tata motors case study introduction

Tata Motors Case Study: History, Business Model, Products, Financials, Peers, and SWOT Analysis

From the streets of Mumbai to the prestigious avenues of London, the growls of Tata Motors engines echo across the globe. This Indian automotive giant has come a long way, evolving from a locomotive manufacturer to a diverse automobile powerhouse.

In today’s blog, we will delve into the world of this fascinating company from exploring its rich history to ambitious plans. 

Overview 

Tata Motors is India’s 3rd largest automobile company and is a leading global manufacturer of cars, utility vehicles, buses, trucks, and defence vehicles. Tata Motors was incorporated in the year 1945 and was a part of the Tata Group which was founded by Jamshedji Tata in the year 1868.

Some of the world’s most iconic brands, including Jaguar Land Rover in the UK and Tata Daewoo in South Korea are a part of the automotive operations of the group.

Tata Motors is committed to developing innovative and sustainable vehicles for the future of mobility. The company operates on a philosophy of ‘giving back to society’.

Additionally, in a major push for clean transportation, Tata Motors signed a deal to supply 3,500 EVs to BluSmart Mobility, India’s first electric and shared smart mobility company, expanding Delhi NCR electric fleet and offering customers more environment-friendly travel options. 

The history of Tata Motors dates back to 1945. Tata Motors was founded as Tata Engineering and Locomotive Company (TELCO), which initially focused on locomotives.

The company entered the commercial world market in the year 1954 through a joint venture with Daimler-Benz, establishing India’s first heavy vehicle manufacturing facility. Gradually it expanded the commercial vehicle portfolio with trucks and buses, becoming a dominant player in the market.

2008 marked a turning point with the acquisition of Jaguar and Land Rover from Ford, propelling Tata Motors onto a global stage.

Did You Know?

In the year 1991, India’s first sports utility vehicle (SUV), Tata Sierra, was designed and manufactured by Tata Motors.

Highlights (FY 2022-23)

• Presence in more than 125 countries.
• INR 20,265 crore was spent on research and development.
• 25 manufacturing facilities.
• 81,811 collective workforces.
• 3,72,217 units of Jaguar and Land Rover (JLR) sold.

Subsidiaries

Some of the subsidiaries of Tata Motors is mentioned below:

• Tata Motors Passenger Vehicles Limited

TMPV is a wholly-owned subsidiary of Tata Motors and leads the passenger vehicle business in India. The company offers a diverse range of sedans, SUVs, and electric vehicles.

• Tata Passenger Electric Mobility Limited (TPEM)

TPEM was established in FY 2021-22 to carry out the Passenger Electric Mobility Business with a funding of INR 7500 crore from TPG Rise. The company aims to channel future investments into electric vehicles.

• Jaguar Land Rover (JLR)

JLR, a well-known British manufacturer of luxury cars, was acquired by Tata Motors in 2008. The company exemplifies quality and sustainability.

• Tata Motors Finance Limited (TMFL)

TMFL and Tata Motors Finance Solutions Limited (TMFSL) are TMF Holdings Limited (TMFHL)’s Non-Banking Financial Companies (NBFCs) subsidiaries. TMFHL is a Core Investment Company (CIC) and Tata Motors’ completely owned subsidiary. TMFL provides vehicle financing solutions to Tata Motors customers in India.

Business Model

Tata Motors holds 10 manufacturing facilities, and 3 R&D/engineering and design centres. Furthermore, there are 12 worldwide manufacturing and engineering facilities for JLR.

The company aims to become the most aspirational brand in the Indian Automotive Industry.

Full range of activities that TML provides includes manufacturing operations, logistics, financial services, global sales network, customer service network, mobility service, innovation and technology, design and engineering, and strategic sourcing.

Product Portfolio

The existing Commercial Vehicle Range of the company is as follows

MHCV, Buses and Vans, ILCV, SCV and PICKUP.

Last but not least the showstopper in the CV range is the ACE EV which features TML’s EVOGEN powertrain.

