Management 3800 Group 6

Sean Politte Olivia Pollard Taylor Rothgeb Megan Tyrie Tim Wilson

May 0! 008

T"#$% O& 'O(T%(TS

)(TRO*+'T)O(,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,3 '+RR%(T S)T+"T)O(,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,3 'ompany Overvie-,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,3 'orporate Governan.e,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,/ &inan.ial Position,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,6 'OR% 'OMP%T%(')%S,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,0 Resear.h 1 *evelopment,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,0 ".2uisitions! Mergers 1 %3pansion,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,4 Organi5ation $o.ation,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,60 P%ST,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,66 Politi.al,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,66 %.onomi.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,63 So.ial,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,67 Te.hnologi.al,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,6/ SWOT "("$8S)S,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,66 Strengths,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,66 Wea9nesses,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,60 Opportunities,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,68 Threats,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,64 '"P)T"$):)(G O( T"T" MOTOR;S S+''%SS,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 0 'O('$+S)O(,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 6 WOR<S ')T%*,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, "PP%(*)= "! #! '! *! %,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,, 7

INTRODUCTION %stablished under the parent .ompany! Tata Group! in 647/! Tata Motors $imited has be.ome )ndia;s largest automobile .ompany, )t -as the >irst )ndian automobile .ompany to list on the (e- 8or9 Sto.9 %3.hange, Tata Motors began manu>a.turing .ommer.ial vehi.les in 64/7 -ith a 6/?year .ollaboration agreement -ith *aimler #en5 o> Germany, This partnership has led Tata Motors to not only be.ome )ndia;s largest automobile .ompany but also )ndia;s largest .ommer.ial vehi.le manu>a.turer@ the -orld;s top >ive manu>a.tures o> medium and heavy tru.9s and the -orld;s se.ond largest medium and heavy bus manu>a.turer, Aaving Bust entered the passenger vehi.les mar9et segment in 6446! Tata Motors no- ran9s se.ond in )ndia;s passenger vehi.le mar9et, Tata has enBoyed the prestige o> having developed Tata ".e! )ndia;s >irst indigenous light .ommer.ial vehi.le@ Tata Sa>ari! )ndia;s >irst sports utility vehi.le@ Tata )ndi.a! )ndia;s >irst indigenously manu>a.tured passenger .ar@ and the (ano! the -orld;s least e3pensive .ar, " >ull timeline o> Tata Motors $imited is supplied in "ppendi3 ", CURRENT SITUATION 'OMP"(8 OC%RC)%W The Tata Motors group is a passenger and .ommer.ial vehi.le manu>a.turer based in )ndia, The motor group -as established in 647/ as part o> the larger Tata Group, They have long been 9no-n >or their .ommer.ial vehi.les and in the past ten years entered into the passenger .ar mar9et, 'urrently! Tata Motors has a line o> >ive passenger vehi.les and a large line o> .ommer.ial vehi.les produ.ing pi.9ups! tru.9s! tra.tor trailers! tippers! and buses, #oth produ.t lines o> the Tata Motors group have seen su..ess! but mu.h o> this has been built upon the more deeply established .ommer.ial vehi.le produ.t line,

Tata Motors .ommer.ial line has been established >or several years in many mar9et segments su.h as %urope! ">ri.a! The Middle %ast! "ustralia! Southeast "sia! and South "sia, Tata Motors has e3panded their business and mar9et share around the -orld through a series o> a.2uisitions, )n 007! they a.2uired *ae-oo .ommer.ial vehi.le 'ompany in South <orea -hi.h -as South <orea;s se.ond largest tru.9 manu>a.turer, This a.2uisition gave Tata Motors a signi>i.ant presen.e in the <orean mar9et, They have also entered into Boint ventures -ith .ompanies su.h as Thonburi "utomotive in 006! -hi.h allo-ed them to manu>a.ture and mar9et pi.9up tru.9s in Thailand, DWe thin9 it ma9es sense >or Tata to e3pand through a.2uisition Eas it did in tea and steelF than spend a de.ade to build the businessG E$ehman #rothersF, The .ommer.ial vehi.le area o> the business has .ertainly been ho- Tata Motors have built their reputation! -ith .ommer.ial vehi.les a..ounting >or 80?8/H o> .ompany pro>its, They are beginning to employ a similar te.hni2ue as they no- e3pand into the passenger .ar business, Tata Motors have been ma9ing global headlines in the auto industry lately@ the largest ne-s being their a.2uisition o> Iaguar and $and Rover >rom &ord, DTata paid ,3 billion dollars to &ord >or the t-o brands that .ost &ord /,3 billionG E'arty! +S" TodayF, This is a maBor step >or the .ompany be.ause it .atapults them into the lu3ury .ar business -hi.h they are not 9no-n >or at this time, Tata! li9e many ne- businesses it a.2uires! is allo-ing this ne- segment o> the business to be run by previous management sin.e they have more e3perien.e in the lu3ury automotive business, DTata -ill give us some spa.e, They -ant us to run our business! be a premium #ritish .ar .ompanyG EMi9e O;*ris.oll! managing dire.tor o> IaguarF, This is yet another large a.2uisition >or the Tata Motors group and .ould .reate great su..ess >or the .ompany in the near >uture,

