Tata International Strategy

International Business Management By: Lysandra D’silva (1016015) Kranthi (1016077) Joel Pais (1016018) Aloysius Institute of Management and Information Technology Tata Motors is India’s largest automobile company, with consolidated revenues of Rs 92,519 crore ($20 billion) in 2009-10. Tata Motors Limited is an Indian multinational automotive corporation headquartered in Mumbai, India.

Part of the Tata Group, it was formerly known as TELCO (TATA Engineering and Locomotive Company). Its products include passenger cars, trucks, vans and coaches.

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Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, the business comprising the two iconic British brands. It also has an industrial joint venture with Fiat in India. Tata Motors is South Asia’s largest automobile company; it is the leader in commercial vehicles and among the top three in passenger vehicles.

The company is the world’s fourth largest truck manufacturer, the world’s second largest bus manufacturer, and employs 50,000 workers.

Tata Motors has produced and sold over 4 million vehicles in India since 1954. Established in 1945, when the company began manufacturing locomotives, the company manufactured its first commercial vehicle in 1954 in collaboration with Daimler-Benz AG, which ended in 1969. Tata Motors is a dual-listed company traded on both the Bombay Stock Exchange and New York Stock Exchange. In 2010, Tata Motors surpassed Reliance to win the coveted title of ‘India’s most valuable brand’ in an annual survey conducted by Brand Finance and The Economic Times.

Tata Motors has auto manufacturing and assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad and Pune, India, as well as in Argentina, South Africa, Thailand and the United Kingdom.

Tata Motors is the country’s market leader in commercial vehicles and among the top three in passenger vehicles. It is also the world’s fourth largest manufacturer of medium / heavy commercial vehicles, and the second largest bus manufacturer. Tata cars, buses and trucks are being marketed in several countries in Europe, Africa, the Middle East, South Asia, South East Asia and South America.

The company, formerly known as Tata Engineering and Locomotive Company, began manufacturing commercial vehicles in 1954 with a 15-year collaboration agreement with Daimler Benz of Germany. It has, since, developed Tata Ace, India’s first indigenous light commercial vehicle, Tata Safari, India’s first sports utility vehicle, Tata Indica, India’s first indigenously manufactured passenger car, and the Nano, the world’s cheapest car.

Tata Motors has over 1,400 engineers and scientists in six R&D centers in India, South Korea, Spain and the UK.

Areas of business Tata Motors makes passenger cars, multi-utility vehicles and light, medium and heavy commercial vehicles. * Passenger cars: The company launched the compact Tata Indica in 1998, the sedan Indigo in 2002 and the station wagon Indigo Marina in 2004. Tata Motors also distributes Fiat’s cars in India. * Utility vehicles: The Tata Sumo was launched in 1994 and the Tata Safari in 1998. * Commercial vehicles: The commercial vehicle range extends from the light two-tonne truck to heavy dumpers and multi-axled vehicles in the above 40-tonne segment.

Passenger buses: The Company also manufactures and sells passenger buses, 12-seaters to 60-seaters, in the light, medium and heavy segments. History Tata Motors is a part of the Tata Group manages its share-holding through Tata Sons. The company was established in 1950 as a locomotive manufacturing unit and later expanded its operations to commercial vehicle sector in 1954 after forming a joint venture with Daimler-Benz AG of Germany. Despite the success of its commercial vehicles, Tata realized his company had to diversify and he began to look at other products.

Based on consumer demand, he decided that building a small car would be the most practical new venture.

So in 1998 it launched Tata Indica, India’s first fully indigenous passenger car. Designed to be inexpensive and simple to build and maintain, the Indica became a hit in the Indian market. It was also exported to Europe, especially the UK. Tata acquired Spanish bus and coach manufacturer Hispano Carrocera in 2009. In 2006 it formed a joint venture with Marcopolo S.