The existing Passenger Vehicle Range includes products like Tiago, Tigor, Altroz, Punch, Nexon, Harrier, and Safari.

Existing Electric Vehicle Range includes Tiago EV, Tigor EV, XPRES-T EV, Nexon EV, and NEXON EV MAX.

Also, the company boasts that the EV contribution is likely to increase to 25% in 5 years and reach 50% by 2030.

Apart from the portfolio mentioned above, TML offers a luxury range as well which includes Jaguar and Land Rover, the two distinct British brands with a rich heritage design.

Did you Know?

Tata Motors’ first indigenously developed passenger car, Tata Indica was presented in 1998 at the Geneva Motor Show.

Financial Statement Analysis

Key metrics.

Key Margins

Peer Comparison

Market details of tata motors, swot analysis.

• The company offers a diverse range of product portfolios including iconic brands like JLR which cater to the needs of a wide range of customers.
• Consistent investments in strategic partnerships and collaborations to infuse new technologies help the company expand its business operations.
• The company considers the quality and safety of the customers as key parameters while manufacturing products.
• Tata Motors invests heavily in research and development and tries to curate future-ready vehicles with features like electric mobility and connectivity.
• They actively promote sustainable practices through electric vehicles and emission reduction initiatives aligning with environmental concerns.
• A significant portion of its revenue comes from India , which exposes the company to economic fluctuations and regulatory changes in the country.
• Despite the pervasiveness of JLR, their presence in major global markets like China and North America remains limited.
• Dependence on imported materials exposes the company to price fluctuations , impacting the profit margins.
• The EV industry is dynamic as it changes quickly, failure to keep up with market trends may affect margins. 

Opportunities

• Tata Motors is well-positioned to capitalise on the rising demand for electric vehicles with their existing offerings and future developments.
• Consistent investments in research and development can lead to breakthroughs in areas like autonomous driving and connected cars, offering a competitive advantage.
• Government initiatives promoting EVs can create favourable market conditions for Tata Motors.
• They can leverage JLR to further expand their reach in international markets.
• Any kind of disruption in the supply chain can affect business operations.
• The company is exposed to several global economic and geopolitical situations such as wars, natural disasters, and pandemics.
• Sudden shifts in policy and environmental regulations can disrupt operations.
• Rapid advancements in technology can make existing products obsolete if they are not constantly updated.
• Brand positioning is a challenge in a dynamic automotive market with more intense competition from existing OEMs and new entrants in the market.

Tata Motors has indeed seen incredible growth in the Indian domestic market, especially in the commercial vehicle segment. Rising GDP and infrastructure spending can further boost the demand for commercial vehicles. New models such as Tiago, Nexon, and Harrier have been well-received by customers. Additionally, the company has captured the growing market segments with the latest designed EVs.

Tata Motors stands as a prominent player in the Indian automotive landscape, with a diversified product portfolio, strong brand recognition and a commitment to innovation and sustainability. Their business model positions them well for future growth. However, navigating and addressing key challenges will be critical for the company.

Frequently Asked Questions (FAQs)

1. Why is electric mobility a big focus for TML?

Ans. With India’s growing environmental concerns and rising fuel costs, electric vehicles represent a good solution.

2. Can Tata Motors become a global leader in the automotive industry?

Ans. The question cannot be answered yet but capitalising on opportunities will be important for them to compete on a global scale.

3. What are the latest innovations of the company?

Ans. TML is investing in connected car technology, autonomous driving, and many other revolutionary innovations.

4. Which company made the world’s cheapest car?

Ans. The iconic Tata Nano was the cheapest car ever sold and was produced with the objective of providing affordable mobility to people.

5. Does the company focus majorly on budget cars?

Ans. Tata Motors fulfil the diverse needs of customers by offering premium vehicles like Land Rover Discovery and budget friendly cars like Tata Punch. 

Disclaimer: The securities, funds, and strategies mentioned in this blog are purely for informational purposes and are not recommendations.

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Tata Motors Company’s Strategy in Context Case Study

Introduction, analysis of the decision, the influence of social actors on the decision to acquire jlr, power structures and relations in organisational decision-making.