&urthermore! Tata Motors made another large announ.ement regarding their progress in the passenger vehi.le segment, )n Ianuary they announ.ed that they! D-ould release a J !/00 .ar that .ould repla.e the motor s.ooters .ommonly used in developing .ountries to .art around -hole >amiliesG E'arty! +S" TodayF, This is a maBor brea9 through in the automotive industry and sho-s ho- >ar rea.hing! diverse! and .ompetitive the Tata Motors group is be.oming, Soon they -ill be serving .ustomers in the high?.lass lu3ury mar9et -hile still .atering to their older ni.hes in developing .ountries, 'ORPOR"T% GOC%R("('% Sin.e Tata Motors is a part o> a large .onglomerate .ompany it needs to have a strong .orporate governan.e to ensure that its employees a.t ethi.ally and the business .ontinues to run smoothly espe.ially during the ever .hanging and dynami. global e.onomy, DTata Group;s .orporate governan.e is >ounded upon a ri.h lega.y o> >air! ethi.al! and transparent governan.e pra.ti.esG Etata.ars-orld-ide,.omF, One o> the more important parts o> this is the transparen.y o> the .ompany people have a right to 9no- -hat the .ompany is doing not only to ensure ethi.al pra.ti.es! but >or the insuran.e o> their many shareholders -hom have a right to 9no- the inner -or9ings o> the .ompany, " >ull list o> top management is visible in "ppendi3 #, Tata has .reated some models >or employees to guide themselves through everyday business pra.ti.es to ensure that the .orporate governan.e is .ontinuously being upheld, The Tata business e3.ellen.e model is upheld by Tata 2uality management servi.es, Kuality management is an in?house group dedi.ated to helping the various Tata .ompanies a.hieve their business obBe.tives through spe.i>i. pro.esses, The t-o main pro.esses that the 2uality management servi.es employees >o.us on are business e3.ellen.e and business ethi.s, These t-o obBe.tives have helped build Tata into the strong! dynami. .ompany it is today, These

models are entren.hed in the .ompany;s ethni.al standards and Tata >eels strongly about en>or.ing both throughout the .ompany, DTata 2uality management servi.es plays the role o> supporter and >a.ilitator in the Bourney that Tata enterprises underta9e to rea.h the pea9s o> business eminen.e -hile! at the same time! adhering to the highest ethi.al standardsG ETata,.omF, To >urther prove their .ommitment to 2uality and ethi.al pra.ti.es Tata has introdu.ed annual 2uality a-ards >or those .ompanies .ondu.ting business -ith the utmost 2uality, These a-ards are .alled the IR* 2uality value a-ards named a>ter the late .hairmen IR* Tata, These a-ards are presented annually on Iuly 4th! the birthday o> IR* Tata, Tata has .ommitted to ensuring 2uality and ethi.al standards not only -ithin Tata Motors! but throughout their many other bran.hes and se.tors o> the Tata Group, They have done so by ben.hmar9ing 2uality standards through the Tata business e3.ellen.e model as -ell as providing in.entives >or .ompanies to strive to improve the 2uality o> their servi.e! by a-arding IR* 2uality management a-ards, &)("(')"$ POS)T)O( Tata Motors have in.reased its earnings over the years through their various a.2uisitions and Boint ventures -ith tru.9 manu>a.turers in Southeast "sia, Gross pro>it in the year 006 -as 6!660,4 million and in.reased to 6!/60,6 million in the year 000, %arnings a>ter ta3es also in.reased signi>i.antly bet-een 006 and 000 in.reasing >rom 336,6 million to 70/,/ million in 000, ">ter a large drop in revenues >rom 007 to 00/ -hen the .ompany >irst -ent publi. on the (8S% Esto.9 pri.es >rom May 6? ! 008 .an be >ound in "ppendi3 'F! it has been ,0 million in 00/ to 0!3/7,0 in 000, Tata

in.reasing revenues greatly annually! >rom 7!7

Motors in.ome statement! balan.e sheet and statement o> .ash >lo-s along -ith other 9ey statisti.s .an be >ound in "ppendi3 *,

CORE COMPETENCIES Tata Motors is able to maintain! as -ell as in.rease! their mar9et share by .apitali5ing on their .ore .ompeten.ies, Tata Motors is a.tive! .ompetitive! and dynami. in all aspe.ts o> the automotive industry! -hi.h means that there must be many di>>erent a.tivities going on in all areas o> the .ompany, "s a result o> the ever evolving automotive industry Tata Motors must al-ays be .hanging and one -ay to stay at the >ore>ront o> the industry is to ma9e .ontinuous improvements in te.hnology through resear.h and development, One -ay that Tata Motors has done this is by produ.ing one o> the most e>>i.ient and lo- .ost vehi.les on the mar9et, ".2uisitions! mergers! and e3pansion is another .ore .ompeten.y that Tata Motors has is embedded in their .ompany stru.ture and philosophy, "nother .ore .ompeten.y that Tata Motors holds is being lo.ated in the )ndia, This lo.ation has allo-ed them to understand not only the )ndian mar9et but also the dynami.s o> emerging and developing mar9ets, This mar9et understanding and 9no-ledge allo-s Tata Motors to manu>a.ture their produ.ts at lo-er .osts! sell them to emerging mar9ets -hile ma9ing pro>its as -ell as ta9e advantage o> the strong labor base in )ndia, R%S%"R'A "(* *%C%$OPM%(T One >a.tor to Tata Motors su..ess is their .onstant advan.es in automobile te.hnology through resear.h and development, There is a high emphasis on thorough resear.h that provides the mu.h?needed inspiration >or the birth o> ne- ideas! -hi.h in turn breathes ne- li>e into produ.ts, They employ appro3imately 6!700 s.ientists and development o>>i.ers, Tata Motors has several resear.h and development .enters in )ndia, The Resear.h 'enter at Iamshedpur and the %ngineering Resear.h 'enter in Pune are among the >inest in the .ountry ETata,.omF, They possess >orums to develop and test durability! engine per>orman.e! emission! sa>ety! design and

