STRATEGIC MANAGEMENT ON TATA

MOTORS

CONTENTS

INTRODUCTION CORPORATE STRATEGY CORPORATE GOVERNANCE SWOT ANALYSIS BCG MATRIX FINANCIAL STRATEGY IT STRATEGY STRONG SUCCESS OF DEALER CONCLUSION

INTRODUCTION

India's largest automobile company

operations in the UK, South Korea, Thailand and Spain

South Korea followed by the acquisition

CORPORATE STRATEGY

The current strategy of the Tata Motors can best be summarized as ‘Disruptive Innovation’

Tata Nano has taken the world with awe.

The strategy and learnings have gone a long way with Tata Motors earning net profit of more than Rs 1000 cr even in a lean FY 2008-09.

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It focused on domestic and international growth through new products and improved sales and service.

cost reduction initiatives

CORP0RATE GOVERNANCE

Tata Motors has fair, ethical and transparent governance practices along with highest standards of professionalism, honesty, integrity and ethical behaviour.

Tata Motors have implemented the Tata Business Excellence model which is a part of Tata code of conduct applicable to all subsidiaries of Tata group.

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. CSR activities of Tata Motors covers major areas like environment, energy and water conservation, health, education and livelihood.

The two main processes that the quality management services employees focus on are business excellence and business ethics.

SWOT ANALYSIS

PEST ANALYSIS

POLTITCAL

ECONOMIC

SOCIAL

TECONOLOGY

BCG MATRIX

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FIANACIAL STRATEGY

Cost cutting and recovery strategies

Tata Motors Finance Ltd (TMFL)

Sustainability and road ahead

Human Resource at Tata motors

Information Technology Strategy

Why SAP? SAP has a clear superiority in the

market. It has a large presence and good support

SAP was the business leader in ERP solutions space.

SAP was able to integrate various functions across geographies yet maintaining real time data updates.

CUSTOMER RELATION MANAGEMENT

REGISTERING STRONG SUCCESS WITH DEALER

Siebel Automotive has transformed Tata Motors into a truly customer-centric organization. Information redundancy and disparity has been reduced and the business processes have been improved. By working upon real-time, centralized customer and vehicle data, the employees and dealers have been empowered immensely.

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CONCLUSION Tata Motors aimed to standardize its customer-facing business

processes companywide through reengineering, thus improving

operational efficiency and effectiveness, building stronger dealer

relationships and a better customer experience. This task involves

working with about 250 dealers and more than 1600 locations staffed

by more than 10,000 salespeople across India. TML has also deployed

a robust technology platform consisting of an innovative dealer

management system to improve the information flow across the

enterprise. This system helps dealers in functions such as inventory

management, credit reporting, calculating commissions etc. Siebel

Automotive CRM, in conjunction with the dealer management

system, has streamlined transactions, ensuring real time capturing of

customer data. The solution provides a 360-degree view of customers

to the extended organization, with appropriate visibility controls to

ensure that one dealer is not privy to information from another.