Tata Motors, which is one of the globally recognized automobile producers, was established in 1945. Its main offices are located in India. Tata is the world’s fourth-largest truck maker and second-biggest bus producer. Tata Motors has segments that are tailored to serve commercial, service, automobile, and commuter markets around the globe. In addition, the company has joint ventures with Cummins, Fiat, and Daimler Benz. In 2008, it acquired Land Rover and Jaguar brands. This decision is presented as a bad move due to the predicament it brought to the company. Regarding the company’s ownership structure, Tata Sons have approximately 27% stake while Tata Consultancy Services Limited and Tata Investment Corporation hold shares of about 73% and 68% respectively (Anand, 2016). The company operates in different geographical areas, including Europe and America.

The available evidence indicates the extent to which Tata’s decision to acquire Jaguar and Land Rover (JLR) weakened the organization’s position. Particularly, the decision was characterized by trouble, which was complicated by the onset of the global financial crisis. Stakeholders, including the chairperson of Tata Motors Group and Ford Motors, supported the decision. This paper’s conclusions indicate that the decision was counterproductive because it resulted in challenges of cash revenue flow due to the prevailing inflexible credit conditions. Firstly, this case study discusses the basis of the decision to acquire JLR followed by how specific factors or social actors in the company’s internal and external environment influenced the idea of obtaining JLR. Finally, it examines power structures and relations in organizational decision-making based on institutional and stakeholder theories applicable to the JLR acquisition decision.

The Decision-Making Process

According to Timmons and Bunkely (2008), the company was given a credit facility of about 3 billion USD to finance the acquisition of JLR. This money was scheduled for refunding in June 2009. However, by the end of 2008, Tata was only able to pay 1 billion USD. As the primary decision-makers and stakeholders in the acquisition deal, the company’s top management did not worry over the far-stretched credit facility since it corresponded with the organization’s strategic growth initiatives. Ford Motors’ administrative team also supported the move. Tata focused on consolidating its domestic and overseas markets through strategic collaboration and acquisitions (Nair, 2018). Tata Motors completed its acquisition deal of JLR from Ford Motors in June 2008. According to Nair (2018), some of the acquisition considerations entailed JLR’s production units, the certification of intellectual property rights, and different national sales entities located across the world. The purchase of JLR added more credit burdens. For instance, as Nair (2018) reveals, Tata also purchased Tetley and Corus on loan.

Acquiring JLR was a deliberate move. The company was convinced that the acquisition of JLR would strengthen its global position in the automobile industry. This expectation was founded on the fact that JLR not only had a global presence but also a brand with significant equity value. After signing the acquisition deal, Ratan Tata, the leader of Tata Motors Group, observed, “We are very pleased with the prospect of Jaguar and Land Rover being a significant part of our automotive business” (Singh & Shalender, 2014, p.147). This major stakeholder confirmed the Tata fraternity’s big respect for the JLR brand. Hence, he was willing to put all possible efforts to safeguard JLR’s British legacy while supporting its competitiveness in the market. JLR’s management team and employees would continue to offer their expertise and long-history experience as the key pillars of business growth and profitability.

Tata was optimistic about JLR’s future fortunes as a component of Tata Group amid Ford’s decision to sell the two brands. After years of operation as part of its PAG, Ford had not recorded the anticipated benefits. Hence, it is challenging to understand the capacity of Tata’s management team to make decisions that could benefit the company in the long term. In 1989, Ford acquired JLR from Leyland. In the 1990s, market demand for various high-end vehicles reduced considerably due to hard economic times. However, high sales were still recorded in some markets such as Japan and Germany. Overall, by 2007, JLR reported losses that resulted in mass layoffs and the closure of some manufacturing plants (Raianu, 2018). In 2007, Ford Motors reported a total loss of 12.8 billion USD (Raianu, 2018). This amount was the highest since the formation of the company in 1903. As part of its plan of disposing of less profitable business lines, Ford sold JLR to Tata Motors in 2008 at 2.3 billion USD (Timmons & Bunkley, 2008). However, in the acquisition agreement, Tata was not to inherit JLR’s debt liabilities. Tata’s management team may be blamed for its poor decision-making process that focused on the anticipated benefits while disregarding some likely challenges similar to those experienced by Ford.