A. of Brazil, and introduced low-floor buses in the Indian Market under the name Tata Marcopolo Bus.

Recently, it has acquired British Jaguar Land Rover (JLR), which includes the Daimler and Lanchester brand names. Acquisitions * In 2004 Tata Motors acquired Daewoo’s truck manufacturing unit, now known as Tata Daewoo Commercial Vehicle, in South Korea. * In 2005, Tata Motors acquired 21% of Aragonese Hispano Carrocera giving it controlling rights of the company. * In 2007, formed a joint venture with Marcopolo of Brazil and introduced low-floor buses in the Indian Market.

In 2008, Tata Motors acquired British Jaguar Land Rover (JLR), which includes the Daimler and Lanchester brand names. * In 2010, Tata Motors acquired 80% stake in Italy-based design and engineering company Trilix for a consideration of €1. 85 million. The acquisition is in line with the company’s objective to enhance its styling/design capabilities to global standards. Expansion After years of dominating the commercial vehicle market in India, Tata Motors entered the passenger vehicle market in 1991 by launching the Tata Sierra, a multi utility vehicle.

After the launch of three more vehicles, Tata Estate (1992, a station wagon design based on the earlier ‘TataMobile’ (1989), a light commercial vehicle), Tata Sumo (LCV, 1994) and Tata Safari (1998, India’s first sports utility vehicle).

Tata launched the Indica in 1998, the first fully indigenous passenger car of India. Though the car was initially panned by auto-analysts, the car’s excellent fuel economy, powerful engine and aggressive marketing strategy made it one of the best selling cars in the history of the Indian automobile industry.

A newer version of the car, named Indica V2, was a major improvement over the previous version and quickly became a mass-favorite. Tata Motors also successfully exported large quantities of the car to South Africa. The success of Indica in many ways marked the rise of Tata Motors. Products Passenger cars and utility vehicles * * Tata Nano Europa * Tata Starbus Low Floor 1610 * Tata Marcopolo buses in the Delhi BRT.

* Tata Aria * Tata Sierra (Discontinued) * Tata Estate (Discontinued) * Tata Sumo/Spacio * Tata Sumo Grande * Tata Safari * Tata Indica * Tata Vista * Tata Indigo * Tata Manza Tata Indigo Marina * Tata Winger * Tata Magic * Tata Nano * Tata Xenon XT * Tata Aria * Tata Venture * Tata Iris Concept vehicles * * 2000 Aria Roadster * 2001 Aria Coupe * 2002 Tata Indiva * 2004 Tata Indigo Advent * 2005 Tata Xover * 2006 Tata Cliffrider * 2007 Tata Elegante * 2009 Tata Pr1ma * 2010 Tata Versa * 2010 Tata Essota * 2011 Tata Pixel Commercial vehicles * * Tata Ace * Tata Super Ace * Tata TL/Telcoline/207 DI Pickup Truck * Tata 407 Ex and Ex2 * Tata 709 Ex * Tata 809 Ex and Ex2 * Tata 909 Ex and Ex2 * Tata 1109 (Intermediate truck) * Tata 1512 (Medium bus chassis) Tata 1612/1616 (Heavy bus chassis) * Tata 1618 (Semi Low Floor bus chassis) * Tata 1623 (Rear Engined Low Floor bus chassis) * Tata 1518C (Medium truck) * Tata 1613/1615 (Medium truck) * Tata 2515/2516 (Medium truck) * Tata Starbus (Branded Buses for city, inter city, school bus and standard passenger transportation) * Tata Divo (Fully built luxury coach) * Tata CityRide (12 – 20 seater buses for intra-city use) * Tata 3015 (Heavy truck) * Tata 3118 (Heavy truck) (8? 2) * Tata 3516 (Heavy truck) * Tata 4018 (Heavy truck) * Tata 4923 (Ultra-Heavy truck) (6? ) * Tata Novus (Heavy truck designed by Tata Daewoo) * Tata Prima (The World Truck designed by Tata Motors and Tata Daewoo) Military vehicles * * Tata LSV (Light Specialist Vehicle) * Tata Mine Protected Vehicle (4? 4) * Tata 2 Stretcher Ambulance * Tata 407 Troop Carrier, available in hard top, soft top, 4? 4, and 4? 2 versions * Tata LPTA 713 TC (4? 4) * Tata LPT 709 E * Tata SD 1015 TC (4? 4) * Tata LPTA 1615 TC (4? 4) * Tata LPTA 1621 TC (6? 6) * Tata LPTA 1615 TC (4? 2) * Tata Winger Passenger Mini Bus Tata Motors technology and design subsidiaries

