AUTOMOBILE INDUSTRY

Tata Motors
limited Group :-10

Kumar Rohit
Mazharul Arfin
Akshit Aggarwal
Tushar sharma
Shivam mishra
 About Industry
Third-largest automobile industry by 2016
Seventh largest producer in the world with an average annual production of 24 Million vehicles.
Fifth largest passenger vehicle and commercial vehicle market Four large auto manufacturing hubs across the
country.
Indian automobile industry had contributed to almost 7 per cent of the countrys GDP
Six Million-plus hybrid and electric vehicles to be sold annually, by 2020.
Sales of passenger vehicles increased by 11.04 per cent to 242,060 units in
April 2016 driven by demand for utility vehicles
 About TATA MOTORS
Tata group was founded by JAMSHEDJI TATA in 1945 .

Tata motors is a part of Tata group.

Tata Motors was founded by RATAN TATA.

It tied-up with Daimler-Benz and entered Commercial vehicle segment in 1954.

Key people :- Mr. Cyrus Mistry

In 1992, it entered Small vehicle segment.

The headquarter of Tata group is in Mumbai.

Profit- 128.2 billion(US$1.9billion) (2015)

Slogan- More Dreams Per Car Inspired by people

 Value chain analysis
Inbound logistics Operations Outbound Marketing service
logistics
1. DTL supplies for 1.Automated 1. Long term 1. Clear 1. Easy availability
critical high value manufacturing contracts with identification of of spare parts.
items. transporters product 2.Organise mega
processes. higher volume of service camp.
2. Efficient business to requirements, 3. Provide online
storage facilities 2. Distributed leading to
transporters service
easy storage and manufacturing ensures development of
retrieval. competitive price. innovative
Assembly units at
3. Long term 2. Regional Sales products Tata 207
South Africa, Office and Vehicle
contract with Dispatch Section DI, Tata Ace
service providers Thailand,
linked through SAP. 2. Pan India
transporters and Bangladesh, Brazil presence and
Procurement:-Global Sourcing Team China , a key Human Resource:-Vast pool of technically competent
agents. etc global footprint.
destination for sourcing essential items like tyres, engineers and managers.
3. institutional
power steering units etc
customers
Defense, State
Technology Development:-Approximately 2% of the Firm Infrastructure :-Strong leadership under the
Transport Units
annual profits of the company invested in research aegis of Tata Sons
BCG MATRIX
 Strength
Stronge domestic player.1
.Low cost leadership.2
.Successful new products launch in 5 years.3
.Global presence.4
Opportunities
.Favorable government policies.1
.Increasing market share from competitor.2
.Acquisition of Jaguar and Land Rover brands.3
Weakness
.Image of low quality makers.1
.Negative Brand Name . 2
.Bad Safety Standards. 3
Swot
Analysis Threats
.Rising cost of manufacturing.1
Enterance of new competitors.2
Low safety standards can hamper the public trust.3
.Increasing competition passenger vehicles. 4
 QSPM
Critical success factors Market development Product Backward
development integration

Strength Weight AS TAS AS TAS AS TAS

.Stronge domestic player.1 0.15 3 .45 4 .60 3
.45
2.Low cost leadership 0.18 4 .72 4 .72 4 .72
3.Successful new products launch 0.18 2 .36 3 .54 2 .36
in 5 years.

4.Global presence. .20 4 .80 2 .40 3 .60

Weakness
.Image of low quality makers.1 0.17 3 .51 2 .51 4 .68

0.15 2 .30 3 .45 3 .45

2 . Negative Brand Name

Total 1.0 3.14 4.22 3.27

 Shared Values (Organizational Culture)
The Culture: integrity, accountability,innovation, customer & products focus,
excellence ,speed etc.

Employees are our capital and our job is to grow that capital. The term human capital signifies that it is
not just the HR functions job to manage this resource, but it is the leaderships job as well. Tata Motors
is going through a comprehensive organisational transformation. It started with the new vision and
mission document, which allows people to see a clear link between what they are doing and what the
company aims to achieve. Within that mission is an inclusive vision that gives everyone meaning in their
work, beyond obvious reasons such as .
 strategy
To develop & retain sustainable competitive advantage what are the changes
required
Expanding the Company international business:- In recent years, the Company has grown its market
share across various African markets such as Kenya, Nigeria, Tanzania, Congo and Senegal,
introduced certain products in Australia, and is focused on increasing the presence in key markets in
Southeast Asia and Latin America.
Reducing operating costs
Tata Motors has dealers in nearly every district in India. This helps them to builda good database of the
financial credibility and worthiness of their customersacross the country, which will be valuable
information for the entire Tata Group.
 staffing

Staffing- Staffing is one of the most important functions of management. In fact, it is the process of
filling vacant position by appointing the right personnel at the right job, at the right time. Hence,
everything will occur in the right manner.
Selection-
The processing of accessing candidate and appointing a post holder
Applicants short listed- most suitable candidate selected
Selection process- varies according to organization.
 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.
 Style

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
 system
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.
 BALANCE SCORE CARD
FINANCIAL
Economic scenario is quite promising with GDP growth rate around 7%.
High interest rates and low freight availability impacts its financial
infrastructure.
Manufacturer of the world's cheapest car 81% of domestic sales in India
Diverse.

INTERNAL BUSINESS PROCESS

Globalization of Tata motors.
Investments in technology.
Leveraging brand equity.
Learning and Growth
Employees are our capital and our job is to grow that.
Code of conduct and fair business practices.
Extensive process mapping exercise to benchmark and
align the human resource processes with global best
practices.

Customers
Focus on customer satisfaction.
Delivering with speed and responsive service.
Customer engagement in dealership by upgrading over
150 showrooms
 Recommendation
TATA Motors should increase the dealerships / channel partners for the rural marketing.
After sales service not satisfactory: Almost every customer complained of theunsatisfactory after sales
service being provided by the service stations of thecompany.
Territory Infringement: division of the territories of the dealership is not properlydone and also the
company does not take any action against the practice of territory infringement. Hence it becomes
difficult for some dealers to manage thecustomers in their territory and also it de-motivates them.
Non- availability of product
Lack of spare part
 a n k You
Th