Upload
gourav-kumar
View
222
Download
0
Embed Size (px)
Citation preview
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 1/151
This projectis a part of
theinternalasse
ssment forthe subject
BusinessPolicy &
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 2/151
CompetitiveStrategy
. I havedeveloped a
Porter’s FiveForces
analysis fortheorganizati
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 3/151
on. Iidentified
strategicstrengths
andweaknesses
andidentifiedcore
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 4/151
competenciesof the
organization . The company
that Ihavetaken into
account toanalysis the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 5/151
Porter’s FiveForces is the
TataMotors.
The Specificproduct that I
will be taking
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 6/151
into analysisis the
NANO CAR . This
segment hasa great
growthpotential in
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 7/151
developingcountries ,
especially in acountry like
India.1.Potential Entrants –
Threat of newentrants2.Bu
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 8/151
yers – Bargaining
power ofbuyers3.Sub
stitutes –a.Threat of
substituteproducts or
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 9/151
servicesb.Rivalry among
existingfirms4.Suppli
ers -Bargaining
Power ofSuppliers5.Ot
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 10/151
herStakeholders
– RelativePower of
Union,Governments
etc.
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 11/151
A brief Informatio
n aboutthe
product : The TataNano is
arear-engine,
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 12/151
four-passengercit
y carbuilt by Tata Motors,
aimedprimarily at
theIndianmarket. The
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 13/151
car is veryfuelefficient,
achievingaround
78mpgon thehighway and
around 92 inthecity. It was
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 14/151
firstpresented at
the 9thannualAuto
Expoon 10January2008,
atPragatiMaidaninNew
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 15/151
Delhi,India.Nano had a
commerciallaunch on
March 23,2009 and, a
bookingperiod from
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 16/151
April 9 toApril25,
generatingmore than
200,000bookings for
the car. Thesales of the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 17/151
car will beginin July 2009,
with astarting price
of Rs115,000(rupe
es), which isapproximatel
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 18/151
y equaltoUK£1,467
orUS$2,421as of June
2009. This ischeaper than
theMaruti800, its main
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 19/151
competitorand next
cheapestIndian car
priced at184,641
Rupees.Tata
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 20/151
hadsought toproduce the
leastexpensivepro
duction carinthe world —
aiming for astarting price
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 21/151
of Rs.100,000(approximatel
yUS$2,000 inJune 2009).
Page | 2
TATA
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 22/151
BusinessPolicy &
CompetitiveStrategy
Porter's 5
ForcesModel of
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 23/151
the NANOcar
There iscontinuing
interest in thestudy of theforces that
impact on
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 24/151
anorganisation,
particularlythose that
can beharnessed to
providecompetitive
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 25/151
advantage.The ideas
and modelswhich
emergedduringthe
period from1979 to the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 26/151
mid-1980swere based
on the ideathatcompetiti
veadvantage
came fromthe ability to
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 27/151
earn a returnoninvestment
that wasbetter than
the averagefor the
industrysector.
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 28/151
AsPorter's 5Forces
analysisdeals with
factorsoutside an
industrythatinfluence
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 29/151
the nature ofcompetition
within it, theforces inside
theindustry(microenviro
nment) thatinfluence the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 30/151
way in whichfirmscompet
e, and so theindustry’s
likelyprofitability is
conducted
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 31/151
inPorter’s fiveforces model.
Page | 3 Business
Policy &CompetitiveStrategy
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 32/151
BARRIERSTO ENTRY•
Time and
cost of entry – T
ime is mostessential
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 33/151
thingwhilelaunchin
g a productinany market.
The launchof the NANO
isquite viableas the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 34/151
demand ofthe smallcar
is on the risein the market.