style! noise! hydrauli.s! tra.9s! and instrumentation, #oth have -on numerous national a-ards in resear.h and development e>>orts sin.e their in.eption in 6466, Through these advan.ed resear.h .enters Tata has .reated sophisti.ated emission measurement systems and digital prototyping laboratories, Some other te.hnologies that are part o> Tata Motors; arsenal are those that o>>er improved ele.troni. .ontrols >or engine systems and other Dvehi.le drive?train and .hassis systemsG ETata,.omF, The .ompany is .urrently >o.used on e2uipping vehi.les o> the >uture -ith te.hnologies >or improving .ommuni.ation! navigation and entertainment, One e3ample o> these te.hnologi.al improvements is highlighted in the One'"T E"ppendi3 %F, This .on.ept .ar is a >iberglass vehi.le that virtually po-ered by air and is emission >ree, The One'"T -eighs only a 3/0 9g and has a piston engine that runs on .ompressed air, This .ar .an run bet-een 00 to 300 9ilometers on one %uro o> .ompressed air, " spo9esman >or Moteur *evelopment )nternational! a .ompany that partnered in the development o> this .ar said! LThe engine is e>>i.ient! .ost?e>>e.tive! s.alable! and .apable o> other appli.ations li9e po-er generation!L E"utoparts-arehouse,blog,.omF This .ar is truly a representation o> the ne3t step in green automobiles, The .ar;s engine;s emission .an be used as an air .onditioner in the .abin, This .ar is very >uturisti. and is still in the development stagesM D(onetheless! Tata and Moteur *evelopment )nternational are .on>ident that One'"T! -hi.h .an a..ommodate three adult passengers! is .ompetent enough to go against potential green .ar rivals and energy e>>i.ient autos su.h as the hybrid! bio?>uels! and ele.tri. vehi.les, The Nair .ar; is targeted >or release this year -ith a base pri.e o> around O !/00,G E"utoparts-arehouse,blog,.omF Some o> Tata Motors other te.hnologi.al advan.es .an be seen in the ne- .ar the (ano ni.9named the People;s 'ar E"ppendi3 %F, This .ar! -hi.h is Bust emerging into the mar9et! is the -orld;s .heapest .ar, Tata Motors a.hieved this is through using ne- materials su.h as! re? engineered plasti.s and modern adhesives, )t -ill revolutioni5e the auto industry in )ndia and

soon in other emerging mar9ets -hen Tata starts e3porting, The (ano -as able to a.hieve its lo- pri.e and gain the attention o> the entire automotive industry through its advan.es in materials and adhesives te.hnology, "'K+)S)T)O(S! M%RG%RS 1 %=P"(S)O( $i9e other .ompanies! Tata Motors is al-ays gro-ing and e3panding and the main -ay they do this is through a.2uisitions and mergers, Sin.e 007! Tata Motors has merged or a.2uired all o> or at least part o> >our di>>erent .ompanies, )n Mar.h 007! Tata Motors a.2uired 600 per.ent o> the <orean based *ae-oo 'ommer.ial Cehi.le 'ompany! <orea;s se.ond largest tru.9 ma9er! >or 60 million dollars, Rather than using de?.ulturation or assimilating *ae-oo! Tata too9 an integrated approa.h! and .ontinued building and mar9eting *ae-oo;s .urrent models as -ell as introdu.ing a >e- ne- models globally Bust as it had been done under <orean management, )n &ebruary 00/! they a.2uired 6 Per.ent o> Aispano 'arro.era! Spain?based .ompany! >or 6 million %uro, )n "pril 00/! Tata Motors $imited merged -ith Tata &inan.e! and lastly in Mar.h 008 Tata paid &ord Motor 'ompany ,3 billion >or Iaguar and $and Rover .ompanies ETata,.omF, These a.2uisitions and mergers allo- Tata Motors to brea9 into >oreign mar9ets and develop a mu.h larger share o> the automotive industry, )t also helps them attain the 9no-ledge! te.hnology! and programs that allo- them to su..eed in that parti.ular se.tor o> the automotive industry or in a parti.ular region or .ulture, &or instan.e! the pur.hase o> Iaguar and $and Rover allo-s Tata to enter into the lu3ury .ar mar9et -ithout having to resear.h the mar9et! build the te.hnology! among other important aspe.ts o> getting into a ne- mar9et segment, )t >urther helps them enter into the very .ompetitive and highly desirable mature mar9ets in %urope and in >uture hopes o> se.uring

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mar9et segments in the +nited States, Tata Motors is .urrently in a gro-th stage as stated on their -ebsiteM DTata Motors $td is in a mega e3pansion mode, The investments -ould be in produ.t development! .apital e3penditure in .apa.ity enhan.ement! domesti. and international a.2uisitions and mergersG ETata,.omF, ORG"():"T)O( $O'"T)O( Tata Motors is lo.ated in the developing .ountry o> )ndia, This lo.ation has been and -ill .ontinue to be vital to Tata;s su..ess, )n )ndia! Tata .an ta9e advantage o> the >a.t that manu>a.turing labor .ost is only eight to nine per.ent o> sales! .ompared to 30 to 3/ per.ent o> sales in developed .ountries, )n addition! )ndia is one o> the -orld;s largest produ.ers o> automotive .omponents -hi.h give Tata Motors dire.t a..ess to many o> these .omponents, Tata has higher bargaining po-er -ith suppliers be.ause it is a lo.al! not >oreign! .ar manu>a.turer, Tata Motors is able to leverage )ndian automotive mar9et be.ause the .urrent in.rease in demand due to the improvements in in>rastru.ture and gro-th o> population and disposable in.omes in )ndia, The So.iety o> )ndian "utomobile Manu>a.turers stated! D)ndia! -here some 6,7 million ne- .ars are sold ea.h year! is also a hugely attra.tive mar9et >or do5ens o> .ar .ompanies and most o> them .an;t ris9 ignoring -hat appears to no- be a potent .ompetitive advantage >or Tata Motors, )ndia;s .ar mar9et is e3pe.ted to tou.h , million units a year by 060G E$ivemint,.om), "dditionally! the )ndia government has made prote.tionist poli.es and regulations that are e3tremely >avorable to Tata, )n *e.ember 6440! the )ndian government put in pla.e poli.ies that re2uire >oreign .arma9ers to invest at least /0 million dollars in e2uity to set up manu>a.turing operations in )ndia, This means that Tata Motors is able to ta9e advantage o> the lo- .ost o> labor! land assets! and overall investment pra.ti.es -ithout having to implement this /0 million dollar investment, &inally! Tata Motors largest .ompetitive advantage

