath domestically and
internationally, with the company eventually losing
its number-three rank in automobile sales in India
to Honda. Also, the company's sales of commercial
vehicles declined in 2013 and 2014, causing the
company to drop from fourth-largest seller of com-
mercial vehicles to fifth.
Some of the company's poor performance could
be attributed to poor macro-economic conditions
in India, increasing competition, and a variety of
other external factors such as the possible elimina-
tion of diesel subsidies by the Indian government.
However, much of the company's poor performance
was a result of a flawed strategy and poor execution.
For example, it was imperative that the company's
managers consider how to expand the market for
its low-priced Nano, which had required substantial
investment during its development and had fallen
far short of sales expectations. Plus, the company's
entire strategy for its Tara-branded vehicles seemed
to be in disarray.
However, the company's Jaguar Land Rover divi-
sion was achieving great success, with a 23 percent
year-over-year increase in revenues and a 55 percent
year-aver-year increase in profit after tax in fis-
cal 2014. In fact, Jaguar Land Rover accounted for
88 percent of the company's total automotive rev-
enues in fiscal 2014 and 89 percent of its income
John E. Gamble
Texas A&MUniversity-Corpus Christi
before other income, finance cost, tax, and excep-
tional items in fiscal 2014. Tata Motors' manage-
ment would be forced to evaluate its strategy for its
Tata passenger cars, Tata commercial vehicles, and
Jaguar Land Rover division if it was to compete
successfully with the world's leading automobile
producers.
THE HISTORY OF
TATA MOTORS
Tata MOlars was a division of the Tata Group, which
was India's largest corporation, owning more than
90 companies spanning seven business sectors
(chemicals, information technology and communi-
cations, consumer products, engineering, materials,
services, and energy). In 2012, the corporation had
operations in over 80 countries, and it had gross rev-
enues of $83.5 billion in 2011. The company's gross
revenues dipped to $96.8 million in fiscal 2013,
after having reached $100 million in 2012. Nearly
60 percent of the Tata Group's revenues w.
Tata Motors is India's largest automobile manufacturer that has grown significantly in international markets. It has undertaken various strategies over the years through acquisitions, joint ventures, and R&D. Recently, it has lost momentum due to increased competition. Tata Motors is undergoing a transformation of its product lines, marketing strategy, and focus on customer satisfaction to regain market share. It has restructured through new product launches, improved quality, expanded distribution networks, and investments in branding. If successful, Tata Motors will emerge as a leading global automotive company.
Tata Motors is India's largest automotive company that was founded in 1945 as a locomotive manufacturing company called Tata Engineering & Locomotive Company (TELCO). It is now headed by Ratan Tata and has numerous manufacturing plants in India and overseas. The document outlines Tata Motors' history, products, milestones, plants, financial performance, and concludes that Tata Motors has grown into a global leader through innovation and fair business practices under its parent company Tata Group.
Tata Motors Limited is an Indian multinational manufacturing company headquartered in Mumbai, Maharashtra, India. It is the largest manufacturer of commercial vehicles in India and among the top four manufacturers of commercial vehicles in the world. Some key points:
- Founded in 1945 by Jamshedji Tata as a locomotive manufacturer. Currently headed by Ratan Tata.
- Manufactures a variety of commercial and passenger vehicles. Has global operations and over 24,000 employees worldwide.
- Known for vehicles like the Tata Ace, Tata Indica, and the Tata Nano - one of the most affordable cars globally. Also manufactures buses and defense vehicles.
- Pursues joint vent
International business and its aspects of tata Upasana Sethi
This presentation is about the International Businesses of TATA, businesses covered, and the countries in which they are working, their revenue, and problems faced by them and how did they overcome those problems. Their international business strategy, pricing strategy and the pros and the cons for the same is also discussed along with the mile stones achieved by them.
SWOT ANALYSIS OF TATA & TOYOTA by Aakash TiwariAAKASH TIWARI
Tata Motors and Toyota Motor Corporation are analyzed and compared. Both companies have strengths like large market share and reputation, but Tata Motors relies on older platforms and has lower returns than Toyota. Opportunities exist for expanding into new markets and developing electric vehicles. Threats include increased competition and rising costs. Overall, Toyota has a larger global presence and market share, while Tata Motors leads in India but lags in technology and luxury segments.
The document provides information about performance appraisal at Tata Motors. It first discusses Tata Motors, including its history, operations, and products. It then discusses performance appraisal in general terms. Finally, it describes research conducted to evaluate Tata Motors' performance appraisal process, including findings, conclusions, and suggestions.
Tata Motors is India's largest automobile company with consolidated annual revenue of over $34 billion. It has a presence in key automotive segments like passenger cars, commercial vehicles, and defense vehicles. Some of its popular models include the Indica, Safari, Ace, and Nano. Tata aims to improve quality of life through leadership in sectors of national importance. It has a global footprint with operations in over 30 countries through subsidiaries and joint ventures like Jaguar Land Rover. Tata is committed to innovation, customer satisfaction, and environmental sustainability.
The automotive industry in India is one of the largest in the world and is growing rapidly. India has become one of the top passenger and commercial vehicle producers. Two-wheelers have the largest market share followed by passenger cars. Key players in the industry include Maruti Suzuki, Hyundai, Tata Motors, and Mahindra & Mahindra. The industry employs over 13 million people and has an annual turnover of over $35 billion.
Daewoo cielo’s decline in india from 1990 to 2013Namit Sahai
Daewoo was once one of the largest conglomerates in South Korea, founding in 1967 and diversifying into many industries including automotive. It expanded globally but faced financial troubles in the late 1990s due to overexpansion and debt. In India, Daewoo entered in 1995 but struggled due to poor market research, changing strategies, and not adapting globally successful tactics to the local market. While its cars were advanced, issues with fuel efficiency and inconsistent promotional tactics confused customers. Daewoo filed for bankruptcy in 1999 and its automotive division was acquired by General Motors.