By the cost ofthe entry we
meantheinitial capital
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 35/151
required toset up a new
firm is veryhigh, itmakes
the chancesof the
chances of
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 36/151
new entrantsare very less. •
Knowledgeand
Technolog
y - Ideas and
Knowledge
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 37/151
thatprovidescompetitive
advantageover others
whenpatented,pre
venting othersfrom using it
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 38/151
and thuscreates
barrier toentry. The
TATA motorshave great
knowledge/ experience
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 39/151
intheautomobil
e industryand has
renownedtechnological
advantagebecause of the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 40/151
recentacquisition
and mergers. •
Product
Differentia
tion andCost
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 41/151
Advantage–
Thenewproduct
has to bedifferent and
attractive tobe accepted
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 42/151
bythecustomers
.Attractivenes
s can bemeasured in
the terms ofthefeatures ,
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 43/151
price etc. Atthis level the
price of theNANO car
wasone thingthat is
attractingcustomers.
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 44/151
And aboveall this
theimage ,trust the name
TATA carrieswith it. •
Governme
nt Policy
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 45/151
andExpected
Retaliation-
Althoughgovernment's jobis topreserve free
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 46/151
competitivemarket,
itrestrictscompetition
throughregulations
andrestrictions.
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 47/151
Thegovernment tried to
promote theTATA Motors
to start aplant
byprovidingland and tax
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 48/151
rebates. Butthe
unexpectedretaliation
bythe localpeople
surface inthe setting
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 49/151
up of theplant
whichcostedthe company
a lot. •
Access toDistributio
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 50/151
n Channels–
When a newproduct
alaunched awell
developeddistribution is
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 51/151
must for itssuccess. The
TATA motorshad a
advantage ofwell
establisheddistributionch
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 52/151
annel acrossthe world.
BUYERS Page | 4
BusinessPolicy &
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 53/151
CompetitiveStrategy •
Switching
Costs - If switching to
anotherproduct is
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 54/151
simpleandcheap the
customersdoes not think
much beforedoing it. In
caseof NANOcar the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 55/151
switchingcost from
bike to car istoo high.
Thusincreasing the demand
of the carmany fold. •
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 56/151
Number of customers
/ Volumeof sales -
If there arefewbuyersthen they areable to
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 57/151
dictate theterms. They
pull downthecost by
Bargaining.The
bargainingpower of buyer
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 58/151
is high asthere are lot
of choiceavailable to
thebuyer andthe service
do not varyfrom one
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 59/151
manufacturerto theother.
They forcethe
manufacturesto improve
the quality. Allthiscan be
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 60/151
clearly seenin the case
of NANO carthe price tag
atwhich ithas been
offered orthe quality of
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 61/151
the NANOcar
nocompromises has been
done at anyfront. •
Brand
Image -
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 62/151
The brandimage of the
TATA and thesegmentin
which theNANO has
been themost
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 63/151
attractivething in
theentirepackage.
SUPPLIER S •
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 64/151
Numberand Size of
Suppliers – A company
tomanufacture
itsproductsrequires raw
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 65/151
material,labor etc. If
there arefewsuppliers
providingmaterial
essential tomake a
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 66/151
productthenthey can
set the pricehigh to
capture moreprofit.
Powerfulsuppliers can
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 67/151
squeezeindustry
profitability togreat extend.
Incase ofNANO the
supplier arelimited and
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 68/151
the size ofthesuppliers
are bigenough to
bring aboutthe
controllingpower inthe
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 69/151
price of thecar. The
NANO carhas more
than 128suppliers inall
and themajor portion
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 70/151
of thebuilding cost
of the car istheparts
supplied bythe suppliers. •
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 71/151
UniqueService /
Product - Suppliers’
productshave
fewsubstitutes. Supplier
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 72/151
industry isdominated by
a few firms.Thesome
parts of theNANO car
are obtainfrom the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 73/151
supplierwhothem are
big enoughand limited
substitutesare available
againstthem.So the entire
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 74/151
productionline depends
upon themonly.
Page | 5 Business
Policy &
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 75/151
CompetitiveStrategy •
Ability to
substitute - Suppliers’
productshave high
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 76/151
switchingcosts. In many
case evenwhen
substitute areavailable its
notthat easyto opt for
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 77/151
substitute asthe next
product intheassembly
line dependsupon it. If the
change in theany part
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 78/151
isbroughtabout the
long list ofdepended
parts alsohave to
bechanged ,which in most
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 79/151
cases is notfeasible to do.
