Nagindas

Khandwala
College
of
Management

Studies
 STRATEGIC
MANAGEMENT
TOPIC: -

7–S Framework of
TATA STEEL and its SWOT
Analysis

-PROF-
PRESENTED BY:

Pooja Juthani
 INDEX
Introduction of Mc-Kinsey’s 7-s
framework
 Super- ordinate goals
 Structure
 System
 Staffing
 Style
 Skills
 Strategy
Introduction of TATA STEEL Company
7-S Framework adopted by TATA STEEL
SWOT analysis of TATA STEEL Company
Competitors Analysis
Remedial Measures
Conclusion
Bibliography
 INTRODUCTION TO 7-S
FRAMEWORK

McKinsey

While some models of organizational effectiveness

go in and out of fashion, one that has persisted is the
McKinsey 7S framework. Developed in the early 1980s
by Tom Peters and Robert Waterman, two consultants
working at the McKinsey & Company consulting firm
in United States to diagnose the causes of
organizational problems and to formulate programs
for improvement. The basic premise of the model is
that there are seven internal aspects of an
organization that need to be aligned if it is to be
successful.
 The 7-S model can be used in a wide variety of
situations where an alignment perspective is useful,
for example to help you:

 Improve the performance of a company.

 Examine the likely effects of future changes
within a company.
 Align departments and processes during a merger
or acquisition.
 Determine how best to implement a proposed
strategy.

THE SEVEN ELEMENTS

The McKinsey 7-S model can be applied to elements of a
team or a project as well. The alignment issues apply,
regardless of how you decide to define the scope of the
areas you study.

The McKinsey 7S model involves seven

interdependent factors which are categorized as either
"hard" or "soft" elements:

Hard Elements Soft Elements

Strategy Super-Ordinate Goals

Structure Skills

Systems Style

Staff
 "Hard" elements are easier to define or identify
and management can directly influence them: These
are strategy statements; organization charts and
reporting lines; and formal processes and IT systems.

"Soft" elements, on the other hand, can be more

difficult to describe, and are less tangible and more
influenced by culture. However, these soft elements
are as important as the hard elements if the
organization is going to be successful.

THE McKINSEY 7-S MODEL

The way the model is presented in Figure 1 below
depicts the interdependency of the elements and
indicates how a change in one affects all the others.
Let's look at each of the elements specifically:

 Super – Ordinate Goals:

Super- Ordinate Goal is called "Shared Values”

when the model was first developed, these are the
core values of the company that are evidenced in
the corporate culture and the general work ethic.
Super – ordinate goals are the fundamental ideas
around which a business is built. They are the
blood notions for future directions of the
organization.

 Strategy:
 The plan devised to maintain and build
competitive advantage over the competition.
Strategies are long-term objectives of the
organization .SWOT analysis helps the strategies
to survive into external environment.

 Structure:

The way the organization is structured and

who reports to whom.

Organizational structure refers to the formal

relationships among various positions & activities
performed in the organist. Organization structure
involves arrangements about reporting
relationships, line of communication, rules &
procedures which exist to guide the various
activities performed by various hierarchical
position in the organizational structure.
 Systems:

The daily activities and procedures that staff

members engage in to get the job done.

It refers to all rules, regulations, procedures that

compliment the organization structure. It includes
production, planning & control system, cost
accounting procedures, capital budgeting system,
recruitment, training & development system,
performance evaluation system.

 Style:

The style of leadership adopted in an organization.

 Style is one of the tools which top managers can
use to bring about organizational changes. It is the
pattern of management team over a period of time.

 Staff:

The employees and their general capabilities.

Staffing is the process of acquiring human

resources for the organization & assuring that they
have the potential to contribute to the achievement of
the organizational goals thus; staffing is selection,
placement, training & development of appropriate
and qualified employees.
 Skills:

The actual skills and competencies of the employees

working for the company.