Tata Motors is an Indian automotive manufacturing company and subsidiary of the Tata Group. It produces passenger cars, trucks, buses and defense vehicles. Tata Motors has a presence in over 80 countries with manufacturing facilities in India, UK, Thailand and South Africa. It is ranked as the 18th largest motor vehicle manufacturer in the world. The document provides an overview of Tata Motors, including its history, brands, market share and analysis of social, technical, economic, political and demographic factors affecting the company. It also discusses Tata Motors' value proposition and competitive advantage through its reliable service network and extensive distribution channels.
Tata Motors is India's largest automobile company headquartered in Mumbai. It is the leader in commercial vehicles in India and among the top three in passenger vehicles. The company began as part of the Tata Group, which was founded in 1868. Tata Motors entered the commercial vehicle segment in 1954 through a partnership with Daimler-Benz and the passenger vehicle segment in 1991. It has manufacturing facilities across India as well as in Thailand, South Korea, South Africa, and the UK. Guenter Butschek is the current CEO of Tata Motors. The company focuses on developing new vehicles for both domestic and international markets through in-house R&D and its acquisition of Jaguar Land Rover.
Tata Motors is an Indian automotive manufacturing company that was established in 1945. It operates commercial and passenger vehicles, including the Nano, which was the world's cheapest car. Tata Motors has expanded globally through acquisitions of Jaguar, Land Rover, and Daewoo Commercial Vehicles. It is part of the large Tata Group conglomerate based in India.
strategic management project on Tata take over JaguarAnjali Modi
Tata Motors acquired Jaguar and Land Rover from Ford in 2008 for $2.3 billion. This was a major acquisition for Tata and India that provided Tata with two iconic British luxury brands. However, there was skepticism about an Indian company owning British luxury brands. Additionally, the global economic slowdown posed challenges for Tata to profitably invest in growing the Jaguar and Land Rover brands.
Tata Motors is an Indian automotive manufacturing company headquartered in Mumbai, India. It was founded in 1945 and is a subsidiary of the Tata Group. Tata Motors manufactures passenger cars, trucks, buses and defense vehicles. It has automotive manufacturing plants in India as well as other countries like the UK. Some of its principal subsidiaries include Jaguar Land Rover, Tata Daewoo, and Tata Hispano. Tata Motors is a publicly traded company listed on the Bombay Stock Exchange and New York Stock Exchange.
This document contains a financial analysis comparing Tata Motors Ltd. and Mahindra and Mahindra Ltd. for the 2013-2014 financial year. It includes background information on both companies, a ratio analysis comparing 20 different financial ratios of the two companies, inferences drawn from the ratios, and conclusions stating that Mahindra and Mahindra Ltd. is performing better financially based on the ratio analysis. Appendices with balance sheet data for Tata Motors Ltd. from 2010-2014 are also included.
This document is a project report submitted by Huma Nazneen to her professor Dr. Amrita Sahu for her M.Com degree. The report is on the quantitative analysis of Tata Motors and includes details about the company such as its founding, brands, products, financial performance and SWOT analysis. It provides an overview of Tata Motors as India's largest automobile company and discusses some of the challenges it faced during COVID-19 including a decline in revenue.
TATA Company
Introduction of TATA Company
TATA GROUP Companies
TATA Foot Print
MIssion Vision Values
History of TATA Company
Marketing Mix of TATA Group
Product Strategy
Pricing Strategy
Place and Distribution Strategy
Promotional and Advertising Strategies
Future Strategy of TATA Company
Tata Group Competitors
TATA Motors in Nepal
Major Challenges of TATA.
Tata Business Excellence Model
Why is Tata group successful ?
Conclusion
Selected References
Thank You
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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buy old yahoo accounts buy yahoo accountsSusan Laney
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A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
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1. INTERNAL RESEARCH ASSIGNMENT
Name of the candidate: RoopsiBhandari
Enrollment no. : 08315903911
Course: MBA-3B
Batch: 2011-13
Subject: ManagementofInternational Business
Subject code: MS-203
Topic of assignment: Acquisition of Daewooby Tata
Subject Teacher’s name:Ms. Deepika Varshney
2. TATA MOTORS
Tata Motors, with revenues of over $ 2.25 billion (FY 2002-03), is the largest company in the
Tata Group, which has a leadership position in engineering, materials, energy, consumer
products, services and communication and information systems. Over 3 million Tata vehicles ply
Indian roads, making the company a dominant force in the Indian automobile industry.
DAEWOO COMMERCIAL VEHICLE COMPANY
Established in 1983 as the Daewoo Motor Company, the business was spun off as Daewoo
Commercial Vehicle Company in 2002.Daewoo Commercial Vehicle Company (DWCV) is
Korea's second largest heavy truck maker with a modern plant in Gunsan that has an annual
production capacity of 20,000 medium and heavy vehicles. Its robust manufacturing and quality
processes that deliver a contemporary product range have enabled DWCV to enjoy a market
share in excess of 25 per cent of the Korean heavy truck segment.
3. Acquisition of DWCV by Tata Motors
In 2004, Tata Motors acquired Daewoo Commercial Vehicle Company of South Korea.
The Tata Daewoo Commercial Vehicle Company (TDCV) is South Korea's second largest
manufacturer of medium and heavy-duty trucks. With the acquisition of TDCV, Tata Motors has
grown to become the world's fifth largest manufacturer of heavy commercial vehicles.
TDCV trucks are distributed locally through Daewoo Motor Sales Company and are exported to
over 60 countries worldwide, including South Africa and China and countries in the Middle East,
Southeast Asia and Eastern Europe.
TDCV has a product portfolio of over 75 types of trucks in the commercial vehicles segment.
Its product range includes flat beds, dumpers, mixers, tractors, arm-roll trucks, refrigeration
trucks and special-purpose trucks.
The company’s headquarters and plant are in Gunsan, South Korea. It has an office in Incheon
and sales offices across the country.
4. Mr. Tata said at the time of acquisition, "This is a historic occasion for Tata Motors and the
Tata Group. I am happy to note that this is the largest acquisition by any Indian company in
Korea and I look forward to increasing the Tata Group's presence in this country. Korea is a
shining example of what can be achieved with diligence and dedication, and I am sure we will
learn a lot from operating in South Korea."
