This document discusses the different levels of strategy employed by Tata Group, including corporate, business, and functional strategies. It provides examples of Tata's growth, acquisition, joint venture, turnaround, divestment, differentiation, value innovation, R&D, operations, and sustainability strategies. Key strategies mentioned include Tata's alliance with NTT DoCoMo, acquisition of Corus and other companies, joint ventures with Starbucks and others, transforming Tata Power Delhi Distribution, and investing over 12,500 crore annually in R&D.

2. LEVELS OF STRATEGY

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

5. BCG MATRIX OF TATA
GROUP

6. SUCCESSION PLANNING
STRATEGY

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

8. ACQUISITION‟S
Tata company Acquired company Country Stake acquired
January Tata BT Group's (BT) Mosaic business UK 100 per cent
2011 Communications
August
Tata Chemicals EPM Mining Ventures Canada 30.6 per cent
2011
December Tata Chemicals British Salt UK 100 per cent (wholly-owned)
2010
January Tata Neotel South Africa 30 per cent
2009 Communications
March Tata Global Grand Russia 33.2 per cent
2009 Beverages
June Tata China Enterprise China 50 per cent equity interest
2008 Communications Communications Limited (CEC)
August Voltas Rohini Industrial Electricals India 51 per cent
2008
January Tata Steel Corus UK 100 per cent
2007

9. JOINT VENTURE
•Tata & Fait since 2006
•Tata & Starbucks 50/50 JV
Starbucks Coffee “A Tata
Alliance”.
•Tata Motors (SA)
Tata Motors' joint venture with
Tata Africa Holdings, has an
assembly plant in the Gauteng
province of SA.
•Tata Automobile Corporation
SA
Tata Africa Holdings through a
joint venture between Accordian
Investments and the Imperial

10. TURNAROUND STRATEGY
 Tata Power Delhi Distribution by winning hearts and
changing mindsets, and through technology and
commercial savvy
 transformed a loss-making government entity into an
efficient and profitable operation that has become a
benchmark for public-private partnerships

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

12. BUSINESS LEVEL STRATEGY
 Tata nano, the cheapest car in the
world
 Swach, the cheapest water filter from
Tata Chemicals. less than Rs 1000.
 Tata Motors launched the Ace truck in
May 2005 for just above Rs 200,000.

13. PRODUCT DIFFERENTIATION
STRATEGY
 Tata Motors new
launches like Aria
and the new 2011
Safari to regain its
lost market share.
 Tata is looking at
doubling SUV
annual volumes to
over 70,000 units
in the next 12-18
months, including
exports.
 Tata Motors is set
to offer utility
vehicles at
every price point
right from Rs. 6.5
lakh to Rs. 15

14. BLUE OCEAN STRATEGY
Red Ocean Blue Ocean
Compete in the existing market Create unconsolidated market
place space
Beat the competition Make the competition irrelevant
Exploit existing demand Create and capture new demand
Make the value cost trade off Break the value-cost trade off
Strategic choice of differentiation or Strategic choice of Differentiation
low cost and Low Cost

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

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

17. OPERATION‟S STRATEGY
 Jaguar Land Rover has re-hauled its supply
chain to secure cost savings as well as a
sustainability equation that gives the company
a green edge
 A re-designing of process equipment at Tata
Chemicals' Haldia plant that cut process
downtime by 40%.

18. SUSTAINABILITY STRATEGY
 Corporate Sustainability
(CS) is integral to value-
creation in our businesses
through the enhancement
of human, natural and social
capital complementing their
economic and financial
growth in order to give the
enterprise an enduring
future and also help create
and serve a larger
purpose, at all times.
 It facilitates accountability
to all stakeholders as a
systemic practice.

19. “SUSTAINABILITY IN MOTION”
 The two main sustainable strategies at
Tata Motors:
 Pollution Prevention (P2)
 Resource Recovery (R2)

20. P2 STRATEGIES
 P2 or pollution prevention is a proactive strategy
that uses fewer or smarter resources to
begin requiring lesser cleanup at the final
disposal.
 It is done by reducing or eliminating waste at the
source by modifying production
processes, promoting the use of non-toxic or less-
toxic substances, implementing conservation
techniques, and re-using materials rather than
putting them into the waste stream.
 It assumes no waste will occur. It is an effective
„getting more from less‟ strategy.

21.  Reducing packaging material by either using
sustainable packaging (replacing wood with
metal) or reusing existing packaging (recycling
wood).
 The company recycles close to 69 percent of
the wood packaging thus eliminating use of
fresh wood.
 Development of Vendor Park
 The company aims to source 60% of its
components from the park thereby increasing
its resource efficiency and reducing its
emissions due to reduction in logistics and

22. R2 STRATEGIES
 This is a „getting more from the same‟ strategy
where otherwise wasted resources are recovered
by way of proper disposal – recycling or
reconditioning.
 Increasing life of aggregates – ‘Recon’
business
 In 2010-11 a total of 13,788 engines and 8,690
other parts were reconditioned.
 Other resource conservation techniques like
reusing engine oil for multiple testing cycles has
been employed.
 A 200 litre engine oil barrel can now be used to
test 170 engines instead of 85.

23.  Reusing paint sludge and thinner
 Last year, approximately 390 tonnes of hazardous paint
sludge was converted to a low quality paint suitable for floor
painting.
 Tata Motors has also developed a process to convert the
incinerator ash to pavement bricks that can be used in
walkways within the plant.
 This model has been very successful and has significantly
reduced the amount of hazardous incinerated ash sent to
landfills.
 Free Take-back network for Tata Motors’ ELVs (end-
of-life vehicles)
 Under the End-of-Life Vehicle (ELV) regulations in the UK,
Tata Motors has contracted with a national ELV service
provider called Cartakeback.com Ltd. to provide owners of
qualifying Tata vehicles, who wish to dispose of their vehicle
at the end of its life, with access to a network of Authorised

24. Akshay Aggarwal
Deepanshu Chaudhary
Preeti Madan
Gaurav Anand
Abhigyan Bakshi