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is that it has prospered and gro-n in only developing mar9ets >or over 00 years, Tata Motors has implemented programs that allo- it to prosper -hile maintaining lo- .osts and high pro>its, $astly! Tata Motors has a .ompetitive advantage simply be.ause they are part o> the larger Tata Group, Tata Group supplies Tata Motors -ith a..ess to 9no-ledge! resour.es! te.hnology and .ompanies operating in many di>>erent industries -orld-ide allo-ing innovation and easy availability to a..ess other sour.es, PEST ANALYSIS PO$)T)'"$ Sin.e Tata Motors operates in multiple .ountries a.ross %urope! ">ri.a! "sia! the Middle %ast! and "ustralia! it needs to pay .lose attention to the politi.al .limate but also la-s and regulations in all the .ountries it operates in -hile also paying attention to regional governing bodies, $a-s governing .ommer.e! trade! gro-th! and investment are dependent on the lo.al government as -ell as ho- su..ess>ul lo.al mar9ets and e.onomies -ill be due to regional! national and lo.al in>luen.e, On Mar.h 6! 008! Tata Motors rea.hed an agreement -ith &ord to pur.hase Iaguar and $and Rover, )n order to be .apable o> this a.2uisition! Tata Motors must have a >ull .omprehension o> the governing bodies and la-s regulating .ommer.e in the home .ountry! the +nited <ingdom! but also in .ountries Iaguar and $and Rover operate in, )n a..ordan.e! Tata;s head2uarters in Mumbai! )ndia! stri.tly .ontrols and regulates operations in all dealerships and subsidiaries! in addition to 9no-ing and abiding by all labor la-s in the multiple .ountries -here they have manu>a.turing plants it has to -at.h politi.al .hange, This -ill be espe.ially vital in the >uture as Tata Motors .ontinues to e3pand and grointo ne- mar9ets, DWhile .urrently about 68H o> its revenues are >rom international business!

the .ompanyPs obBe.tive is to e3pand its international business! both through organi. and inorgani. gro-th routesG ETata,.omF, The >oundation o> the .ompany;s gro-th internationally is a deep understand o> e.onomi. stimulation! .ustomer needs! and individual government regulations and la-s, "lthough it is the head2uarters ultimate responsibility to ma9e sure ea.h individual o>>i.e and bran.h is operating and abiding by the lo.al la-s! it -ill be.ome in.reasingly more important >or that duty to be ta9en .are o> at the regional or even lo.al level, %'O(OM)' Operating in numerous .ountries a.ross the -orld! Tata Motors >un.tions -ith a global e.onomi. perspe.tive -hile >o.using on ea.h individual mar9et, #e.ause Tata is in a rapid gro-th period! e3panding or >orming a Boint venture in over >ive .ountries -orld?-ide sin.e 007! a global approa.h enables Tata Motors to adapt and learn >rom the many di>>erent regions -ithin the -hole automotive industry, They have e3perien.e and resour.es >rom >ive .ontinents a.ross the globe! thus -hen any variable .hanges in the mar9et they .an gather in>ormation and resour.es >rom all over the -orld to address any issues, &or instan.e! i> the pri.e o> the aluminum re2uired to ma9e engine blo.9s goes up in <enya! Tata has the option to get the aluminum >rom other suppliers in %urope or "sia -ho they -ould normally get >rom >or produ.tion in +9raine or Russia, Tata Motors also has to pay .lose attention to shi>ts in .urren.y rates throughout the -orld, 'urren.y >lu.tuations .an e2uate to higher or lo-er demands >or Tata vehi.les -hi.h in turn a>>e.t pro>itability, )t .an also mean a rise in .osts or a drop in returns, #ut they also have to pay attention to not Bust the domesti. .urren.y! the rupee! but also to the dollar! euro! bhat! -on! and pound! to Bust name a >e-, Iust be.ause the rupee is strong against the dollar does not mean

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it is strong against all the other .urren.ies, "ttention to .urren.y is important be.ause it in>luen.es -here .apital investment -ill develop and prosper, SO')"$ +ndoubtedly! the belie>s! opinions! and general attitude o> all the sta9eholders in a .ompany -ill a>>e.t ho- -ell a .ompany per>orms, This in.ludes every sta9eholder >rom the '%O and President! do-n to the line -or9ers -ho s.re- the door panel into pla.e! >rom the investor to the .ustomer! the .ulture and attitude o> all these people -ill ultimately determine the >uture o> a .ompany and -hether they -ill be pro>itable or not, &or this reason! Tata Motors tends to use an integration and rarely separation te.hni2ue -ith >oreign .ompanies they a.2uire, On the other hand! some e.onomi. issues that Tata Motors >a.e must also be loo9ed at >rom a more lo.ali5ed perspe.tive, &or instan.e! the mar9et in )ndia >or .ars is mu.h di>>erent than the mar9et >or .ars in )taly, &or one! )ndia has over one billion more people than )taly does! thus the mar9et is mu.h larger or not as limited, Se.ond! you must also ta9e into a>>e.t the demographi.s and the average in.ome o> ea.h mar9et, )talians have a higher average in.ome per .apita than )ndians and )talian .iti5ens tend to drive larger and >an.ier .ars, &or this reason! the Tata (ano might not do so -ell in the )talian mar9et, )n summation! Tata Motors vie-s the e.onomy >rom a global perspe.tive -ith operations a.ross the entire globe@ ho-ever! they must also maintain a lo.al mar9et understanding and 9no-ledge -hen it .omes to produ.t positioning and pla.ement throughout the di>>erent mar9ets Tata .ondu.ts business in, )n 007! Tata Motors a.2uired *ae-oo 'ommer.ial Cehi.les 'ompany! -hi.h -as at the time <orea;s se.ond largest tru.9 ma9er, Rather than using de?.ulturation or assimilating *ae-oo! Tata too9 an integrated approa.h! and .ontinued building and mar9eting *ae-oo;s