The reasons behind the acquisition were:
Company's global plans to reduce domestic exposure. The domestic commercial vehicle
market is highly cyclical in nature and prone to fluctuations in the domestic economy. Tata
Motors has a high domestic exposure of ~94% in the MHCV segment and ~84% in the light
commercial vehicle (LCV) segment. Since the domestic commercial vehicle sales of the
company are at the mercy of the structural economic factors, it is increasingly looking at the
international markets. The company plans to diversify into various markets across the world
in both MHCV as well as LCV segments.
To expand the product portfolio Tata Motors recently introduced the 25MT GVW Tata
Novus from Daewoo’s (South Korea) (TDCV) platform. Tata plans to leverage on the strong
presence of TDCV in the heavy-tonnage range and introduce products in India at an
appropriate time. This was mainly to cater to the international market and also to cater to the
domestic market where a major improvement in the Road infrastructure was done through
the National Highway Development Project.
Tata Daewoo is the second-largest heavy commercial vehicle manufacturer in South Korea. Tata
Motors has jointly worked with Tata Daewoo to develop trucks such as Novus and World
Truck and buses including GloBus and StarBus.
5. Analysis of TATA Daewoo: An Indian Success Story in Korea
o Daewoo unionists unhappy with the acquisition
Daewoo unionists found out that the new owner is Tata Motors, a company based in
India, which they had considered a lesser developed country. Tata was something they
had never heard about before.
It was a lesser known company for them who was trying to snatch their advanced
technology. They felt that India was inferior than their country in every terms.
There was a wave of disappointment among Daewoo unionists. They argued that it was
better not to sell than to be under a company nobody knows about.
o Impact of Acquisition
After the birth of Tata Daewoo Commercial Vehicle (hereafter Tata Daewoo), the new
company was back on track to roll to victory, calming the jitters of its Korean workers.
Over the four years from 2004, exports jumped about five times to 4,280 units from 874
units, revenues more than doubled to 673.1 billion won from 292.3 billion won and
operating profit grew more than eight times to 59.2 billion won from 7 billion won.
6. Tata Daewoo exports trucks to more than 40 countries including the UAE, Algeria and
South Africa, as well as domestic sales in India. In 2006, it was honored with a
government award to celebrate $100 million in exports of heavy-duty trucks.
In 2008, it achieved a $200 million milestone in exports. Employees grew to 1,281 from
the 806 registered at the start of the new company.
Tata Daewoo is the only one showing a stable and steady growth among the three
business arms that Daewoo Motor Co. sold. GM Daewoo is facing a liquidity crisis after
it posted billions of dollars in losses, and Daewoo Bus is reportedly in management
trouble. Tata Daewoo workers who knew little about the Indian company are grateful for
the acquisition. Loyalty to their company became strong.
o Reasons for overcoming the crisis and succeed in a short period
The key was tripartite cooperation between Tata Motors, new management and
employees.
First, the acquirer Tata Motors has performed operations with a 'humble
attitude.' Tata Motors is one of 82 affiliated companies owned by India's largest
conglomerate. But what made it more famous is not the business size but its
commitment to social responsibility and ethical business, leading to great
respect from the Indian people.
7. Tata Motors acquired the entire equity of Tata Daewoo, but it never behaved as if
it were an occupation force. It appointed a native Korean as CEO and it respected
the Korean business style and corporate culture, while slowly integrating its
strength of trust and ethical management into the whole organization.
For example, Tata Motors presented a mid- and long-term development plan to
Daewoo Commercial Vehicle employees during the acquisition, by promising
more investments in R&D, facilities and plants. That eased some concerns that
it might exit from Korea soon after garnering advanced technologies. Afterwards,
Tata realized most of its plans as promised. Employees showed trust towards
management and had their morale heightened. Its decision to maintain the old
Daewoo brand in Korea and in 10 overseas markets, including Algeria, pleased
the employees.
Attention also should be paid to the company's drive for business excellence
through the Tata Business Excellence Model. It is different from the Western
model that usually focuses only on efficiency. Tata's model is not only about
profit-seeking, but it considers the growth of both the company and the
community. This is well echoed in Tata Daewoo's vision, which is 'To be the
most admired commercial vehicle company of Korea.' It aims to achieve a
parallel growth of customers, shareholders, suppliers, employees and the
community based on ethical business principles. It details a mission for each
stakeholder as follows.
1) Shareholders: To ensure the company's growth and enhance shareholder value
by consistent profitable operation
2) Customers: To achieve customer satisfaction by providing products and
services that exceeds customer expectations
8. 3) Vendors & Channel Partners: To ensure sustainable growth through mutually
beneficial long-term relationships based on trust
4) Employees: To provide an exciting work environment of equal opportunity,
hope and pride by promoting motivation and morale
5) Community: To be an environment-friendly and socially responsible company
The second key success factor is the appointment of excellent
management staff and 'strategic management.' President Chae Kwang-
ok is behind the success of today's Tata Daewoo. He took office as a
court-appointed manager to supervise the company, which was hard hit by
the foreign exchange crisis in the late 1990s in Asia. The trade union, who
wanted job security more than anything else, gave him full support to keep
afloat through a divestiture plan. Mr. Ravi Kant, then managing director
of Tata Motors, who led the acquisition work of Daewoo Commercial
Vehicle, named Mr. Chae as new CEO of Tata Daewoo instead of
appointing an Indian manager.
Chae, known as a leader with charisma, joined the efforts to help Tata
Daewoo get over the crisis. He directed the launch of new models almost
every year and dared to enter the mid-sized truck market. But many were
concerned that entering the mid-sized truck market was imprudent as the
market was then controlled by Hyundai & Kia Motors, Korea's No. 1
automaker. Nevertheless, he continued his push with his own firm belief.