Skills are the most important attributes or

capabilities of an organization.

Placing Super – Ordinate goals in the middle of the

model emphasizes that these values are central to the
development of all the other critical elements. The
company's structure, strategy, systems, style, staff and
skills all stem from why the organization was
originally created, and what it stands for. The original
vision of the company was formed from the values of
the creators. As the values change, so do all the other
elements.
HOW TO USE THE MODEL
The model is based on the theory that, for an
organization to perform well, these seven elements
need to be aligned and mutually reinforcing. So, the
model can be used to help identify what needs to be
realigned to improve performance, or to maintain
alignment (and performance) during other types of
change.

Whatever the type of change - restructuring, new

processes, organizational merger, new systems, change
of leadership, and so on - the model can be used to
understand how the organizational elements are
interrelated, and so ensure that the wider impact of
changes made in one area is taken into consideration.

The McKinsey 7S’s model is one that can be

applied to almost any organizational or team
effectiveness issue. If something within your
organization or team isn't working, chances are there
is inconsistency between some of the elements
identified by this classic model. Once these
inconsistencies are revealed, you can work to align the
internal elements to make sure they are all
contributing to the shared goals and values.

Now, we will see the 7s Framework in accordance

with the Tata Steel Company.
 Introduction of TATA STEEL

Being the best is just not good enough for some

companies. Take Tata Steel. Recently rated the world’s top
steel enterprise in a survey of the global steel industry, the
flagship company of the Tata Group would have been
forgiven for resting on its laurels for a while. Instead, it
has embarked on a restructuring programmed aimed at
making it better still.

The urge to reinvent itself constantly has paid

handsome dividends for Tata Steel. It has carried the
company from the quagmire of stodginess and sloth to the
promised land of profitability and unprecedented success.
The latest round of restructuring, based on a ‘performance
ethic plan’ (PEP) recommended by management
consultants McKinsey & Company, is one more way in
which Tata Steel is working to improve itself.

TATA STEEL GROUP

We begin our journey from small town of
Jamshedpur in Jharkhand. Where every child grows
up to a dream and to a reality – both leading to an
organization. An organization which defined the lives
of the people of this small township. One power, one
force – the dream of One man which shapes the
realities of millions world over today. We bring to you
the story of one of the oldest and most successful
organizations of our times and celebrate the true
spirit of steel with Tata Steel limited.

The reasons for picking up Tata steel company as

our study are simple-

 It is Asia’s first and India’s largest steel company

in the private sector.
 It is India’s 2nd largest and 2nd most profitable
company in the private sector.
 It is one of the most admired companies in terms
of HR practices and sustainable growth Corporate
Social Responsibility.
 The most important reason was to study the
history and the 7-s framework of this glorious
organization which celebrated its centenary year
of foundation on the year 2007.
The Tata Group:

Before we discuss at the length the company, we

would lie to throw some light on the Tata group of
companies in present day India.

139 Years Old Strong Brand Equity

Group Revenues US$ 28.8 billion

Total Sales 3.2% of India GDP

International Income 38% of Group Revenue

India’s largest employer

Over 289,500 employees
in the Private Sector.

TSL is one of the first ventures of the Tata Group

but it has many other successful companies under its
umbrella. Some of the other notable Tata concerns and
their lines of business are shown below:

Tata Steel limited- An overview:

 Established in 1907 by Jamshetji N Tata in

Jamshedpur.
 Formerly known as Tata Iron and Steel Company
Limited (TISCO)
  28.1 million Tons per annum of crude steel production
capacity.
 With Corus acquisition, TSL is world’s 6th largest steel
producer.
 Ranked “Best Steel Maker” by world steel dynamics in
2006, 2005 and 2001.
 Ranked 315th on Fortune Global 500 (post the Corus
Acquisition
 82,700 employees (2007)
 Listen on BSE and NSE
 Headquarters in Jamshedpur, Jharkhand and
registered office in Mumbai.