Tata has dozens of technology and design subsidiaries. These include the main ones. Telco Construction Equipment (TELCON) TELCON is a joint venture between Tata Motors and Hitachi, which focuses on excavators and other construction equipment. and research work are done. HV Transmission (HVTL) and HV Axles (HVAL) HVAL and HVTL are 85% subsidiary companies of Tata Motors engaged in the business of manufacture of gear boxes and axles for heavy and medium commercial vehicles, with production facilities and infrastructure based at Jamshedpur.

Tata Technologies Limited (TTL)

TTL provides Engineering and Design (E&D) solutions to the Automotive Industry. Tata Motors holds 86. 91% of TTL’s share capital. TTL is based in Pune (Hinjawadi) and operates in the US and Europe through its wholly owned subsidiaries in Detroit and London respectively. It also has a presence in Thailand. Tata Technologies is a software service provider in the IT services and BPO space.

Its global client list includes Ford, General Motors, Toyota and Honda, to name a few. It bought over the British engineering and design services company, Incat International Plc for Rs. billion in August 2005.

Incat specializes in engineering ; design services and product lifecycle management in the international automotive, aerospace and engineering markets. With this acquisition, Tata Motors will have closer proximity to its global customers and be able to provide a wider range of services. Tata Motor European Technical Centre Tata Motor European Technical Centre is Tata’s subsidiary based in the UK. It was the joint developer of the World Truck. Operations Tata in India Tata Motors Limited is India’s largest automobile company, with revenues of 35,651.

8 crore (US$7. 23 billion) in 2007–08. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles in India with products in the compact, midsize car and utility vehicle segments. Tata vehicles are sold primarily in India, and over 4 million Tata vehicles have been produced domestically since the first Tata vehicle was assembled in 1954. The company’s manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka).

Following a strategic alliance with Fiat in 2005, Tata set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). Tata’s dealership, sales, service and spare parts network comprises over 3500 touch points. Tata Motors also distributes and markets Fiat branded cars in India. * Sales ; Service Network Tata Motors has more than 250 dealerships in more than 195 cities across 27 states and 4 Union Territories of India.

It has the 3rd largest Sales and Service Network after Maruti Suzuki and Hyundai.

Tata’s global operations Tata Motors has been in the process of acquiring foreign brands to increase its global presence. Through acquisition, Tata has operations in the UK, South Korea, Thailand and Spain. Among these acquisitions is Jaguar Land Rover, a business comprising two struggling iconic British brands that was acquired from the Ford Motor Company in 2008. In 2004, Tata acquired the Daewoo Commercial Vehicles Company, South Korea’s second largest truck maker.

The re-branded Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets.

Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% controlling stake in Hispano Carrocera, a Spanish bus and coach manufacturer. Tata Motors continued its market area expansion through the introduction of new products such as buses (Starbus ; Globus, jointly developed with subsidiary Hispano Carrocera) and trucks (Novus, jointly developed with subsidiary Tata Daewoo).

In May, 2009 Tata unveiled the Tata World Truck range jointly developed with Tata Daewoo Debuting in South Korea, South Africa, the SAARC countries and the Middle-East by the end of 2009. In 2006, Tata formed a joint venture with the Brazil-based Marcopolo to manufacture fully built buses and coaches for India and other international markets.