9. Tata Daewoo's 'hidden card' was to produce 'a mid-sized truck like a
large-sized one,' a model as spacious and safe as a large-sized truck, but
with a medium-sized load carrying capacity. This was the outcome of
management innovation to minimize expenses in design and investments.
The new truck model sold like hotcakes. It took only 20 months for Tata
Daewoo to occupy a 35 percent share in the medium-sized truck market.
It was a remarkable event in the history of Korea's truck market that
showed unchanged purchase behaviors tamed by monopoly brands for a
long time. In April 2007, Tata Daewoo became the first automobile
company in Korea that received the ISO/TS 16949 standard
certification, which provided recognition of quality of the brand both at
home and abroad.
Influenced by Tata Group's management philosophy, Tata Daewoo has
also focused on developing environmentally-friendly low-emission
trucks, as it is always keen to resolve environmental and global warming
issues. It started to commercialize conventional low-emission trucks
powered by compressed natural gas (CNG) and also completed the
development of eco-friendly trucks that use clean fuels such as liquefied
natural gas and liquefied petroleum gas.
10. Last but not least, it is the management's trust towards employees and
efforts for mutual prosperity. The trade union of Daewoo Commercial
Vehicle was a die-hard union under the influence of the Korean
Confederation of Trade Unions. Nevertheless, its union members gave full
support to their management with a single goal in mind: to overcome the
crisis. They showed trust in Tata Motors even though they were unfamiliar
with the company. Of course, it was the result coming after both
management and union recognized each other and made the best possible
choice.
11. VIPER REPORT
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Report for 'MIB ASSGMNT.docx'
Overall content match: 34%
Direct quotes: 0% of which 0% found online.
Actual content match minus quotes: 34%
INTERNAL RESEARCH ASSIGNMENT Name of the candidate: Roopsi Bhandari
Enrollment no. : 08315903911 Course: MBA-3B Batch: 2011-13 Subject:
Management of International Business Subject code: MS-203 Topic of assignment:
Acquisition of Daewoo by Tata Subject Teacher’s name: Ms. Deepika Varshney
TATA MOTORS Tata Motors, with revenues of over $ 2.25 billion (FY 2002-03), is
the largest company in the Tata Group, which has a leadership position in
engineering, materials, energy, consumer products, services and communication and
information systems. Over 3 million Tata vehicles ply Indian roads, making the
company a dominant force in the Indian automobile industry. DAEWOO
COMMERCIAL VEHICLE COMPANY Established in 1983 as the Daewoo Motor
Company, the business was spun off as Daewoo Commercial Vehicle Company in
2002.Daewoo Commercial Vehicle Company (DWCV) is Korea's second largest
heavy truck maker with a modern plant in Gunsan that has an annual production
capacity of 20,000 medium and heavy vehicles. Its robust manufacturing and quality
12. processes that deliver a contemporary product range have enabled DWCV to enjoy a
market share in excess of 25 per cent of the Korean heavy truck segment. Acquisition
of DWCV by Tata Motors In 2004, Tata Motors acquired Daewoo Commercial
Vehicle Company of South Korea. The Tata Daewoo Commercial Vehicle Company
(TDCV) is South Korea's second largest manufacturer of medium and heavy-duty
trucks. With the acquisition of TDCV, Tata Motors has grown to become the world's
fifth largest manufacturer of heavy commercial vehicles. TDCV trucks are distributed
locally through Daewoo Motor Sales Company and are exported to over 60 countries
worldwide, including South Africa and China and countries in the Middle East,
Southeast Asia and Eastern Europe. TDCV has a product portfolio of over 75 types of
trucks in the commercial vehicles segment. Its product range includes flat beds,
dumpers, mixers, tractors, arm-roll trucks, refrigeration trucks and special-purpose
trucks. The company’s headquarters and plant are in Gunsan, South Korea. It has an
office in Incheon and sales offices across the country. Mr. Tata said at the time of
acquisition, "This is a historic occasion for Tata Motors and the Tata Group. I am
happy to note that this is the largest acquisition by any Indian company in Korea and I
look forward to increasing the Tata Group's presence in this country. Korea is a
shining example of what can be achieved with diligence and dedication, and I am sure
we will learn a lot from operating in South Korea." The reasons behind the acquisition
were: Company's global plans to reduce domestic exposure. The domestic
commercial vehicle market is highly cyclical in nature and prone to fluctuations in the
domestic economy. Tata Motors has a high domestic exposure of ~94% in the MHCV
segment and ~84% in the light commercial vehicle (LCV) segment. Since the
domestic commercial vehicle sales of the company are at the mercy of the structural
economic factors, it is increasingly looking at the international markets. The company
plans to diversify into various markets across the world in both MHCV as well as
LCV segments. To expand the product portfolio Tata Motors recently introduced the
25MT GVW Tata Novus from Daewoo’s (South Korea) (TDCV) platform. Tata plans
to leverage on the strong presence of TDCV in the heavy-tonnage range and introduce
products in India at an appropriate time. This was mainly to cater to the international
market and also to cater to the domestic market where a major improvement in the
Road infrastructure was done through the National Highway Development Project.
Tata Daewoo is the second-largest heavy commercial vehicle manufacturer in South
Korea. Tata Motors has jointly worked with Tata Daewoo to develop trucks such as
Novus and World Truck and buses including GloBus and StarBus. Analysis of TATA
Daewoo: An Indian Success Story in Korea o Daewoo unionists unhappy with the
acquisition Daewoo unionists found out that the new owner is Tata Motors, a
company based in India, which they had considered a lesser developed country. Tata
was something they had never heard about before. It was a lesser known company
for them who was trying to snatch their advanced technology. They felt that India was
inferior than their country in every terms. There was a wave of disappointment
13. among Daewoo unionists. They argued that it was better not to sell than to be under a
company nobody knows about. o Impact of Acquisition Over the four years from
2004, exports jumped about five times to 4,280 units from 874 units, revenues more
thaAfter the birth of Tata Daewoo Commercial Vehicle (hereafter Tata Daewoo),
the new company was back on track to roll to victory, calming the jitters of its Korean
workers. n doubled to 673.1 billion won from 292.3 billion won and operating profit
grew more than eight times to 59.2 billion won from 7 billion won. Tata Daewoo
exports trucks to more than 40 countries including the UAE, Algeria and South
Africa, as well as domestic sales in India. In 2006, it was honored with a government
award to celebrate $100 million in exports of heavy-duty trucks. In 2008, it
achieved a $200 million milestone in exports. Employees grew to 1,281 from the 806
registered at the start of the new company. Tata Daewoo is the only one showing a
stable and steady growth among the three business arms that Daewoo Motor Co. sold.