The 7S framework of TATA STEEL Limited:

 Super – Ordinate Goals of TATA Steel

Limited:

We make the difference through:

 Our people, by fostering team work, nurturing talent,

enhancing leadership capability and acting with pace,
pride and passion.
 Our offer, by becoming the supplier of choice, delivering
premium products and services, and creating value with
our customers.
 Our innovative approach, by developing leading edge
solutions in technology, processes and products.
 Our conduct, by providing a safe working place,
respecting the environment, caring for our communities
and demonstrating high ethical standards.

OBJECTIVES AND TARGETS:

 Sustainability issues are reflected through specific social
and environmental objectives and targets accepted by the
top management as a part of Vision.
 To achieve its sustainability goals, the organization has
identified 12 key enterprise processes critical to the
growth and success of the organization. Mapping and
identifying stakeholder concerns through a structured
engagement and feedback process has been initiated.
These stakeholder concerns are analyzed, prioritized and
are the prescribed goals for Corporate Sustainability
Management. The senior management of Tata Steel
tracks the performance of the targets against each
strategic goal.
 Sustainability at the Tata Group and Tata Steel has
always been value-driven. The five core values
underpinning the way the Tata companies conduct
business are:

o Integrity: We must conduct our business fairly, with honesty and transparency.
Everything we do must stand the test of public scrutiny.
o Understanding: We must be caring, show respect, compassion and humanity
for our colleagues and customers around the world, and always work for the
benefit of the communities we serve.
 o Excellence: We must constantly strive to achieve the highest possible
standards in our day-to-day work and in the quality of the goods and services
we provide.
o Unity: We must work cohesively with our colleagues across the group and with
our customers and partners around the world, building strong relationships
based on tolerance, understanding and mutual cooperation.
o Responsibility: We must continue to be responsible, sensitive to the countries,
communities and environments in which we work, always ensuring that what
comes from the people goes back to the people many times over.

Tata Steel is Asia’s first and India’s largest private sector

integrated steel manufacturer. The Company in 2008 co-
created a shared vision with its employees of becoming a
global benchmark in Value Creation and Corporate
Citizenship. Although the Corporate Citizenship concept in
Tata Steel has evolved considerably over the years, it has been
reinforced by goal setting, measurement and reporting across
the organization. Sustainable Development, through the
improvement of the quality of life of its employees and the
communities it serves, is enshrined within it. To translate this
Vision into reality, Tata Steel has altered paradigms,
repositioned benchmarks and has re-evaluated its core
competencies.

 Organizational Structure of TATA Steel

Limited:
The Composition of the Board and the
board of Directors:
The structure of the board was recently modified in
the year 2007 post Corus UK Acquisition to suitably
incorporated changes which will lead to the adequate
 realization of synergies from the deal within the given
stipulated time fame to reap the maximum benefits from
the much talked about and criticized deal.

The TATA STEEL GROUP Board

CHAIRMAN

DEPUTY CHAIRMAN
TATA Steel Executive Committee Joint Executive Committee Corus Executive Committee

Managing Director Group Corporate Functions Chief Executive Officer

CCcccd
Chief Operating Group Director Chief Operating
Officer Technology, Interpretation Officer

Director Strip Products

Technology & Integration Group Chief Financial
South East Asia Division Director
Officer
Vice President Long Products
Group Director Strategy
Engineering and Division Director
projects
Distributions and
Group Director Building Systems
Vice President
Communications Division Director
Corporate Services
Group Director Global Director Finance
Chief Human
Minerals
Resource Officer Director Human
Resources

Chief Financial Director Legal,

Controller, Corporate Compliance and
Secretariat
 The above figure represents the structure of the
Board. The block marked in yellow represents the
strategy and integration committee which was formed
post the Corus acquisition to realize the synergies from
the deal.