67

.urrent models as -ell as introdu.ing a >e- ne- models globally Bust as it had been done under <orean management, With the ne- a.2uisition o> Iaguar and $and Rover! Tata -ill have to be .are>ul -ith ho- they handle the a.2uisition, While $and Rover is thriving -hile under the helm o> &ord! Iaguar -as more o> the trouble .hild, DIaguar .ost &ord some J60 billion during its 68?year ste-ardship and its sales -ere in headlong de.line! espe.ially in "meri.a! its most important mar9et, )ndustry analysts also struggled to see -hat value Tata .ould add that had eluded &ord! and -hat synergies there .ould be bet-een a ma9er o> tru.9s and basi. .arsQ and t-o lu3ury mar2ues,G E%.onomistF, Separation .ould be a good approa.h >or the immediate >uture to 9eep the name o> Iaguar and $and Rover distinguishable and asso.iated -ith the lu3ury automobile mar9et, Overall! Tata does a good Bob o> integrating some aspe.ts o> their large multi?national .onglomerate into ne- a.2uisitions@ ho-ever! the .ompany must also understand that separation >rom the name Tata .an be valuable in some so.ial areas, T%'A(O$OG8 Tata Motors and its parent .ompany! the Tata Group! are ahead o> the game in the te.hnology >ield, The Tata Group as a -hole has over 0 publi.ly listed enterprises and operates in more than 80 .ountries -orld?-ide, This e2uates to Tata Motors having lots o> e3perien.e and resour.es to dra- >rom >or resear.h and development purposes, DThe >oundation o> the .ompany;s gro-th is a deep understanding o> e.onomi. stimuli and .ustomer needs! and the ability to translate them into .ustomer?desired o>>erings through leading edge R1*G ETataF, %mploying 6!700 s.ientists and engineers! Tata Motors; Resear.h and *evelopment team is ahead o> the pa.9 in )ndia;s mar9et and right -ith the rest o> the >ield internationally, "mong Tata;s >irsts are Dthe >irst indigenously developed $ight 'ommer.ial Cehi.le! )ndiaPs >irst Sports

6/

+tility Cehi.le and! in 6448! the Tata )ndi.a! )ndiaPs >irst >ully indigenous passenger .ar!G as -ell as the in.reasingly >amous Tata (ano! -hi.h is proBe.ted to be the -orld;s .heapest produ.tion .ar ETataF, )n the automotive industry! it is be.oming in.reasingly .ru.ial >or manu>a.turers to stay on top o> the te.hnology .urve -ith ne- problems al-ays rising su.h as es.alating gas pri.es and pollution problems, Tata re.ogni5es this and dedi.ates lots o> resour.es and time into resear.h and development to be even -ith or pre>erably ahead o> other .ompetitors! global trends! and .hanging e.onomies, )n all! an automobile manu>a.turer must .hange! adapt! and evolve to stay .ompetitive in the automotive game! and this is e3a.tly -hat Tata is doing -ith their rapid gro-th! and e3tensive resear.h and development, SWOT ANALYSIS STR%(GTAS Tata Motors e3.els -hen it .omes to innovation through intensive resear.h and development, Their ability to ma9e the least e3pensive .ar on the mar9et! the (ano -hi.h -ill retail >or J !/00! is >ar beyond -hat any other .ar dealership has .reated, This innovation gives Tata Motors their main .ompetitive advantage, Tata Motors ma9es everything >rom tra.tor? trailers to the -orld;s least e3pensive .ar, This produ.t diversity grants them a .ompetitive advantage over their .ompetitors be.ause they .an satis>y more mar9ets and .ustomer needs, "nother strength that Tata Motors possesses is high .orporate responsibility, They donate a portion o> their pro>its >rom sto.9 in.reases to-ards a spe.i>i. .harity, This highlights Tata Motors overall desire >or .ommunity improvement -hile also emphasi5ing Tata Motors; high morals and values -hi.h is something money .an not buy, Tata Motors is also a very e.o?>riendly .ompany, One o> their goals is to produ.e an emission >riendly .ar! and in 000 Tata Motors laun.hed the >irst .ompressed natural air bus,