GM Daewoo is facing a liquidity crisis after it posted billions of dollars in losses, and
Daewoo Bus is reportedly in management trouble. Tata Daewoo workers who knew
little about the Indian company are grateful for the acquisition. Loyalty to their
company became strong. o Reasons for overcoming the crisis and succeed in a short
period The key was tripartite cooperation between Tata Motors, new management
and employees. First, the acquirer Tata Motors has performed operations with a
'humble attitude.' Tata Motors is one of 82 affiliated companies owned by India's
largest conglomerate. But what made it more famous is not the business size but its
commitment to social responsibility and ethical business, leading to great respect from
the Indian people. Tata Motors acquired the entire equity of Tata Daewoo, but it
never behaved as if it were an occupation force. It appointed a native Korean as CEO
and it respected the Korean business style and corporate culture, while slowly
integrating its strength of trust and ethical management into the whole organization.
For example, Tata Motors presented a mid- and long-term development plan to
Daewoo Commercial Vehicle employees during the acquisition, by promising more
investments in R&D, facilities and plants. That eased some concerns that it might
exit from Korea soon after garnering advanced technologies. Afterwards, Tata
realized most of its plans as promised. Employees showed trust towards management
and had their morale heightened. Its decision to maintain the old Daewoo brand in
Korea and in 10 overseas markets, including Algeria, pleased the employees.
Attention also should be paid to the company's drive for business excellence through
the Tata Business Excellence Model. It is different from the Western model that
usually focuses only on efficiency. Tata's model is not only about profit-seeking, but it
considers the growth of both the company and the community. This is well echoed in
Tata Daewoo's vision, which is 'To be the most admired commercial vehicle company
of Korea.' It aims to achieve a parallel growth of customers, shareholders, suppliers,
employees and the community based on ethical business principles. It details a
mission for each stakeholder as follows. 1) Shareholders: To ensure the company's
14. growth and enhance shareholder value by consistent profitable operation 2)
Customers: To achieve customer satisfaction by providing products and services that
exceeds customer expectations 3) Vendors & Channel Partners: To ensure
sustainable growth through mutually beneficial long-term relationships based on trust
4) Employees: To provide an exciting work environment of equal opportunity, hope
and pride by promoting motivation and morale 5) Community: To be an environment-
friendly and socially responsible company The second key success factor is the
appointment of excellent management staff and 'strategic management.' President
Chae Kwang-ok is behind the success of today's Tata Daewoo. He took office as a
court-appointed manager to supervise the company, which was hard hit by the foreign
exchange crisis in the late 1990s in Asia. The trade union, who wanted job security
more than anything else, gave him full support to keep afloat through a divestiture
plan. Mr. Ravi Kant, then managing director of Tata Motors, who led the acquisition
work of Daewoo Commercial Vehicle, named Mr. Chae as new CEO of Tata Daewoo
instead of appointing an Indian manager. Chae, known as a leader with charisma,
joined the efforts to help Tata Daewoo get over the crisis. He directed the launch of
new models almost every year and dared to enter the mid-sized truck market. But
many were concerned that entering the mid-sized truck market was imprudent as the
market was then controlled by Hyundai & Kia Motors, Korea's No. 1 automaker.
Nevertheless, he continued his push with his own firm belief. Tata Daewoo's
'hidden card' was to produce 'a mid-sized truck like a large-sized one,' a model as
spacious and safe as a large-sized truck, but with a medium-sized load carrying
capacity. This was the outcome of management innovation to minimize expenses in
design and investments. The new truck model sold like hotcakes. It took only 20
months for Tata Daewoo to occupy a 35 percent share in the medium-sized truck
market. It was a remarkable event in the history of Korea's truck market that showed
unchanged purchase behaviors tamed by monopoly brands for a long time. In April
2007, Tata Daewoo became the first automobile company in Korea that received the
ISO/TS 16949 standard certification, which provided recognition of quality of the
brand both at home and abroad. Influenced by Tata Group's management
philosophy, Tata Daewoo has also focused on developing environmentally-friendly
low-emission trucks, as it is always keen to resolve environmental and global
warming issues. It started to commercialize conventional low-emission trucks
powered by compressed natural gas (CNG) and also completed the development of
eco-friendly trucks that use clean fuels such as liquefied natural gas and liquefied
petroleum gas. Last but not least, it is the management's trust towards employees and
efforts for mutual prosperity. The trade union of Daewoo Commercial Vehicle was a
die-hard union under the influence of the Korean Confederation of Trade Unions.
Nevertheless, its union members gave full support to their management with a single
goal in mind: to overcome the crisis. They showed trust in Tata Motors even though
they were unfamiliar with the company. Of course, it was the result coming after both
15. management and union recognized each other and made the best possible choice.
Whilst sentiment consumer is the US is …
Students Paper:
… US is to a three-year low, intensifying fears of a double-dip recession, doubts v …
http://www.thestitchtimes.com/cover-stories.html
… is down to a three-year low, intensifying fears of a double-dip recession, few
doubts …
… , doubts v few linger …
Students Paper:
… few linger about the Eurozone's sovereign debt issues. World Bank chief Robert
Zoellick is more about the Eurozone crisis worried than Standard & Poor's US …
http://www.thestitchtimes.com/cover-stories.html
… severity of Eurozone's sovereign debt issues. World Bank Chief Robert Zoellick is
more worried about the Eurozone crisis than the Standard and Poor …
… & Poor's US downgrade.