The following figure shows the organizational

structure in TSL:
Managing Director
(IL1)

Executive- EIC Group Chief Spl. Group Group

in-Charge (Tatania Director Project Director, Chief
(Vietnam Project) & Strategy (FA & Global Financial
Project) GM (Geolo. (IL2) MD) (IL3) Minerals Officer
(IL2) Srv.) (IL2) (IL1) (IL1)

Chief Chief Chief Ethics Vice Chief Vice

Executive Financial Corporate Counselor President Human President
(Iran Controller Audit (IL3) (Chhattisg Resource Corporate
Project) (Corporate) (ICA002) arh Officer Services
(IL2) (IL2) (IL2) Project) (IL1) (IL1)
(IL1)

Advisor Social Chief Principal Chief Vice Vice Chief

Development Strategy Executive Corus President President Operating
Contract (IL2) Officer Integration (Orissa (Engineering Officer
(IL2) (IL2) Project) & Projects) (IL1)
(IL1) (IL1)
Percentage of Share Holding Companies:

0.91 Tata Sons Limited

1.05
0.75 Life Insurance Corporation of India
1.23 1.17
1.78 Tata Motors Limited

1.97 Deutsche Securities Mauritius Limited

HSBC Global Investment Funds A/c HSBC Global Investments Funds

Mauritius Limited
4.3 The New India Assurance Limited

27.9 National Insurance Company Limited

10.15 Morgan Stanley Mauritius Company Limited

The Oriental Insurance Company Limited

Macquarie Bank Limited

PERCENTAGE SHARE HOLDING FROM OTHER FINANCIAL INSTITUTIONS

 Staffing of TATA Steel Limited:

Tata Steel's recruitment policy is designed to

attract the right talent at the right time, to enhance
the net worth of human capital and to obtain the best
possible person-to-job, which will contribute to
company's effectiveness.
The Company's Recruitment Policy aims at:

 Being fair and consistent;

 Being non-discriminatory on the grounds of sex,
race, age, religion or disability; Conform to
statutory regulations

Human resources management:

Tata Steel recognizes that its people are the
primary source of its competitiveness and is
committed to equal employment opportunities for
attracting the best available talent and ensuring a
cosmopolitan workforce. TSL aims to pursue
management practices designed to enrich the
quality of life of its employees, develop their
potential and maximize their productivity. It also
aims at ensuring transparency, fairness and equity
in all its dealing with its employees. TSL has been in
pioneer in its HR Policy over the years with the
basic underlying principle of “Sharing and Caring
and a Sense of Belonging” amongst all employees
who are considered to be a part of the TSL family.
The company has been known as a leader in
introducing various HR practices and setting
benchmarks in the global as well as Indian industry.
Some of these initiatives include:

 1920: Tata Steel introduced initiatives like leave

with pay (enforced by law in 1948), Workers‟
Provident Fund Scheme (enforced by law in 1952)
and Workmen’s Accident Compensation Scheme
(enforced by law in 1924).
 Tata Steel introduced eight-hour working days in
1912, much before such a system was implemented
by law even in most western countries.
 Free medical aid was introduced in 1915 (enforced
by law in 1948).
 Maternity benefits were introduced by Tata Steel
in 1928 (implemented by law in 1946)
 Profit Sharing Bonus was granted for the first
time in India by Tata Steel as early as in 1934
(enforced by law in 1965).
 A scheme of retiring gratuity was introduced by
Tata Steel in 1937 (enforced by law in 1972).
 Tejaswini, launched in 2003, is a women
 Empowerment programme –the first of its kind -
that trains women to take up unconventional jobs
in the steel works.
  Shabash –a weekly scheme launched in 2002 –
offers instant rewards and recognition to
employees for exemplary behavior.