66

This air bus re2uires the o-ner to plug the .ar into a standard ele.tri. plug >or >our hours to >ill the air tan9s, This brought the .on.ept o> an Dair?.arG to reality and the name >or this .ompressed natural air .ar is DOne'"T,G One'"T has no gas .osts or >ossil >uel emissions -hi.h ma9es it a very attra.tive .ar >or the more mature mar9ets but also the upper .lasses in developing .ountries at this point, )t is also a great .ar to have in highly populated .ountries! su.h as 'hina and )ndia! be.ause pollution -ith its adverse e>>e.ts is a very large .on.ern, One'"T also is more e>>i.ient that any other present Aybrid .ar! so -hen inventors thin9 they have the best produ.t out on the mar9et! they a.tually do not, There -ill al-ays be something else to invent or improve on and Tata Motors is a prime e3ample o> that, Tata Motors is uni2ue in a -ay in -hi.h -hen it buys a .ompany, Tata Motors 9eeps the original management o> that .ompany inta.t, The .ompany that Tata Motors pur.hases -ill loo9 e3a.tly the same in terms o> management and organi5ational stru.ture as i> it -as never pur.hased by Tata Motors, W%"<(%SS%S There are strings atta.hed -ith every ne- invention and improvement on produ.ts, These strings are Tata Motors -ea9nesses and -hat other groups per.eive as their -ea9nesses, One -ea9ness that Tata Motors >a.es is its inability to meet sa>ety standards, "lthough they have made the most ine3pensive .ar out on the mar9et! it has yet to pass all the sa>ety standards -hi.h is a legal >a.tor, Some .onsumers and pessimists in2uire as to ho- Tata Motors .an ma9e su.h a .heap .ar and -ithstanding a .ar a..ident or not Bust >alling apart a>ter hitting something on.e, Pessimisti. people also -ant to believe that .ar manu>a.tures are already doing everything they .an to 9eep .osts lo- >or the .onsumer! and i> that is the .ase! then putting the .heapest .ar out on the mar9et automati.ally 2uestions i> it is sa>e to drive,

60

Tata Motors only have been ma9ing passenger .ars >or the appro3imately last ten years, This .an be vie-ed as a -ea9ness >rom a .ustomer standpoint sin.e a de.ade does not seem li9e a lot to .onsumers and there>ore they -ill thin9 that Tata Motors is ine3perien.ed .ar manu>a.turing, 'onsumers -ill -onder ho- a .ar manu>a.turer .an be in the mar9et >or 60 years and produ.e the .heapest .ar out on the mar9et, Ao- .an Tata Motors manu>a.ture su.h

a .heap .ar that meets emission and sa>ety standards being so youngR This .auses .onsumers to be s9epti.al, "nother -ea9ness that Tata Motors >a.es is -ithin its domesti. mar9et, 'ar sales in )ndia are less than 6 million annually, This dra-s a problem be.ause Tata Motors may not get the sales that the .ompany hopes >or and ho- .an they sell .ars to people -ho are not buying .arsR The ne- and innovative One'"T still has some rough spots that need to be -or9ed out and one o> them is that it has pollutant emissions and greenhouse gas emissions >rom the generation o> ele.tri.ity used to .ompress the air, So although it is mar9eted as being emission >ree! it te.hni.ally is not and this is another -ea9ness, "lso! One'"T only goes 6 miles per hour >or /6 miles in an urban .y.le, This is not very >ar and Tata Motors -ill have to improve on this -ea9ness as -ell as the emission -ea9ness in order to dra- more .omsumers to this neautomobile, OPPORT+()T)%S Tata Motors has already opened the doors >or many ne- and innovative ideas! but not only >or their .ompany! but their .ompetitors as -ell -hi.h .ould turn into a threat, One o> the maBor opportunities that Tata Motor >a.es is that as o> right no- 40 per.ent o> 'hina and )ndia;s adult population do not o-n .ars! partly be.ause .ars are .ostly and re2uire more e3penses a>ter

68

pur.hased, So the mar9et >or a lo-?pri.ed .ar is huge -hi.h bene>its Tata Motors per>e.tly sin.e they produ.e the lo-est pri.ed .ar on the mar9et, This is a huge opportunity >or Tata Motors be.ause i> they .an get their >eet into that mar9et o> people that do not have .ars be.ause they .annot a>>ord them! then they -ill ma9e large pro>its do-n the road, 'hina;s total .ar sales are estimated at over 8 million dollars annually and they -ere the -orld;s se.ond largest .ar mar9et in 006, 'hina;s government >ore.asts that demand >or .ars -ill top 0 million by 0 0, With Tata Motors in the mar9et -ith the .heapest .ar! 'hina;s demand >or .ars -ill probably in.rease even more signi>i.antly -hi.h -ill in turn in.rease sales >or Tata Motors, Iapan! (orth "meri.a! and %urope automobile sales -ent up over the years be.ause o> demand >or smaller .ars in.reased, This demand >or smaller .ars is a great -indo- o> opportunity >or Tata Motors be.ause not only are their .ars small! but they are .heap and environmentally >riendly as -ell, On.e people in these .ountries get Tata Motor automobiles then their automobile sales -ill .ontinue to rise, "s o> Mar.h 008 Tata Motors >inali5ed a deal -ith &ord Motor 'ompany to a.2uire the #ritish businesses! Iaguar 'ars and $and Rover, This is a huge opportunity >or Tata Motors sin.e they -ill a.2uire the large 9no-ledge base and te.hnologies >or produ.ing and mar9eting lu3ury vehi.les, This a.2uisition helps them dive into the more mature mar9ets in Iapan! %urope and the +,S, The 9no-ledge trans>er >rom these t-o .ompanies -ill greatly improve Tata Motors ability to .ontinue to gro- and >lourish in both developing and developed mar9et segments, TAR%"TS The obvious threat to Tata Motors is intelle.tual property rights, Tata invented the .heapest .ar on the mar9et and every automobile manu>a.turer -ants to 9no- ho- Tata did it,