In India, point of view from them is …
Students Paper:
… them is of bilateral trade, Europe's problems are more significant than those of the
US. Indo-Europe trade stands at …
http://www.thestitchtimes.com/cover-stories.html
… of view of bilateral trade, Europe's problems are more significant than those of the
US. Indo-Europe trade today stands …
… stands at $68 …
Students Paper:
… at $68 billion, making it India's largest trading partner globally. From industry …
http://www.thestitchtimes.com/cover-stories.html
… at $ 67 billion, making it India largest trading partner globally. The industrial …
16. … . From industry's viewpoint, some of India's largest corporations have considerable
exposure to Europe.ÿTata Steelÿgot 56% of its revenues of Rs 1,18,755 crore in 2010-
11 from the EU and the UK.
Tata Steel became the continent's second largest steelmaker after it acquired British
steel giant Corus four and a half years ago. Rechristened Tata Steel Europe, the
company's biggest steelmaking operations are in the Netherlands and in the UK. Two
other Tata companies,ÿTata Motorsÿand TCS, earned over $8 billion in revenues from
Europe last fiscal year.
For Tata Motors, which had acquired Jaguar Land Rover three years ago, Europe
accounted for $6.35 billion, or 23.48%, of its revenues, in 2010-11. TCS earned more
than a fourth of its revenues from Europe. Other big companies with a high degree of
dependence on Europe include Suzlon Energy (43.69% of revenues last year came
from that region), Tech Mahindra (50.53%), Dr Reddy's Labs
(36.62%),ÿWiproÿ(21.93%) and Infosys (21.55%).
.ÿ . more forthcoming and have a differentz …
Students Paper:
… a differentz take on the subject. They feel India weathered the 2008 crisis well,
but theng and …
http://www.thestitchtimes.com/cover-stories.html
… a different take on the subject. They feel India weathered the 2008 crisis well,
but there are …
… theng and have a different re …
Students Paper:
… different re are fears that this time round, the country is alone a …
http://www.thestitchtimes.com/cover-stories.html
… but there are fears that this time round, the country is not even …
… alone a full-blown …
Students Paper:
… full-blown In so far as the downside risks are concerned, other analysts have
been debt not …
http://www.thestitchtimes.com/cover-stories.html
17. … it added. In so far as the downside risks are concerned, other analysts have
been more forthcoming …
… debt not even default in Europe …
Students Paper:
… in Europe ready for a crisis of much lesser magnitude, let or a …
http://www.thestitchtimes.com/cover-stories.html
… not even ready for a crisis of much lesser magnitude, let alone a …
… …
Students Paper:
… magnitude, let or a possible US recession. Weak finances, persistently high
inflation and policy inertia have considerably. A expected a domestic meltdown is
weakened the Government's position today. "This time our basics are weaknd our …
http://www.thestitchtimes.com/cover-stories.html
… in Europe or a possible US recession. Weak finances, persistently high inflation
and policy inertia have considerably weakened the Government's position today. "This
time our basics are weak. A domestic meltdown is expected and our resilience won't
…
… weaknd …
Students Paper:
… are weaknd our resilience won't be as much as last time," said Nisha Taneja,
Professor of Economics at ICRIER. are Growth down estimates to 7.2% in the current
year, not far from 6.8% the country managed in crisis-ridden 2008-09, and every other
indicator is pointing downwards. with that contrast 9.3% growth on the eve of the
crisis when India could do no wrong. "This time we may be on weaker foundations,"
admitted Kaushik Basu Chief Economic Advisor to Washington Post. Just before the
crisis in 2008, the repo rate, the key rate in the economy, was 9%, which was cut
quickly to stimulate demand and investments.ÿ
Impact …
http://www.thestitchtimes.com/cover-stories.html
… is expected and our resilience won't be as much as last time," said Nisha Taneja,
Professor of Economics at ICRIER. Growth estimates are down to 7.2% in the current
18. year, not far from 6.8% the country managed in crisis-ridden 2008-09, and every other
indicator is pointing downwards. Contrast that with 9.3% growth on the eve of the
crisis when India could do no wrong. "This time we may be on weaker foundations,"
admitted Chief Economic Advisor Kaushik Basu to Washington Post. Just before the
crisis in 2008, the repo rate, the key rate in the economy, was 9%, which was cut
quickly to stimulate demand and investments. Impact …
… investments.ÿ
…
Students Paper:
… and investments.ÿ
Model. It is different from the Western model that usually focuses only on efficiency.
Tata's model is not only about profit-seeking, but it considers the growth of both the
company and the community. This is well echoed in Tata Daewoo's vision, which is
'To be the most admired commercial vehicle company of Korea.' It aims to achieve a
parallel growth of customers, shareholders, suppliers, employees and the community
based on ethical business principles. It details a mission for each stakeholder as
follows. 1) Shareholders: To ensure the company's growth and enhance shareholder
value by consistent profitable operation 2) Customers: To achieve customer
satisfaction by providing products and services that exceeds customer expectations 3)
Vendors & Channel Partners: To ensure sustainable growth through mutually
beneficial long-term relationships based on trust 4) Employees: To provide an
exciting work environment of equal opportunity, hope and pride by promoting
motivation and morale 5) Community: To be an environment-friendly and socially
responsible company The second key success factor is the appointment of excellent
management staff and 'strategic management.' President Chae Kwang-ok is behind the
success of today's Tata Daewoo. He took office as a court-appointed manager to
supervise the company, which was hard hit by the foreign exchange crisis in the late
1990s in Asia. The trade union, who wanted job security more than anything else,
gave him full support to keep afloat through a divestiture plan. Mr. Ravi Kant, then
managing director of Tata Motors, who led the acquisition work of Daewoo
Commercial Vehicle, named Mr. Chae as new CEO of Tata Daewoo instead of
appointing an Indian manager. Chae, known as a leader with charisma, joined the
efforts to help Tata Daewoo get over the crisis. He directed the launch of new models
almost every year and dared to enter the mid-sized truck market. But many were
concerned that entering the mid-sized truck market was imprudent as the market was
then controlled by Hyundai & Kia Motors, Korea's No. 1 automaker. Nevertheless,
he continued his push with his own firm belief. Tata Daewoo's 'hidden card' was to
produce 'a mid-sized truck like a large-sized one,' a model as spacious and safe as a
19. large-sized truck, but with a medium-sized load carrying capacity. This was the
outcome of management innovation to minimize expenses in design and investments.