Training and Development:

 E-learning facilities available on the Company’s

Intranet which was facilitated by Computer
Literacy training.
 Computer Based Training packages and Multimedia
training materials.
 Safety training received special attention based on
the DuPont Guidelines identification of skill gaps;
there is a plan in place to introduce a technical
competency assessment system.
 Faculty support.
 Up-skilling employees through process based, on the
job training and diploma courses through premium
engineering institutes.
 Directed Learning - strengthening the leadership
pipeline coupled with emerging needs of growth
projects across geographies.
  Skills in TATA Steel Limited:

Managing the surplus manpower with a human

touch has and always will be the cornerstone of the HR
Policy of Tata Steel. In times to come, certain
modifications may have to be made in view of economic
considerations, but the underlying philosophy as envisaged
by the Founder has a stamp of permanence in Tata Steel.
The factors that helped the success of rightsizing at Tata
Steel could be summarized as under:

Cultural Issues

 Steps to understand employees needs/

expectations
 Preparation of mind and attitudinal attuning
 Creation of excitement and motivation through
intense counseling and information sharing

Leadership

 Open and collaborative leadership

 Identification of key leaders (drivers of change)
and development of "soft skills" in handling the
delicate process of redundancy
 Empowerment of leaders at all levels to take quick
decisions -- act on idea/issue relating to success of
ESS immediately
Communication/Education

 Develop climate FIG. 1 : RIGHTSIZING

of trust and
openness
 Making employees
aware of business
 scenario and need
for rightsizing
 Share/

communicate settlement earnings well in advance

 Educate employees on investment plans/housing

plans/post retirement life style plans through
expert interventions
 Communicate policies, rules, procedures and
modify or redefine the rules/procedures, if needed
 Systems used for completion of work in
TATA Steel Limited:
The present system has been designed keeping in
mind any organization in the service industry
where the primary resource is manpower. This
system can be customized and implemented in any
service organization. It gives a tool to manage the
human resource through efficient deployment and
management of manpower. The top management
can use this system to manage the implementation
of strategies by checking that the human resources
are deployed in a proper manner to achieve the
business goals.

Process

 Simplified and FIG.2 : LABBOUR

easy PRODUCTIVITY
processing of
ESS
application –
one window
concept (high
customer
focus)
 Ensure timely payment of settlement dues
and monthly pension
 Share life style of separated employees – role
model to others
  Evaluate/reposition the scheme based on
feedback from the employees, line and
personnel executives
 Deal with rumors and inaccurate
information quickly
 Develop communication and counseling
techniques and skills
 Develop survivors’ support plan

Care after Separation

 Render help/assistance to separated

employees through "Ex-employees Help Line
Desk"
 Help employees to protect from environment
threats like money lenders and other
unscrupulous agencies
 Nomination form for the nominee given to
employees in advance to avoid any hassle of
payment to family members in the event of
death of separated employee before 60 years
of age
 Monthly pension remitted to any bank
anywhere in the country within 10 days of the
month

Safeguards

 Organization values
 Anxieties and stress
 Low employee morale
  Feelings of being deceived and frustration

Credibility in regard to timely payment and care

after separation

Development and Marketing of ESS Package

 Develop an attractive and marketable
package based on survey feedback
 Launch the scheme carefully and at an
appropriate time (avoid festivity time,
marriage time, school/college changeover
time, exams time, etc.).

V. P. Srivastava did his B. Tech (Electrical Engg.) from IIT Kanpur

and Post Graduate Diploma in Financial Management from IGNOU. He
has over 25 years of experience in the area of Information Technology
at Tata Steel. He is the process owner of Project, Technology, Contract
Management and Quality Assurance. He plays a key role in the
technical evaluation for all IT Projects like IT infrastructure for SAP,
Revamp of WAN, and Rollout of e-Procurement to other Business Units
and so on. He has handled contracts in IT Projects and with multinationals such as IBM,
Gartner, and PWC Baan. As Management representative Quality Assurance, he has led
certifications like ISO 9000, BS 15000, BS 7799, SAP CCC, etc. He is currently Head,
Technology and Project Consulting.