SUBSTITUTES •
Price band
-
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 80/151
The threatthat
consumer willswitch to a
substituteproduct if there
has been anincrease in
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 81/151
price of theproduct
orthere hasbeen a
decrease inpriceof the
substituteproduct. If
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 82/151
the price ofthe NANO
carwillincrease
the mainexpected
customers iethe one
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 83/151
switchingfrombike to
car will notmove to car
and willremain in the
bike only.Thus the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 84/151
price is keptchecked in
this manner. •
Substitutes
performan
ce - The
performance
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 85/151
of thesubstitutesect
or will alsoplay a
important rolein the
success ofthe NANOcar.
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 86/151
If the price ofthe Bike
segmentincreases or
the priceband of the
smallsegment fall
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 87/151
, it will haveeffect on the
quantityrequired in the
market. Its just on the
price but alsothe
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 88/151
featuresandthe other
servicesassociated or
it may be thestatus
symbolstory.The success
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 89/151
of the electriccar segment
with playerlikeREVA can
also effect thedemand of
the NANO. •
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 90/151
Buyerswi l l ingn
ess–
Products
withimprovingpri
ce/performance tradeoffs
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 91/151
relative topresent
industryproducts.It
willdetermine
thewillingness of
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 92/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 93/151
newproductin the market
ie ‘NANO’.They might
be willing togo forthe test
products like
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 94/151
Maruti 800 ,Santro etc.
COMPETITIVE
RIVALRY•
Numberand
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 95/151
Diversityof
Competitor -
Thisdescribesthecompetition between the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 96/151
existing firmsin an industry.
the current Page | 6
BusinessPolicy &Competitive
Strategy
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 97/151
scenario, thesmall car
market inIndia is very
competitivewithplayers
like MarutiSuzuki, Tata
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 98/151
Motors,Hyundai etc.
whichwaspretty
muchdominated by
Maruti. Butwith launch of
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 99/151
Nano the1lakh car the
wholemomentum of
the markethas shifted.
Now tobecompetitive
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 100/151
in marketother
companieshave to
eitherslashrates of
their existingmodel or
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 101/151
have to goback to the
drawingboardand build
again. •
PriceCompetitio
n -
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 102/151
Advertisingbattles may
increasetotalindustry
demand, butmay be
costly to
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 103/151
smallercompetitors
. Products with
similarfunction limit
the pricesfirms can
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 104/151
charge.Pricecompetition
often leavesthe entire
industryworse
off.NANO isthe only
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 105/151
player so ithas the price
freedom butas theMaruti
and Hondaare also
planning tolaunch the
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 106/151
car inthesame
segment theprice
competitionwill start. •
Exit
Barriers–
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 107/151
Even if theproduct fails
in the marketits not
thateasy forthe company
to exit themarket just
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 108/151
like thatbecause of
the heavyinvestment it
has made inthe initial
stage. If theNANOfails or
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 109/151
falls flat theTATA motors
will not be ina state to
slowdone theproduct even
when NANOproduction
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 110/151
line can beusedby the
otherproducts after
fewmodification
as for NANOonly thenew
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 111/151
product linewere setup
and huge costwere
incurred. •
ProductQuality -
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 112/151
Increasingconsumer
warranties orservice
isverycommon
these days.To maintain
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 113/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 114/151
businesscompetitive.
Thisrequires
additionalcapitalexpen
diture whichtends to eat
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 115/151
upcompany's
earning. Ontheother
hand if noone else can
provideproducts/
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 116/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 117/151
competitors inthis segment.
Page | 7 Business
Policy &CompetitiveStrategy
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 118/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 119/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 120/151
and to onlytransplant a
couple ofsenior
managersfrom India
into the newmarket. The
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 121/151
benefit isthatTata has
been able toexchange
expertise. Forexample
aftertheDaewoo
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 122/151
acquisitionthe Indian
companyleaned
workdiscipline and how to
get the final
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 123/151
product 'rightfirst time.' •
Tata MotorsLimitedacquired
DaewooMotor's
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 124/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 125/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 126/151
since 2006.This has
enhancedthe
productportfolio for Tata
and Fiat interms of
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 127/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 128/151
2008 TataMotor's
successfullypurchased
the Land Rover
and Jaguar
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 129/151
brands fromFord Motors
for UK£2.3million.