Tata Motors has expanded its production and assembly operations to several other countries including South Korea, Thailand, South Africa and Argentina and is planning to set up plants in Turkey, Indonesia and Eastern Europe.

Tata also has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia and Senegal. Tata has dealerships in 26 countries across 4 continents. Though Tata is present in many countries it has only managed to create a large consumer base in the Indian Subcontinent, namely India, Bangladesh, Bhutan, Sri Lanka and Nepal. Tata has a growing consumer base in Italy, Spain and South Africa. Business excellence A key vector that has helped Tata companies grow and establish themselves on the global stage as business leaders in their respective fields is the strong business excellence movement in the group.

One of the initiatives in the business excellence movement is a framework known as the Tata Business Excellence Model (TBEM), which has been adapted from the renowned Malcolm Baldrige archetype. TBEM assesses core aspects of business operations: leadership, strategic planning, customer focus, measurement, analysis and knowledge management, workforce focus, process management and business results. The model works under the aegis of Tata Quality Management Services (TQMS), an in-house organisation mandated to help different Tata companies achieve their business excellence and improvement goals.

In recent years, the TBEM framework has been adapted to include new business and societal initiatives such as governance, safety, climate change and innovation. The other core elements of the Tata business excellence movement are the Tata Code of Conduct (TCoC), a mandatory pan-Tata policy that defines how Tata employees can conduct themselves, and the Management of Business Ethics, a programme that helps Tata companies drive ethics and values in the organisation.

Since the 1990s, there is a formal arrangement that governs the relationship between individual Tata companies and the superstructure that is the Tata group.

In order to use the Tata nomenclature, a group company has to sign a contract called the Brand Equity and Business Promotion (BEBP) Agreement. This places an obligation on the company signing on to adopt TBEM and TCoC as a means to attaining business leadership. As a result, the business excellence processes have come to characterise the Tata way of enhancing and conducting its business endeavours, and to a great extent, have helped define the Tata brand. The TBEM movement in Tata has a built-in reward and recognition mechanism wherein companies that have achieved a score of 600 on the TBEM framework are felicitated with the JRD QV Award.

TQMS Tata Quality Management Services (TQMS), a division of Tata Sons (the principal promoter company of the Tata group of companies), is a trusted partner, working closely with Tata companies to achieve their business excellence and improvement goals. TQMS collaborates with group companies, through long and short-term initiatives, in the areas of innovation, climate change, business ethics, customer focus, improvement, strategy development, safety, human resource, process improvement, corporate governance, training and affirmative action.

Through TBEM, TQMS helps Tata companies gain insights on their strengths and their opportunities for improvement. This is managed through an annual process of ‘applications and assessments’. Each company writes an application wherein it describes, in the context of the TBEM matrix, what it does and how it does it. This submission is then gauged by trained assessors, who study the application, visit the company and interact with its people.

The assessors map out the strengths and improvement opportunities existing in the company before providing their feedback to its leadership team.

TQMS trains and certifies assessors, who are selected from across the group, and it designs and administers an assessment apparatus that helps them evaluate different Tata companies. The contact point person in each company is the ‘corporate quality head’, nominated by the CEO as the business excellence process owner. Typically, each company has a network of business excellence people from a variety of functions and locations. The commitment a company makes when it signs the BEBP contract compels it to attain explicit business excellence scores over specific time periods.

A result-driven scoring mechanism enables the company to track its progress over time, and ensure that it keeps improving. There is also an annually administered, group-wide recognition system for companies that exceed a certain score, thereby reflecting excellence, industry leadership and consistent improvement. Implicit in the TQMS approach is the belief that its wide-ranging methodology will enable Tata companies to become exemplars — on business as well as ethical parameters — in their respective spheres.