The new truck model sold like hotcakes. It took only 20 months for Tata Daewoo to
occupy a 35 percent share in the medium-sized truck market. It was a remarkable
event in the history of Korea's truck market that showed unchanged purchase
behaviors tamed by monopoly brands for a long time. In April 2007, Tata Daewoo
became the first automobile company in Korea that received the ISO/TS 16949
standard certification, which provided recognition of quality of the brand both at
home and abroad. Influenced by Tata Group's management philosophy, Tata
Daewoo has also focused on developing environmentally-friendly low-emission
trucks, as it is always keen to resolve environmental and global warming issues. It
started to commercialize conventional low-emission trucks powered by compressed
natural gas (CNG) and also completed the development of eco-friendly trucks that use
clean fuels such as liquefied natural gas and liquefied petroleum gas. Last but not
least, it is the management's trust towards employees and efforts for mutual
prosperity. The trade union of Daewoo Commercial Vehicle was a die-hard union
under the influence of the Korean Confederation of Trade Unions. Nevertheless, its
union members gave full support to their management with a single goal in mind: to
overcome the crisis. They showed trust in Tata Motors even though they were
unfamiliar with the company. Of course, it was the result coming after both
management and union recognized each other and made the best possible choice.
Whilst sentiment consumer is the US is … Impact on Indian exports
Acknowledgedly, both the US and the EU have been most important export
destinations for Indian exports, particularly the garment exports with both the
destinations traditionally accounting for some 66% of our total exports. The state of
their economies is indeed of paramount importance to us. Unfortunately, both of them
have not been fairing well.
Asian economists …
http://www.thestitchtimes.com/cover-stories.html
… and investments. Model. It is different from the Western model that usually
focuses only on efficiency. Tata's model is not only about profit-seeking, but it
considers the growth of both the company and the community. This is well echoed in
Tata Daewoo's vision, which is 'To be the most admired commercial vehicle company
of Korea.' It aims to achieve a parallel growth of customers, shareholders, suppliers,
employees and the community based on ethical business principles. It details a
mission for each stakeholder as follows. 1) Shareholders: To ensure the company's
growth and enhance shareholder value by consistent profitable operation 2)
Customers: To achieve customer satisfaction by providing products and services that
exceeds customer expectations 3) Vendors & Channel Partners: To ensure
sustainable growth through mutually beneficial long-term relationships based on trust
20. 4) Employees: To provide an exciting work environment of equal opportunity, hope
and pride by promoting motivation and morale 5) Community: To be an environment-
friendly and socially responsible company The second key success factor is the
appointment of excellent management staff and 'strategic management.' President
Chae Kwang-ok is behind the success of today's Tata Daewoo. He took office as a
court-appointed manager to supervise the company, which was hard hit by the foreign
exchange crisis in the late 1990s in Asia. The trade union, who wanted job security
more than anything else, gave him full support to keep afloat through a divestiture
plan. Mr. Ravi Kant, then managing director of Tata Motors, who led the acquisition
work of Daewoo Commercial Vehicle, named Mr. Chae as new CEO of Tata Daewoo
instead of appointing an Indian manager. Chae, known as a leader with charisma,
joined the efforts to help Tata Daewoo get over the crisis. He directed the launch of
new models almost every year and dared to enter the mid-sized truck market. But
many were concerned that entering the mid-sized truck market was imprudent as the
market was then controlled by Hyundai & Kia Motors, Korea's No. 1 automaker.
Nevertheless, he continued his push with his own firm belief. Tata Daewoo's
'hidden card' was to produce 'a mid-sized truck like a large-sized one,' a model as
spacious and safe as a large-sized truck, but with a medium-sized load carrying
capacity. This was the outcome of management innovation to minimize expenses in
design and investments. The new truck model sold like hotcakes. It took only 20
months for Tata Daewoo to occupy a 35 percent share in the medium-sized truck
market. It was a remarkable event in the history of Korea's truck market that showed
unchanged purchase behaviors tamed by monopoly brands for a long time. In April
2007, Tata Daewoo became the first automobile company in Korea that received the
ISO/TS 16949 standard certification, which provided recognition of quality of the
brand both at home and abroad. Influenced by Tata Group's management
philosophy, Tata Daewo o has also focused on developing environmentally-friendly
low-emission trucks, as it is always keen to resolve environmental and global
warming issues. It started to commercialize conventional low-emission trucks
powered by compressed natural gas (CNG) and also completed the development of
eco-friendly trucks that use clean fuels such as liquefied natural gas and liquefied
petroleum gas. Last but not least, it is the management's trust towards employees and
efforts for mutual prosperity. The trade union of Daewoo Commercial Vehicle was a
die-hard union under the influence of the Korean Confederation of Trade Unions.
Nevertheless, its union members gave full support to their management with a single
goal in mind: to overcome the crisis. They showed trust in Tata Motors even though
they were unfamiliar with the company. Of course, it was the result coming after both
management and union recognized each other and made the best possible choice.
Whilst sentiment consumer is the US is …Impact on Indian exports Acknowledgedly,
both the US and the EU have been most important export destinations for Indian
exports, particularly the garment exports with both the destinations traditionally
21. accounting for some 66% of our total exports. The state of their economies is indeed
of paramount importance to us. Unfortunately, both of them have not been fairing
well. The US market In …
… .
…
Students Paper:
… fairing well.