After acquiring JLR, Tata would own a nano car priced at only 2,500 USD (Shafiulla, 2014). It would also sell luxury vehicles such as Land Rover and Jaguar to global markets. The company would supply products that fulfilled the needs of different markets. Consequently, it would have a global reach in all niches. The company would also possess high-end design facilities originally unattainable due to JLR’s protection of intellectual rights. Tata also wanted to access new technologies. Its local brand, Indica, and Safari had challenges, including vibrations and internal noise. Adopting JLR technologies would help to resolve these problems, hence creating more customer satisfaction in the Indian domestic market.

Corus was the primary supplier of various high-grade steel used in the automotive industry in Europe and the U.S. JLR relied on this entity to supply competitive steel materials. Since Corus was part of Tata, acquiring JLR implied that it would provide internal synergy for the entire Tata Group. As shown in Table 1, this collective synergy enabled JLR to make profits in 2017. Through the acquisition, Tata was sure of diversifying its products, which mainly depended on the local Indian market. This segment accounted for 90% of its total revenue flow. The decision made would also result in the diversification of JLR’s geographical reach to include South East Asia. Before the deal, the U.S. accounted for 30% while Europe had a share of 55% of the total JLR’s sales volume (Pathak, 2016). In 2018, JLR reported a loss of 270 million pounds, which originated from a market slip in China despite reporting strong performance capabilities in America and the UK (“Jaguar Land Rover posts £3.4bn loss as China demand slips,” 2019). The demand for cleaner models indicated JLR’s challenging moments because its models mainly used diesel. In Europe, sales for diesel-powered automobiles have been reducing.

Organizations make specific decisions in response to various specific factors that characterize their internal and external environments. Figure 1 illustrates the interrelationship between various actors in these settings for any company, including Tata.

Economic and technological dimensions played a huge role in shaping Tata’s decision to acquire JLR. These two elements form the external environment of an organization (Jablonski, 2017). Technology influences all business operations. It plays a critical role in enhancing research and new product development processes. Through JLR, Tata wanted to acquire the necessary technology to improve its domestic product lines, including Indica and Safari (Bryant, 2019). It also sought to develop the capability to benchmark and share knowledge repositories accessible from JLR. For Tata, technology-based investments were regarded as vital in ensuring its competitiveness in both local and international markets.

According to Jablonski (2017), economic factors denote all financial policies and conditions that influence business decision-making procedures. A stable economic atmosphere allows an organization to tap into the available credit lines to facilitate expansion plans necessary for higher economies of scale. Before obtaining JLR, Tata had already acquired some other brands on credit arrangements as a part of its growth strategy (Timmons & Bunkley, 2008). Therefore, it had evaluated and determined that its economic environment suited its approach to business. Tata was concerned about its ability to have a global appeal to deliver optimal returns to its shareholders. Nevertheless, the start of the international financial crisis introduced some challenging moments.

According to Bryant (2019), JLR’s acquisition worsened Tata’s earnings volatility due to economic challenges encountered in key Jaguar and Land Rover markets. In 2008, the effects of the global financial predicament were experienced in the U.S. and Europe (Barnett, 2015). Financial crisis reduces net household incomes. During recessions, minimal sales reduced revenue, and low stock prices characterize an economy (Barnett, 2015). Hence, an economy experiences declining growth, which usually leads to increased unemployment levels accompanied by mass layoffs. The deteriorating demand for products and services makes results in losses (Barnett, 2015).