TBEM The TBEM methodology has been moulded to deliver strategic direction and drive business improvement. It contains elements that enable companies following its directives to capture the best of global business processes and practices. The model has retained its relevance thanks to the dynamism built into its core.

This translates into an ability to evolve and stay in step with ever-changing business performance parameters.

The TBEM matrix is used for the organisational self-assessment of Tata companies, recognition and awards, and for providing feedback to applicants. In addition, TBEM plays three important supportive roles in strengthening the competitiveness of Tata companies: * It helps improve business excellence practices, capabilities and results. * It facilitates communication and sharing of best practices among Tata companies. * It serves as a working tool for understanding and managing performance, for providing planning guidance, and for identifying learning opportunities.

The TBEM methodology comprises a set of questions that applicant Tata companies have to answer.

Its main objectives are to enhance value to customers and contribute to marketplace success; maximise enterprise-wide effectiveness and capabilities; and deliver organisational and personal learning. The core values and concepts of TBEM are embodied in seven categories: leadership; strategic planning; customer focus; measurement, analysis and knowledge management; workforce focus; process management; and business esults. The TBEM system focuses on certain key areas of business performance: customer-focused results; product and service results; financial and market results; human resource results; organisational effectiveness results; governance and social responsibility results. JRD QV Award While quality has always been one of the cornerstones of the Tata way of business, the need to introduce a formal system that calibrated how different group companies were faring on this scale began to be felt in the early 1990s.

That led to the institution, in 1995, of the JRD Quality Value Awards, the forerunner to TBEM. Named after JRD Tata, the late chairman of the group and a crusader for the cause of business excellence in Tata companies, the awards have now been incorporated in TBEM.

Jehangir Ratanji Dadabhoy Tata, or JRD, as he was popularly known in business circles, guided the destiny of India’s largest business house for well over half a century. Over the years that he was at the helm of affairs of the group, JRD Tata helped establish many new enterprises.

He was always conscious about the importance of quality, and ensured that this quality consciousness prevailed in all the organisations that belonged to the Tata group. He was proud that the companies within the group were known, domestically and internationally, for the quality of their products and services. As a tribute to his quest for perfection in every sphere of activity, the JRD Tata Quality Value Award was instituted in his memory. The JRD QV Award is modelled on the lines of the Malcolm Baldrige National Quality Award, integrating beneficial attributes from other national quality awards.

The award recognises a company within the Tata group, which excels in quality management and has achieved the highest levels of quality. This is an annual award presented to the winning company on the 29th day of July, the birth anniversary of JRD Tata. The objectives of the award are: * This award is given to group companies in order to create awareness on the importance of the value of quality and the need for total customer satisfaction in all areas of operations within the Tata group companies. To achieve and sustain continuous excellence and consequently leadership in the marketplace through perfection and the achievement of quality which will be recognised as being the best and ahead of competition. Evaluation process Tata companies participate in a bi-annual process of external assessments. The idea is to subject them to an assessment, based on the excellence parameters embedded in the Tata Business Excellence Model (TBEM).

Each company writes an application in which it describes what job it does and how it does the job in the context of the criteria set by TBEM.

This application is then ‘assessed’ by trained TBEM assessors who study the document, visit the company and interact with its people, draw out the strengths and the improvement opportunities, and then provide feedback to the leadership team. An in-built scoring mechanism enables the company to track its progress over time, and ensure that it keeps improving. Criteria for recognition: * JRD QV Award: 600+ for the first time * Leadership in Excellence: 700+ for the first time * Sustained Excellence: 3 successive improvements beyond 600 * Active Promotion: 500 to 600 for the first time Serious Adoption: 450 to 500 for the first time * High Delta: High improvement in one year min 75 for 500- * High Delta 500+: High improvement in one year min 50 * High Delta 600+: High improvement in one year min 25 Addressing climate change The Tata group is facing up to the challenge of climate change and making it integral to its processes. The broad idea is to develop a common approach to the critical questions confronting the group’s businesses on the environmental front, and formulate policies that can deal effectively with issues that impact climate change.