Asian economists are shrugging off for now the global market turmoil sparked by
U.S. and European sovereign debt problems, saying that domestic demand in the
region will hold up and help offset lower exports even if Western economies slip back
into recession. Many economists had already trimmed their 2011 and 2012 growth
forecasts for China, India and some other Asian economies in a Reuters poll in late
July before the U.S. credit rating was downgraded, reckoning that policy tightening to
tackle inflation made a slowdown in growth seem inevitable. However, Asian states
are likely to retain their US Treasury holdings for now and European governments
expressed confidence in the world's largest economy after Standard & Poor's cut the
US's sovereign credit rating to AA+. Russia said the one-step cut "can be ignored" and
France joined the US in questioning S&P's reasoning. South Korea affirmed its "faith"
in Treasuries after an emergency meeting of officials near Seoul
http://www.thestitchtimes.com/cover-stories.html
… World Reacts
Asian economists are shrugging off for now the global market turmoil sparked by
U.S. and European sovereign debt problems, saying that domestic demand in the
region will hold up and help offset lower exports even if Western economies slip back
into recession. Many economists had already trimmed their 2011 and 2012 growth
forecasts for China, India and some other Asian economies in a Reuters poll in late
July before the U.S. credit rating was downgraded, reckoning that policy tightening to
tackle inflation made a slowdown in growth seem inevitable. However, Asian states
are likely to retain their US Treasury holdings for now and European governments
expressed confidence in the world's largest economy after Standard & Poor's cut the
US's sovereign credit rating to AA+. Russia said the one-step cut "can be ignored" and
France joined the US in questioning S&P's reasoning. South Korea affirmed its "faith"
in Treasuries after an emergency meeting of officials near Seoul. China critical of …
… .
List of plagiarised documents
22. 34% http://www.thestitchtimes.com/cover-stories.html
Master document text
Model. It is different from the Western model that usually focuses only on efficiency.
Tata's model is not only about profit-seeking, but it considers the growth of both the
company and the community. This is well echoed in Tata Daewoo's vision, which is
'To be the most admired commercial vehicle company of Korea.' It aims to achieve a
parallel growth of customers, shareholders, suppliers, employees and the community
based on ethical business principles. It details a mission for each stakeholder as
follows. 1) Shareholders: To ensure the company's growth and enhance shareholder
value by consistent profitable operation 2) Customers: To achieve customer
satisfaction by providing products and services that exceeds customer expectations 3)
Vendors & Channel Partners: To ensure sustainable growth through mutually
beneficial long-term relationships based on trust 4) Employees: To provide an
exciting work environment of equal opportunity, hope and pride by promoting
motivation and morale 5) Community: To be an environment-friendly and socially
responsible company The second key success factor is the appointment of excellent
management staff and 'strategic management.' President Chae Kwang-ok is behind the
success of today's Tata Daewoo. He took office as a court-appointed manager to
supervise the company, which was hard hit by the foreign exchange crisis in the late
1990s in Asia. The trade union, who wanted job security more than anything else,
gave him full support to keep afloat through a divestiture plan. Mr. Ravi Kant, then
managing director of Tata Motors, who led the acquisition work of Daewoo
Commercial Vehicle, named Mr. Chae as new CEO of Tata Daewoo instead of
appointing an Indian manager. Chae, known as a leader with charisma, joined the
efforts to help Tata Daewoo get over the crisis. He directed the launch of new models
almost every year and dared to enter the mid-sized truck market. But many were
concerned that entering the mid-sized truck market was imprudent as the market was
then controlled by Hyundai & Kia Motors, Korea's No. 1 automaker. Nevertheless,
he continued his push with his own firm belief. Tata Daewoo's 'hidden card' was to
produce 'a mid-sized truck like a large-sized one,' a model as spacious and safe as a
large-sized truck, but with a medium-sized load carrying capacity. This was the
outcome of management innovation to minimize expenses in design and investments.
The new truck model sold like hotcakes. It took only 20 months for Tata Daewoo to
occupy a 35 percent share in the medium-sized truck market. It was a remarkable
23. event in the history of Korea's truck market that showed unchanged purchase
behaviors tamed by monopoly brands for a long time. In April 2007, Tata Daewoo
became the first automobile company in Korea that received the ISO/TS 16949
standard certification, which provided recognition of quality of the brand both at
home and abroad. Influenced by Tata Group's management philosophy, Tata Daewoo
has also focused on developing environmentally-friendly low-emission trucks, as it is
always keen to resolve environmental and global warming issues. It started to
commercialize conventional low-emission trucks powered by compressed natural gas
(CNG) and also completed the development of eco-friendly trucks that use clean
fuels such as liquefied natural gas and liquefied petroleum gas. Last but not least, it is
the management's trust towards employees and efforts for mutual prosperity. The
trade union of Daewoo Commercial Vehicle was a die-hard union under the influence
of the Korean Confederation of Trade Unions. Nevertheless, its union members gave
full support to their management with a single goal in mind: to overcome the crisis.
They showed trust in Tata Motors even though they were unfamiliar with the
company. Of course, it was the result coming after both management and union
recognized each other and made the best possible choice. Whilst sentiment consumer
is the US is … Impact on Indian exports
Acknowledgedly, both the US and the EU have been most important export
destinations for Indian exports, particularly the garment exports with both the
destinations traditionally accounting for some 66% of our total exports. The state of
their economies is indeed of paramount importance to us. Unfortunately, both of them
have not been fairing well.
Asian economists are shrugging off for now the global market turmoil sparked by
U.S. and European sovereign debt problems, saying that domestic demand in the
region will hold up and help offset lower exports even if Western economies slip back
into recession. Many economists had already trimmed their 2011 and 2012 growth
forecasts for China, India and some other Asian economies in a Reuters poll in late
July before the U.S. credit rating was downgraded, reckoning that policy tightening to
tackle inflation made a slowdown in growth seem inevitable. However, Asian states
are likely to retain their US Treasury holdings for now and European governments
expressed confidence in the world's largest economy after Standard & Poor's cut the
US's sovereign credit rating to AA+. Russia said the one-step cut "can be ignored" and
France joined the US in questioning S&P's reasoning. South Korea affirmed its "faith"
in Treasuries after an emergency meeting of officials near Seoul.