Tata witnessed the above situation in its American and European markets. Apart from spending 2.3 billion USD to facilitate the acquisition process, the company had also planned to invest 1 billion USD in JLR (Timmons & Bunkley, 2008). As Shafiulla (2014) observes, this expenditure was huge because the organization had also used 400 million USD to develop its nano car and fulfill its commitment to the joint venture between it and Fiat. Therefore, with limited cash flows and the JLR acquisition deal, Tata was bound to witness profitability difficulties. In 2008, global automobile sales were 5% less when compared to what was recorded in 2009 (Chow, 2017). Consequently, most automakers resorted to cost-saving strategies, including dropping low profitable product lines and brand consolidation. Some considered withholding their planned research and development projects to retain funds.

Challenges in JLR’s main markets forced Tata to rely on Chinese and domestic bazaars. Although the former market remained stable, the domestic one was not profitable. Therefore, the prevailing financial challenges indicated Tata’s poorly timed acquisition decision. In the fiscal year ending 2009, the company’s domestic operations fell by 51% compared to the state of affairs in 2007 (Singh & Shalender, 2014). In a span of 10 months, it lost 517 million USD in its Indian domestic operations and an additional 510 million USD in the JLR acquisition endeavor (Singh & Shalender, 2014). However, more than a decade later, the organization has learned from its previous mistakes regarding its decision-making expertise. As illustrated in Figure 2, by 2020, Tata expects to have made significant progress, including making JLR a competitive international brand.

Organizational power implies a company’s ability to control the likelihood of an unanticipated decision that influences its operations (Adler, du Gay, Morgan, & Reed, 2014). Tata is divided into a hierarchical structure that recognizes its chairperson as the head of the company. Therefore, the legitimate power to make any decision, including that of acquiring JLR, includes delegating authority to different hierarchical positions. The ability to enforce or influence decision-making depends on the power bestowed to each organizational level (Alapo, 2018). However, it is risky to promote one hierarchy of power while excluding other ranks.

Decision-making involves interactions among various stakeholders who include customers, employees, and the top management team (Alapo, 2018). Thus, the effectiveness of decisions made depends on a team’s capacity to manage the relationship existing among all involved parties. Hence, it is crucial to find out whether Tata’s business environment was well aligned with its goals and the timing of the decision to acquire JLR. The dominant power determines the level of organizational resources be allocated to achieve the set objectives through strategic partnerships, including acquisitions. Nevertheless, the case of Tata evidences the need for distributing power to lower hierarchies to increase the extent of environmental scanning before making decisions that may ruin a company’s global position and operations. Evaluating the prevailing market conditions is instrumental in predicting the nature and magnitude of risks or strengths associated with a particular decision.

Stakeholder and institutional theories can help to comprehend the case of Tata’s decision to acquire JLR and the aftermath of the deal. Figure 3 shows different stakeholders that Tata needed to consider in its decision-making process.

The stakeholder theory requires an organization to respond to the interests of its stakeholders (Harrison, Freeman, & Sa de Abreu, 2015). In response, shareholders are expected to reciprocate with positive behaviors and actions that range from purchasing more shares, products, and services purchases to remain committed to an organization during difficult times. A decision to increase a company’s economies of scale through acquisition responds to the above concerns stipulated in the stakeholder theory.

According to the institutional theory, organizations experience pressure that may lead to the violation of particular normative values and standards (Cardinale, 2018). Tata’s decision to acquire different companies, including JLR, suggests its unlimited effort to exert its legitimacy as a global manufacturer of automobiles for all markets. The idea demonstrated Tata’s need for conforming to the standards accepted by the global population. Such reception would guarantee the growth of its brand equities while boosting customers’ satisfaction levels in international bazaars (Chaney, Slimane, & Humphreys, 2016).

According to Schilke (2018), the pressure emphasized by the institutional theory arises from external stakeholders who force an organization to behave and make decisions that conform to their expectations. From the stakeholder theoretical perspective, these expectations include the increasing value and returns on investments to shareholders (Jones, Harrison, & Felps, 2018; Nason, Bacq, & Gras, 2018). Once a brand becomes popular and well known, a company will have exerted its legitimacy to its existing and potential customers. Consequently, it becomes less strenuous to convince clients to buy a particular product.