Coordinating and directing the climate change efforts of the group’s companies is Tata Quality Management Services (TQMS), a centrally administered organisation that draws on the experience and expertise of senior Tata leaders.

The Tata group considers climate change to be a serious issue and is taking the following steps to increase carbon consciousness and institute mitigation strategies: * A steering committee and working group have been assigned to address the climate change ssue and cascade it into a group-level movement. * Tata companies from five business sectors — steel, automotive, power, chemicals and IT — will participate in the first phase through the following strategies: * Intensive awareness and training programmes will be conducted for senior leadership. Climate change champions will be identified in each company. * Policies on energy efficiencies, green buildings, green data centres and green protocols will be developed. Awareness will be created amongst all stakeholders.

Individual Tata companies will measure their current carbon footprint to assess where the group stands. This will be extrapolated for future years. * Cost abatement curves will be established and mitigation strategies identified for the major companies. Other Tata companies will follow in the second phase. * The climate change initiative will be integrated with the Tata group’s internal business excellence framework, the Tata Business Excellence Model, in order to further motivate and encourage companies.

Climate change policy for Tata companies

Tata companies will play a leadership role in climate change by being knowledgeable, responsive and trustworthy, and by adopting environment-friendly technologies, business practices and innovation, while pursuing their own growth aspirations and the enhancement of shareholder value. Tata companies will measure their carbon footprint and will strive to: * Be the benchmark in their segment of industry on the carbon footprint, for their plants and operations. * Engage actively in climate change advocacy and the shaping of regulations in different business sectors. Incorporate ‘green’ perspective in all key organisational processes. Global Presence: Tata in Asia Pacific Asia Pacific is a key market for the Tata group as it enjoys a strong brand presence in the region — apart from the Indian sub-continent, Tata is present in Singapore, Thailand, Vietnam, Indonesia, Malaysia, the Philippines, South Korea, Australia and China.

Although most Tata companies are headquartered in India, the group’s growing global spread has resulted in the Asia Pacific region becoming a significant base of operations as well.

Singapore is the headquarters of Tata Technologies and Tata NYK and also the regional headquarters of Tata Consultancy Services. Several Tata companies have set up manufacturing plants, sales and marketing operations and representative offices around the region. For instance, NatSteel, a Tata Steel company, is the leading provider of steel in the region with plants and bases in several Asia Pacific nations. A significant portion of Tata Communications network is located in the area.

Tata Motors has two large operations — Tata Daewoo in South Korea and Thonburi Automotive Assembly Plant Company in Thailand.

Indian Hotels has set up several Taj properties in the area, including its luxury getaways in Malaysia, Bhutan and the Maldives, and the Blue in Sydney. Tata in China China is a critical and growing market for the Tata group, which has a bit of history with regard to doing business with the Middle Kingdom. In 1859, a young Jamsetji Tata, the founder of the Tata group, was sent to Hong Kong to open a branch for his father’s banking firm. He relocated a few months later to Shanghai, where he remained till 1863.

Currently the Tata group has a fairly significant presence in China, with the number of companies and operations growing steadily. Tata companies employ over 2,600 employees in China, generated $3 billion worth of sales in the country and purchased goods and services worth $700 million in 2010. Recognising the potential for high growth in existing businesses and opportunities for new ones, Tata Sons, the group promoter company, has set up representation in China. Tata motors in North American Tata TTM -0. 36% has received twice as many orders for the $2,000 micro car as it is set up to deliver through 2010.

Some investors nevertheless expressed dismay Tuesday, disappointed that Tata didn’t haul in even more orders.

It’s a problem anyone still holding stock in Ford F +0. 68% or General Motors GM +0. 04%might relish. Detroit need not fear an imminent incursion of home turf by the Nano. There are no Tata Motors distributorships in North America, creating a protective buffer zone that for the time being affords a good chuckle.