64

Aeadhunters are soon going to >ind out this valuable in>ormation and ma9e it available to their o-n .ompany, This is a huge threat to Tata Motors be.ause at >irst they had lo- .ompetition! but on.e other .ar manu>a.tures >ind out ho- they invented su.h a lo- .ost .ar! and then these .ompanies too -ill Bump on board and design their o-n line o> lo- .ost automobiles, On one hand this .an be a threat! but on the other it may not a>>e.t Tata Motors at all be.ause people -ill still -ant to pur.hase their produ.t sin.e they -ere the pioneers o> all the e3.itement, Other .ompanies are starting to .ompete >or some o> this mar9et share, )n >a.t! the Pa9istan;s Transmission Motor .ompany has built a basi. >our?-heeler >or only J !600, This .ar is .onsiderably .heap and the Pa9istan Transmission Motor .ompany started e3porting them to Sudan! Katar! and 'hile, This is going to be the beginning o> ne- emerging .ar manu>a.tures that -ill be produ.ing lo- pri.ed .ars, "nother obvious threat is that dealing -ith gas pri.es, Gas pri.es .ontinue to rise and the (ano re2uires gas! but those -ho pur.hase the (ano probably do not have a lot o> money and so i> gas pri.es 9eep Bumping up then that mar9et o> .onsumers -ill not be able to pur.hase the .ar, )> One'"T .an be made as .heaply as the (ano then that -ill bene>it the .onsumers even more be.ause they -ill get a .ar that does not run on gas and it -ill be .heap to pur.hase, On the other hand! gas .ompany -ill not -ant One'"T to hit the mar9et be.ause there -ill be no pro>its to be made o>> the vehi.le, Gas .ompanies have a lot o> say over the automobile industry so this .ould be a big threat, "nother main .on.ern that Tata Motors >a.es is that .heap .ars in )ndia -ill have an adverse e>>e.t on pollution and global -arming be.ause most o> the population -ill be able to a>>ord the .ars, With more people driving .ars there -ill be more a..idents and deaths! as -ell

as higher >ossil >uels lea9ed into the environment .ausing even more pollution then there already is, Tata Motors is >amily o-ned and this .an potentially .ause problems do-n the road be.ause some >amily members .an be.ome greedy and money hungry, On.e they really start to rapidly gro- then there may be >amily >euds and people not pulling their part, "nother threat is the -hole point o> their .ars being made -ith .heap plasti., "re these .ars durableR Will they hold together in a head?on .ollisionR "s o>> "ugust 000 there -as no >urther in>ormation on this topi. though, CAPITALIZING ON TATA MOTORS SUCCESS "rguably! one o> the most signi>i.ant aspe.ts o> a business;s strategy is .onstant environmental s.anning! or loo9ing >or opportunities that -ill either help a business gro- or salvage plummeting pro>it margins and sto.9 values, )n the .ase o> Tata Motors! and the .reation o> the (ano and One'"T >rom a line o> servi.e and military vehi.les provide a variety o> di>>erent -ays >or other .ompanies as -ell as other industries to .apitali5e on the su..ess that Tata has reali5ed, There are three main avenues that businesses .an ta9e to e3ploit the su..ess that Tata Motors has generated, &irst! through a.2uisitions and mergers! li9e early dis.ussed! Tata integrates the management! programs! and 9no-ledge o> the businesses it buys out, Se.ondly! Tata Motors pla.es heavy investment into resear.h and development, These t-o points have been dis.ussed e3tensively throughout this report so please re>er to the previous se.tionsM 'ore 'ompeten.ies and the SWOT "nalysis, &inally! Tata understands and has su..eeded in gro-ing! pro>iting! and redu.ing .osts in developing mar9ets >or over hal> a .entury, Tata Motors! li9e its parent .ompany Tata Group! has mu.h 9no-ledge and understanding in -or9ing in developing mar9ets and .ountries, 'ompanies .onsidering

e3panding into developing mar9ets should .onsider >orming a Boint venture or partnership -ith any o> Tata Group;s numerous industries, The 9no-ledge trans>er .an save time and money and >urther ensure a more su..ess>ul e3pansion, CONCLUSION Tata Motors is an overall strong .ompany that has >ound strength and e3pansion through its parent .ompany! Tata Group! but also through its numerous a.2uisitions and mergers, "lthough Tata Motors sto.9 pri.es have >allen sin.e the start o> the 008 year due to suggestions that Tata Motors is overrea.hing by adding lu3ury brands to pair -ith the (ano! the -orldPs .heapest .ar, 'hairman o> Tata Group! Ratan Tata! reBe.ts suggestions that! SSWePre not trying to be a global player!PP he told reporters in (e- *elhi Ian, 60 a>ter unveiling the (ano! -hi.h -ill be built in a ne- plant .osting 60 billion rupees EJ 74 millionF, SSWe -ill gro- internationally in sele.t mar9etsPP E<rishnamoorthyF,

Works Cited
'arty! Sharon, LTata Motors to #uy Iaguar! $and Rover >or J ,3#,L +S" Today, 6 May 008 T---,usatoday,.omU, 'hang! Ri.hard S, L'an *etroit #e RelevantRL The (e- 8or9 Times, 66 Ian, 008, 008 ThttpMVV-heels,blogs,nytimes,.omV 008V06V66V.an?detroit?be?relevantVU, L'orporate Governan.e,L Tata Group, 63 May 008 T---,tata,.omU, *avid! Ruth, LTata MotorsM Ready to Ta9e on the WorldRL 63 May 008 T---,>orbes,.omU, <or5enie-s9i! Ieremy, L" (e- "greement #et-een Tata Motors and M*) #ring the "ir?'ar 'loser to Reality,L "utoblogGreen, 6 Mar, 000, 03 May 008 ThttpMVV---,autobloggreen,.omV 000V03V 6Va?ne-?agreement?bet-een?tata?motors?and? mdi?bring?the?air?.ar?.lU, <rishnan! Ravi, LTata Small 'ar Thro-s a #ig Pun.h,L $ivemint,.om, 66 Ian, 008, May May

008 ThttpMVV---,livemint,.omV 008V06V660066/8VTata?small?.ar?thro-s?a?big? pu,htmlU, <rishnamoorthy! "nand, DIaguar Pur.hase *rives Tata Motors Shareholders to %nd Aoldings,G #loomberg,.om, 0 &eb, 008, 67 May 008 ThttpMVV---,bloomberg,.omVappsVne-sR pidW 06060461re>erWindia1sidWa8AS/"*,5R/.U, LMedia Reports,L Tata Motors, 63 O.t, 003, May 008