The decision to acquire JLR and other popular brands may be seen as an attempt to create Tata’s brand association with high-end and reliable SUVs and luxury vehicles. Therefore, due to the brand association of Jaguar and Land Rover, Tata expected customers to perceive other product lines, including Indica and Safari, as embracing the same quality standards Ultimately, Tata would be perceived as delivering higher returns on shareholders’ investments as presented in the stakeholder theory. Tata Motors’ idea of acquiring JLR was projected to provide the necessary synergy for its growth as a multinational brand. Its domestic brand, namely, Safari and Indica, produced an internal noise that required high-end technologies to resolve them. This technology was readily available through Tata’s access to the intellectual and property rights of JLR. Apart from owning the world’s cheapest car, Tata also wanted to own high-end SUVs and luxury vehicles. Hence, owning them would open Tata’s markets not only in East Asia but also in Europe and the U.S. These concerns were well aligned with institutional and stakeholder theories. However, the onset of the global financial crisis of 2008 and 2009 proved that the decision of acquiring JLR was poorly timed. Tata had to bear the consequences manifested in the form of losses in domestic, American and European markets.

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Cardinale, I. (2018). Beyond constraining and enabling: Toward new micro-foundations for institutional theory. Academy of Management Review , 43 (1), 132-155. Web.

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Tata Motors Case Analysis

Tata Motors Limited is an Indian multinational automotive manufacturing company headquartered in Mumbai. It is a subsidiary of Tata Group, an Indian conglomerate. Its products include passenger cars, trucks, vans, coaches, buses, sports cars, construction equipment and military vehicles.

Tata Motors has auto manufacturing and assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad, and Pune in India, as well as in Argentina, South Africa, Great Britain and Thailand. It has research and development centres in Pune, Jamshedpur, Lucknow, and Dharwad, India and in South Korea, Great Britain and Spain. Tata Motors’ principal subsidiaries purchased the English premium car maker Jaguar Land Rover and the South Korean commercial vehicle manufacturer Tata Daewoo. Tata Motors has a bus-manufacturing joint venture with Marcopolo S.A., a construction-equipment manufacturing joint venture with Hitachi, and a joint venture with Fiat Chrysler which manufactures automotive components and Fiat Chrysler and Tata branded vehicles.

Founded in 1945 as a manufacturer of locomotives, the company manufactured its first commercial vehicle in 1954 in a collaboration with Daimler-Benz AG, which ended in 1969. Tata Motors entered the passenger vehicle market in 1988 with the launch of the TataMobile followed by the Tata Sierra in 1991, becoming the first Indian manufacturer to achieve the capability of developing a competitive indigenous automobile. In 1998, Tata launched the first fully indigenous Indian passenger car, the Indica, and in 2008 launched the Tata Nano, the world’s cheapest car. Tata Motors acquired the South Korean truck manufacturer Daewoo Commercial Vehicles Company in 2004 and purchased Jaguar Land Rover from Ford in 2008.

Tata Motors is listed on the Bombay Stock Exchange, where it is a constituent of the BSE SENSEX index, the National Stock Exchange of India, and the New York Stock Exchange. The company is ranked 226th on the Fortune Global 500 list of the world’s biggest corporations as of 2016.

On 17 January 2017, Natarajan Chandrasekaran was appointed chairman of the company Tata Group.

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In-Depth Case Study on Tata Motors Marketing Strategies

• Last Updated On March 11, 2024

Tata Motors is one of India’s largest automobile manufacturers. Over the years, the company has become a well-known brand not only in India but also globally.

The company has been successful in establishing a strong presence in the domestic market and expanding its reach in international markets.

The automobile industry is highly competitive, and to stay ahead, companies need to have a strong marketing strategy.

In this in-depth case study, we will analyze Tata Motors’s marketing strategies and how they have helped the company succeed in a highly competitive market.

We will take a closer look at the company’s branding, digital marketing, and social media strategies, as well as its efforts to target new customers and expand into new markets.

