5. 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.
7. •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
JOINT
VENTURE
8. 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
9. DIVESTMENT
STRATEGY
Tata Oil Mill (TOMCO) was divested and sold to
Hindustan Leversas 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
10. 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.
11. PRODUCT DIFFERENTIATION
STRATEGY
Tata Motorsnew
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 Motorsis set
to offer utility
vehicles at
everypricepoint
right from Rs. 6.5
lakh to Rs. 15
12. BLUE OCEAN STRATEGY
place
Red Ocean
Exploit existing demand
Make the value cost trade off
Strategicchoice of differentiation or
low cost
space
Blue Ocean
Create andcapture new demand
Break the value-cost trade off
Strategicchoice of Differentiation
and Low Cost
Beat the competition
Compete inthe existing market
Make the competition irrelevant
Create unconsolidated market
13. 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
14. 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;
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
High performance rail steel that saved £150,000 over five
years
15. 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%.
16. 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.
18. P2 STRATEGIES
P2 or pollution prevention is a proactive
strategy
that uses fewer or smarter resources to
beginrequiring 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.
19. 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
20. R2 STRATEGIES
This is a „getting more from the same‟
strategy
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
where otherwise wasted resources are
recovered
21. Reusing paint sludge and thinner
FreeTake-back network for Tata Motors’ ELVs (end-
of-life vehicles)
Last year, approximately 390 tonnes of hazardous
paint sludgewas 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.
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
Under the End-of-Life Vehicle (ELV) regulations in
the UK,