Udayan Das joined Tata Steel in 1998. He worked with Materials

Management System, Information Technology Services for a year. He
then worked in the Cold Rolling Mill Information System in IT’S for
another three years. He has now been with the Quality System in IT’S
for three years.
 Madhulika Sharma graduated from BIT Sindri in 1991 as an
Electrical Engineer. She joined Tata Steel in 1992 as Systems Trainee.
Since then she has worked on many IT projects covering a plethora of
platforms like Mainframe, Oracle, Lotus Notes and SAP. She has also
completed a one year Diploma in Executive Management from XLRI in
2003. Conceptualization and design of a user friendly and effective IT
system for better controls has always been her focus area.

Tripti Roy is BE in Computer Science from BIT Mesra, Ranchi. Ms

Tripti Roy has around 18 years of experience in the area of
Information Technology at Tata Steel.
She has worked in various roles in different business areas of Tata
Steel, Starting from Municipal Services, Hospital Management,
Training, HR Functions, Payroll, Production Systems, Work Flow
Automation System and Knowledge Management.
She has development experience on various platforms namely Nelco-5000, DB2 on IBM
Mainframe, Oracle, Unix and Windows Servers and Lotus Notes.
She has strong understanding of database design and has contributed in design of major IT
systems like the Cold Rolling Mill. Currently working as the Central Database Administrator,
she plays a key role towards the design of all IT systems being developed in the
organization. She is also deeply involved in supporting the Knowledge Management and
ASPIRES initiatives of Tata Steel.

Ms. Kopal Raj is a B. E. (Computer Science), BIT Mesra. She did her
Post Graduate Diploma in Business Management from XLRI. She has
been with Tata Steel for three years and has worked previously with
companies like Wipro Systems and Lucent Technologies. She has
worked in various capacities in the IT industry -- Software
Development, Project Management, Client Management, Quality
Assurance and has developed IS models for new ventures of the
company. She participated in the feasibility study to assess the potential of ITS entering the
area of external business. She has also been involved in some of the pre-sales activities.
She currently holds the post of Manager, IT.

SYSTEM OF WORKING IN TATA STEEL Ltd.

 Style of working in TATA Steel Limited:

Steel junction, the new steel retail outlet

from Tata Steel, combines innovation,
functionality and style, to offer a never-before
range in steel lifestyle products.

 If the employee is still not satisfied with the reply, he

may appeal to the Chairman of the Zonal Works
Committee concerned, on Grievance Form-III, within
seven working days of the receipt of the reply at stage
two.

• Appeals against orders of discharge or dismissal should

be addressed to the Chairman of the Zonal Works
Committee concerned, on Grievance Form-III (copies of
which are available at the Employment Bureau), or on
ordinary paper, and these will be considered at Stage
 Three, in the first instance. This should be done within
six weeks of the receipt of the orders, except that in cases
where employees discharged or dismissed are out of
Jamshedpur at the time the order is issued, the time
limit should be three months from the date of issue of
such orders.

• The decision reached by the Management after due

consideration of the recommendations of the Zonal
Works Committee will be communicated to the employee
on Grievance Form-III through proper channels. The
Zonal Works Committee’s unanimous recommendations,
to which the Management or the Union raises no
objection within 10 days of the receipt of such
recommendations, shall be final.