By examining Tata Motors’ marketing approach, we can learn valuable lessons that can be applied to our own marketing efforts.

About Tata Motors

Tata Motors is a company that makes cars, trucks, and other vehicles.

It was started in India over 70 years ago and has grown to become a very big company. They make many different types of vehicles for people to buy and use.

One of the most important things for a company like Tata Motors is to have a good marketing strategy.

This means they need to tell people about their products and why they should buy them.

Tata Motors has been very successful in doing this.

They have created a strong brand and are well-known both in India and in other countries.

They have used many different marketing techniques to help spread the word about their products.

They have also used digital marketing and social media to reach new customers.

Tata Motors is always looking for new ways to grow and reach new customers.

They are constantly working on new products and trying to expand into new markets.

They want to make sure that they are providing the best products and services to their customers.

Overall, Tata Motors is a very successful company that makes a wide range of vehicles.

They have a strong marketing strategy and are always looking for new ways to grow and reach new customers.

Digital Marketing Strategies of Tata Motors

Tata Motors is a company that uses digital marketing strategies to promote its products and reach new customers. Here are some of the digital marketing strategies they use:

• Social Media Marketing: Tata Motors uses social media platforms like Facebook, Instagram, and Twitter to promote its products and engage with customers. They share images and videos of their vehicles and also run social media campaigns to attract new customers.
• Search Engine Optimization (SEO): Tata Motors makes sure that its website appears at the top of search engine results when people search for keywords related to their products. This is done through various SEO techniques like optimizing website content and building backlinks.
• Pay-Per-Click (PPC) Advertising: Tata Motors uses PPC advertising to target customers who are searching for information related to their products. They place ads on search engine result pages and pay only when someone clicks on the ad.
• Content Marketing: Tata Motors creates engaging and informative content related to its products, such as videos, blog posts, and infographics. This helps to build brand awareness and establish their authority in the industry.
• Email Marketing: Tata Motors sends promotional emails to customers who have subscribed to their newsletter. They use email marketing to announce new products, special offers, and other important news related to their brand.

These are just a few of the digital marketing strategies that Tata Motors uses to promote its products and reach new customers. By using a combination of these strategies, they can create a strong online presence and drive sales for their business.

Tata Motors India’s Target Audience

Tata Motors is a car company in India that sells different types of cars to different types of people.

Their “target audience” refers to the specific group of people whom they are trying to sell their cars to. This group of people is who they believe are most likely to be interested in and buy their cars.

For example, suppose Tata Motors is selling a small car that is affordable and good for city driving. In that case, their target audience might be young people who are just starting out and looking for an affordable car to get around in.

On the other hand, if Tata Motors is selling a luxury SUV, its target audience might be wealthy individuals or families who want a comfortable and spacious vehicle for long drives.

Tata Motors tries to understand the needs and preferences of its target audience so that they can design and market their cars in a way that appeals to them. This helps them sell more cars and be successful as a business.

The Social Media Marketing Plan for Tata Motors

A social media marketing plan is a strategy that a company, like Tata Motors, uses to promote its products and services on social media platforms like Facebook, Instagram, and Twitter.

The goal of Tata Motors’s social media marketing plan is to reach out to their target audience (people who are most likely to buy their cars) and engage with them in a way that is interesting and informative.

This means creating posts and ads that showcase their cars’ features, benefits, and unique selling points.

To do this, Tata Motors may use different tactics like creating engaging content, running contests or promotions, collaborating with influencers or bloggers, and using targeted advertising to reach specific groups of people.

For example, they might create a series of videos showcasing the different features of their cars and share them on social media to educate potential customers about what they can expect from their vehicles.

They may also collaborate with popular influencers or bloggers to showcase their cars and reach a wider audience.

Overall, the social media marketing plan for Tata Motors is designed to help them build a strong brand presence on social media, engage with their target audience, and ultimately drive sales.

In conclusion, the social media marketing plan for Tata Motors is a comprehensive strategy that aims to enhance the brand’s online presence and engage with its target audience.