Two of theWorld's
luxury carbrand have
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 130/151
been addedtoits portfolio
of brands,and has
undoubtedlyoff the
companythechance to
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 131/151
marketvehicles in
the luxurysegments. •
NANO is thecheapest carin the World.
Page | 8
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 132/151
BusinessPolicy &
CompetitiveStrategy •
The range of
Super
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 133/151
Milo fuelefficient
buses are powered
bysuper-efficient, eco-
friendlyengines.
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 134/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 135/151
are basedupon
3rd and4thgeneration
platforms , which put
Tata MotorsLimited at
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 136/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 137/151
Land Roverbrands Tata
has not gotafoothold in
the luxury car
segment
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 138/151
in itsdomestic,
Indianmarket. The
brandassociated
withcommercial
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 139/151
vehicles andlow-
costpassenger cars to the
extent that ithas isolated
itself fromlucrativesegm
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 140/151
ents in amore
aspiringIndia
. •
Othercompeting car
manufacturer
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 141/151
s have beenin the
passengercarbusiness
for 40, 50 ormore years.
Therefore
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 142/151
Tata MotorsLimitedhas to
catch up interms of
quality andlean
production. •
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 143/151
Sustainability and
environmentalism
could meanextracostsfor thislow-cost
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 144/151
producer.This could
impact itsunderpinning
competitiveadvantage.
Obviously, asTata
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 145/151
globalisesand buys
intootherbrands this
problem couldbe alleviated.
Page | 9 of 9
Leave a Comment
a12de5876ead3
json
You must be logged in to leave a comment.
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 146/151
Submit
Characters: 400
Kawsar Chowdhury
valo...
reply03 / 11 / 2012
9988650577 begin_of_the_skype_highlighting 9988650577 end_of_the_skype_highlighting
reply05 / 13 / 2010
adelalendt
nice layout, the best
reply11 / 01 / 2009
abigaildonath
Est-ce nous nous somme deja rencontres?
reply11 / 01 / 2009
queensadger
ditto
reply10 / 20 / 2009
tenishaamirault
awesome
reply10 / 18 / 2009
mirianpfeuffer
Ik verontschuldig me voor het houden niet omhoog met uw guestbook.
reply10 / 18 / 2009
arnitakrusen
Si je t'aide a apprendre l'anglais, est-ce que tu m'apprendra comment embraser a la francaise?
reply10 / 17 / 2009
Show More
a12de5876ead3
json
You must be logged in to leave a comment.
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 147/151
Submit
Characters: ...
Michael Porter's Five Forces Analysis -
TATA Motors
Michael Porter's Five Forces Analysis of TATA Motors
• The rivalry between existing sellers in the market.
• The power exerted by the customers in the market. • The impact of... (More)
Download or Print
40,211 Reads
Info and Rating
Category: Business/Law > Marketing
Rating: (2 Ratings)
Upload Date: 08/07/2009
Copyright: Attribution Non-commercial
Tags:
Tata
michael porters five forces analysis tata motors
5 force model
(more tags)
Flag document for inapproriate content
Uploaded by
vivekhanna4u
Follow
Download
Embed Doc Copy Link
Add To Collection
Comments
Readcast
Share
×
Share on Scribd:
Readcast
Search
TIP Press Ctrl-F⌘F to quickly search anywhere in the document.
SearchSearch History:
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 148/151
Searching...
Result 00 of 00
00 results for result for
p.
More from This User
Related Documents
More From This User
15 p.
IIPM_NPD_Lecture_1
13 p.
Lorenz Curves and the Gini Coefficient
Lorenz Curves and the Gini Coefficient
28 p.
7P - Service Industry (E-tutorials)
7P - Service Industry (E-tutorials)
Next
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 149/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 150/151
7/31/2019 Sawna Project Ip
http://slidepdf.com/reader/full/sawna-project-ip 151/151