TATA GLOBAL BEVERAGES

INTERNATIONAL
MANAGEMENT
Presented By: Group 2
Anshu Singh
Homa Firdus
Smrutiranjan meher
Fahad Khan
Samrat Saha
 COMPANY AT A GLANCE
The company was set up in March 1993.
It was a joint venture between Tata Tea ltd and the UK based Tetley Group
Ltd.
Tata tea ltd acquires the Tetley group Ltd in early 2000 and Tata Tetley
division of Tata Tea ltd became a subsidiary of Tata Tea ltd.
Later in 2005, the unit got merged with Tata tea ltd and it became a division
of Tata Tea Ltd, Kolkata
The Company has received ISO 9002 recognition for quality assurance. From
1995 onwards the company is under ISO 9001-2000 certification.
In 2011 company has changed its name from Tata Tea Ltd to Tata Global
Beverages Ltd.
its Head quarters is located on Kolkata
It is a 100 % EOU unit.
Tata Tea Tetley markets overseas like East Europe, CIS, the Middle East,
Australia and South Africa.

Management
Mr.Cyrus P Mistry- Chairman
Mr.RK Krishna kumar- Vice chairman
Mr.Harish Bhat- managing Director
JOURNEY OF TATA GLOBAL BEVERAGES
BRAND POSITIONING
REGIONAL PROFILE AND SALES
BUSINESS PROFILE (REGION SPECIFIC)
BUSINESS PROFILE (REGION WISE)
BUSINESS PROFILE (REGION SPECIFIC)
JOINT VENTURES AND ASSOCIATES
SUBSIDIARIES OF TGB
 page 13

DRIVERS OF GLOBALISATION

COSTS AND SCALE TECHNOLOGICAL

MARKET POLITICAL COMPETITION

Globalization Economies of Liberalization, Technological High domestic

provides the scale results in globalization innovations and competition
opportunity to the reduction of index, strategic can be a factor
enter new costs. corruption index partners are for expansion of
markets are important often drivers of the markets.
determining globalization.
factors.
 PORTER’S DIAMOND MODEL
Threat from substitute :
•Coffee
•Pepsi
• Energy drinks

Bargaining power of Rivalry :

Bargaining power of
suppliers : • Approximately 700 tea
Buyer :
• Large number of companies
• Large number of buyers
producers • Low • Unorganised players
•Other available option
switching cost • Industry growth rate 2%

Threat from new entrants:

• 100 % FDI
• Untapped rural market
FIRM STRATEGY, STRUCTURE AND RIVALRY

• Corporate • Intense
• Sustainable rivalry
vision
competitive
advantage
 FIRM STRATEGY, STRUCTURE AND
RIVALRY
Tata Global Beverages aims to be the most admired natural beverages
company in the world. We are a business with rich traditions and big
ambitions. As a consolidated group, we are already the 2nd largest tea
company in the world, and are on a journey to become the global leader in
branded natural beverages.
Sustainable competitive advantage is being maintained through the
continuous innovations, large product basket and diversified brands,
valuable strategic alliances.
Intense rivalry both in domestic market through global and local players and
in the foreign market by the global giants with an already existing
competitive advantage leads to continuous improvement.
 RELATED AND SUPPORTING INDUSTRIES

Benefits of investment in advanced factors by suppliers and related

industries can spill over.

Created cluster of supporting industries, thereby achieving a strong

competitive position internationally.

Tea, coffee, dairy products, water, pepper and other plantation crops
SOURCE: ERIN MEYER CULTURE MAP
HOFSTEDE APPLICATION IN MOST POPULAR
COUNTRIES FOR TGB
 CAGE DISTANCE FRAMEWORK

• GEOGRAPHICAL • ADMINISTRATIVE • ECONOMIC

• Administrative • TGB
• CULTURAL • Geographical distance is very maintains a
barrier did not high with most close
impact TGB’S countries it economic
expansion. operates in. distance
strategy
 GLOBAL RISK

1. Cross-Cultural Risk
2. Country Risk
3. Currency Risk
4. Commercial Risk
 CONCLUSION
TGB has been consistently developing themselves in the global market.
While they are the 2nd largest tea company in the world but in order to
be number one, they need to capture the European markets.

European markets can be very tricky as the culture that they have are
diverse.

The TGB management should focus on creating a symbiotic

relationship between culture and management to create a strong
footprint in the European nations.