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LMorningstar Kui.9ta9e Report,L 6 May 008 T--,morningstar,.omU, Murph! *arren, L(diaPs Tata Motors *eveloping +ber?'heap Plasti. "utomobile,L %ngadget, 0 "ug, 000, 03 May 008 ThttpMVV---,engadget,.omV 000V08V 0Vindias?tata?motors? developing?uber?.heap?plasti.?automobileVU, LOne'"TM Tata Motors +ltimate Green 'ar,L "utoparts-arehouse, 0 &eb, 008, ThttpMVVautoparts-arehouse,blog,.omV 07/030VU, LTata Motors $imited,L Google &inan.e, 0 May 008, 0 May 008 ThttpMVV>inan.e,google,.omV>inan.eR2W(8S%H3"TTMU, Tata Motors $imited, LPro>ile,L Tatamotors,.om, 67 May, 008, ThttpMVV---,tatamotors,.omVourX-orldVpro>ile,phpU, LTata Motors to Step )nto "rmoured Cehi.les Produ.tion,L )(*)"*%&%('%, 30 "pr, 000, May 008 ThttpMVV---,india?de>en.e,.omVreports?3044U, The %.onomist, L" used?.ar bargainRL %.onomist,.om, 63 May, 008, ThttpMVV---,e.onomist,.omVbusinessVdisplaystory,.>mRstoryXidW60460868U, Timmons! Aeather, L&ord Sale o> Iaguar to Tata Motors is %3pe.ted,L )nternational Aerald Tribune, 60 *e., 000, 03 May 008 ThttpMVV---,iht,.omVarti.lesV 000V6 V60VbusinessV>ord,phpU, May 008

Appendix A
Tata Motors TimelineM

647/? Tata %ngineering and $o.omotive 'o $td ET%$'OF is set up as a lo.omotive ma9er at the end o> World War )) 64/7? 'ompany shi>t to ma9ing tru.9s in a Boint venture -ith Germany;s *aimler?#en5 6466? %3ports begin -ith the >irst tru.9 begins being shipped to 'eylon Epresent?day Sri $an9aF 6400? &irst .ommer.ial vehi.le manu>a.tured in Pune 6483? Manu>a.ture o> heavy .ommer.ial vehi.les .ommen.es 6486? Produ.tion o> >irst light .ommer.ial vehi.le 6446? $aun.h o> the >irst passenger .ar! the Tata Sierra, One millionth vehi.le rolled out, 6447? %nters Boint venture to ma9e Mer.edes #en5 .ars in )ndia 6444?#eings produ.tion o> )ndia;s >irst >ully indigenous passenger .ar! the )ndi.a 00 ?%nds Boint venture -ith *aimler 00 ?T%$'O is renamed Tata Motors $td, 003?Tata Motors $td, "nnoun.es plan to build -orld;s .heapest .ar >or 600!000 rupees E6! /0 pounds or !/00 dollarsF 007? ".2uires South <orea;s *ae-oo 'ommer.ial Cehi.le 'ompany and is listed on the (e8or9 Sto.9 %3.hange 00/? #uys 6 per.ent sta9e in Spanish bus ma9er Aispano 'arro.era S"! laun.hes mini?tru.9! the ".e 006? Signs initial agreement -ith &iat 008? +nveils one?la9h E600!000 rupeeF DPeople;s 'arG also 9no- as the (ano, ".2uires Iaguar and $and Rover,

Appendix
Top M!n!"e#ent o$ T!t! Motors Ltd% N!#e A"e Sin&e C'rrent Position /

Sait! :a.9ria ?? 000 Ci.e President ? Te.hni.al Servi.es Mani! Shyam ?? 000 Ci.e President ? Sales 1 Mar9eting! 'C#+ RaBarao! M, ?? 000 Ci.e President ? Manu>a.turing! Pune Girotra! <, ?? 000 Ci.e President ? $u.9no- Wor9s and &#C Tambe! S, ?? 000 Ci.e President ? Auman Resour.es Tha9ur! R, ?? 000 Ci.e President ? &inan.e Gurav! P, ?? 000 Ci.e President ? 'orporate &inan.e ? "..ounts and Ta3ation <rishnan! S, ?? 000 Ci.e President ? 'ommer.ial! P'#+ *ube! RaBiv ?? 000 President ? Passenger 'ars "rya! ", ?? 000 President ? Aeavy and Medium 'ommer.ial Cehi.les Mehta! C, 03 6448 (on?%3e.utive )ndependent *ire.tor Wadia! (, 63 6448 (on?%3e.utive )ndependent *ire.tor Palia! Sam 64 6448 (on?%3e.utive )ndependent *ire.tor Soona-ala! (, 0 6484 (on?%3e.utive *ire.tor )rani! Iamshed 06 6443 (on?%3e.utive *ire.tor Gopala9rishnan! Ramabadran 6 6448 (on?%3e.utive *ire.tor Tata! Ratan 00 6446 (on?%3e.utive 'hairman o> the #oard Mashel9ar! Raghunath 67 000 )ndependent *ire.tor Man9ad! ", ?? 000 Aead ? 'ar Plant Telang! P, /4 000 %3e.utive *ire.tor ? 'ommer.ial Cehi.les Sethna! A, ?? 000 'omplian.e O>>i.er! Se.retary Rama9rishnan! ', ?? 000 'hie> &inan.ial O>>i.er! %3e.utive *ire.tor <ant! Ravi 63 00/ 'hie> %3e.utive O>>i.er! Managing *ire.tor! *ire.tor

Appendix E

"boveM Tata (ano #elo-M Tata One'"T