• Where such recommendations are not unanimous or

have not been accepted by the Management or the
Union, the Zonal Works Committee will refer the case to
the Central Works Committee or the Special Central
Works Committee for consideration.
 Strategy used by TATA Steel Limited:

Proposed strategy:

 Strengthen Indian Operation

 Realize Synergies from the Corus Acquisition
 Seek and Maintain control over Raw Material
 Focus on High Growth in Emerging Markets and
Pricing Stability in Developed Markets
 Increasing Focus on High Value Added Steel
Products
 Encourage cashing on the carbon market/ CDM
projects

GROWTH STRATEGY - NEW PROJECTS:

 2.9 mtpa expansion at Jamshedpur
 6.0 mtpa Greenfield project at Orissa
 0.5 mtpa Mini Blast Furnace Project in Thailand
 Orissa Project -Kalinganagar
 6 mtpa integrated steel making facility to be
completed in two phases of 3mtpa each
  Orders placed for Steel Melting Shop, Blast
Furnace, Sinter Plant, and Coke Plant Orders
for Hot Strip Mill, Raw Material Handling
System, Water System, and Oxygen Plant
 Thailand - 0.5 mtpa Mini Blast Furnace Project
 Tentative completion Sep 2009
 Signed contract for machinery supply and
contractor employment
 Entitlement of tax incentives from Board of
Investments, Thailand

GROWTH AND GLOBALIZATION PLANS:

 2.4 mtpa expansion at Jamshedpur: to be
commissioned by 2008
 Limestone JV in Thailand for establishing globally
low cost raw material sources
 1 mtpa expansion at Jamshedpur
 Mascons
 Disintegrated Production facility at Orissa : at
the planning stage
 Ferro Chrome Project in South Africa by 2006
 Coke plant at Halide
 Dharma Project
 Looking for Acquisitions in India and Overseas
NEW VENTURES - GROWTH THROUGH
COLLABORATION:
 Vietnam Steel Project - two Memorandums of
Understanding (MOU) with Vietnam Steel
Corporation
 Iron Ore Project in Ivory Coast –JV with SODEMI
(State Owned Company for Mineral Development
in Ivory Coast) in December for the development
of Mount Nimba Iron ore deposits in Ivory
 VN Coking Coal Project in Mozambique
(Riversdale) JV with Riversdale in November
for coal tenements held by Riversdale in
Mozambique.
 Limestone Project in Oman: JV with the members
of the Al Bahja Group. Tata Steel has a 70% stake
in the Joint Venture.
 Coal Mining Project in Australia - JV with Vale in
Australia for a Coking Coal mine
 Tata Steel –SAIL Joint Venture for coking coal
properties Tata Steel has signed an equal stakes
Joint Venture agreement with Steel Authority of
India (SAIL), for coal mining activities in India.
 SWOT ANALYSIS OF TATA
STEEL LIMITED

STRENGTH:

 Strong Brand name of TSL and Tata Group.

 India operations capable of meeting its own iron
ore requirements.

 Raw material security building through global

operations.

 Leading Sales and Distribution capability.

 Low wage labor availability.

WEAKNESS:

 Low R&D Investment.

 Unscientific Mining.
 Low Productivity.
OPPURTUNITY:
 Unexplored rural markets.

 Growing domestic markets.

 Growing global demands.

 Developing countries not restrained under the

Kyoto Protocol.

 Carbon credits trading on the rise.

 High investment in infrastructure development.

THREATS:

 World’s big producers entering Indian markets.

 China set to becoming a net exporter.

 High duties and taxes by the Government.

 Global laws relating to pollution control and high

energy cost.

 Global economic slowdown.

 FUTURE STRATEGIES that can be
adopted by TATA STEEL Limited
Company:
 CONCLUSION
After conducting an in depth study of one of
India’s most admired companies, we find that the
company has many strengths and opportunities which
it may capitalize on to truly become a world leader in
steel making along with setting high standards for
Corporate Citizenship and Social Responsibility
towards a long term sustainable growth. Though some
of its projects and acquisitions have met with
widespread criticism, it is up to the company to
realize the synergies from the deals to raise the bar for
its own performance. Because as the saying goes – the
leader cannot achieve any benchmarks, it sets them!!!
 BIBLIOGRAPHY
The information is taken from the following
source:

 BOOKS:
Strategic Management

 INTERNET:
www.google.com

www.yahoo.com

www.scribd.com/doc/14941423/TaTa-

Steel-report