By utilizing various social media platforms and implementing innovative techniques, such as influencer marketing and user-generated content, the plan seeks to increase brand awareness, drive traffic to the website, and ultimately boost sales.

The plan’s success will depend on its ability to effectively communicate Tata Motors’ brand message, leverage its unique selling propositions, and stay abreast of evolving trends in social media marketing.

By continuously monitoring and evaluating the plan’s performance, Tata Motors can make necessary adjustments and stay competitive in the fast-paced world of social media.

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Internationalization of Tata Motors: Strategic Analysis Using Flowing Stream Strategy Process

• Original Paper
• Published: 03 January 2020
• Volume 14 , pages 54–70, ( 2019 )

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• Sushil   ORCID: orcid.org/0000-0002-3118-5461 1 &
• Shamita Garg   ORCID: orcid.org/0000-0001-8952-0309 1  

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In the past few years, Tata Motors succeeded by exploiting international opportunities. Its percentage of revenue from international operations has increased from 9% in 2016 to 79.80% in 2018. Hence its strategy is worthy of study. ‘Flexible Strategy Framework’ is used to analyse the strategy of Tata Motors which evolved to gain its international presence in the automotive manufacturing industry. This framework is an attempt to manage change, along with the consideration of continuity forces in the organization. The ability of the firm to integrate continuity and change forces effectively has made the firm competitive in the international market. The organization is continually doing innovations to keep itself ahead of the competition. This study is a novel attempt to explore linkages between internationalization and competitiveness using the framework of flowing stream strategy.

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The authors acknowledge all those who have contributed in improving the quality of the paper, including the anonymous reviewers and editors. The authors acknowledge the value-addition by the Editor-in-Chief.

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See Figs.  10 and 11 .

(source: developed based on data collected from annual reports of Tata Motors)

Percentage of revenue from (international operations)

Continuity and change forces

Appendix B: Continuity and Change Forces for Tata Motors Over Time

See Figs.  12 , 13 , 14 , 15 , 16 and 17 .

(source: developed based on data searched on ACE equity)

Revenue from net sales (in Rs crores)

source: developed based on data searched on ACE equity)

Expenditure (in Rs crores) (

Profit and loss incurred (in Rs crores)

source: developed based on data searched on SIAM)

Number of vehicles (export)

(source: developed based on data searched on SIAM)

Growth in commercial vehicles

Growth in passenger vehicles (

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Sushil, Garg, S. Internationalization of Tata Motors: Strategic Analysis Using Flowing Stream Strategy Process. JGBC 14 , 54–70 (2019). https://doi.org/10.1007/s42943-019-00006-z

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Tata Motors (A): A History of Service in a New Era of Corporate Social Responsibility

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In 2013, India passed a law to make corporate social responsibility mandatory for large companies. The case examines the context in which the CSR legislation was introduced and how Tata Motors Ltd (TML) responded to it. Case (A) explores the meaning of corporate social responsibility and the question of whether a company should put community projects before profits. Case (B) examines Tata Motors’ CSR programmes in depth and provides an opportunity to consider their impact. Students are challenged to come up with their own ideas for how the philosophy of “more from less for more” can be used to address issues related to poverty and lack of education in India.

1. Explore the meaning and practice of corporate social responsibility and the normative (moral) and instrumental (business case) motivations for companies to engage in it as a voluntary activity. 2. Understand why the Indian government mandated CSR (by the Companies Act 2013) and its implications for companies and their stakeholders, in response to pressing social needs. 3. Consider the impact of CSR programmes, how it can be increased, and ways it can be measured using a Social Return on Investment methodology. 4. Explore the benefits of board involvement in CSR policy-making and reporting. 5. Encourage students to come up with their own ideas about how to do “more from less for more” in India and elsewhere.

• Corporate social responsibility
• Government regulation
• CSR mandate
• Social return on investment
• Corporate governance
• Skills training
• India Companies Act 2013
• Motor industry
• Board of directors

Tata Motors (B): More from Less for More

By   N. Craig Smith ,  Erin McCormick

N. Craig Smith

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