Seriously. What’s the likelihood that a car with a 650 cc, two-cylinder engine with a top speed of 63 mph poses a threat to anything larger than a scooter?

America has a long history of making fun of little foreign cars. Back in the 1950s, it was the Volkswagen Beetle. But then it sort of caught on.

In the 1960s, the jokes were aimed at those little Japanese imports from Toyota and Datsun. And who can forget those dinky Honda Civics? All were dismissed as cheap knock-offs of what we knew to be real cars. Then came the 1973 Arab oil embargo, gasoline shortages, and suddenly our precious land yachts were being swapped at par for those little foreign jobs that, despite initial skepticism, seemed to holding up pretty well after all.

Gradually the U. S.

auto industry realized it was losing home court advantage to the imports. The backlash was painful and palpable. No one in their right mind would park a Toyota on the streets of the Motor City without fearing it would be keyed by some angry patriot. Eventually we found new cars to joke about. Now it’s Tata’s turn. But there’s a pattern here.

Like earlier invaders, Tata is backed by a company much bigger and a history much older than we care to recognize. While the Nano grabs headlines, it’s only the latest model in a Tata lineup of sedans, SUVs and commercial vehicles.

Tata has a distributor network that spans parts of Europe, Asia and Africa. And it is in full growth mode, teamed up with Fiat IT:F +3. 18% and capitalizing on some staggering production advantages when sized up against North American competitors.

Given the evolution of the industry over the past 60 years, Tata is bound to face lots of jokes. But Detroit needs to take this relative newcomer deadly serious because they are going to find themselves in head-to-head competition for many of the same overseas customers and, just as importantly, the same pool of investor capital.

Retail Production of tata motors in north American Tata motors is considering pooling engine production. Ratan Tata, chairman of the Indian holding group whose automotive business owns Jaguar Land Rover, has spoken of setting up joint engine production for its mass-market Indian operations and the two UK premium brands. JLR, which specialises in high-end executive saloons and four-by-fours, had in the past spoken of building engines in the UK or India, but this is the first time Tata Motors has spoken of combining the two parts of its business. To optimise the synergetic strengths between JLR and Tata Motors in India, an examination is also under way on a joint engine development programme which would have manufacturing facilities both in the UK and India”, Mr Tata said in the company’s annual report, released on Monday.

JLR currently gets its engines from Ford Motor, which sold the premium carmakers to Tata for $2. 3bn in 2008. Joint engine development with India’s largest carmaker – best known for the tiny, cheap Nano – could be a sensitive topic for Jaguar and Land Rover on the competitive premium-car market.

Tata is investing at least ? 5bn over the next five years to improve the quality of the car brands’ products and designs, as it takes on Germany’s larger premium car marques. Jaguar’s image took a knock under Ford’s ownership, when the brand’s X-Type car was criticised for having too much in common with the Ford Mondeo. However, since then carmakers – including the German premium producers – have established increasingly global manufacturing operations or teamed up with mass-market rivals, as they seek to cut costs and build cars closer to where they sell them.

BMW and Daimler’s Mercedes-Benz brand make cars in the US, and rival premium brand Audi is considering a US production site. Daimler is co-operating with mass-market carmakers Renault and Nissan in areas including small cars and commercial vehicles. Chas Hallett, editor of Britain’s WhatCar magazine, said: “I don’t think where things are made has any bearing on consumers any more. What’s more important are that [JLR’s] cars are engineered and designed in Britain. Where they’re actually manufactured is irrelevant”.

Jaguar and Land Rover have rebounded strongly since the financial crisis, on the back of reviving global demand for premium cars and well-reviewed products such as the recently launched Range Rover Evoque. In an interview last month, Ralf Speth, JLR’s chief executive, said that the carmakers had not yet decided on an engine strategy. Mr Speth said: “We have a long-term contract with Ford. We don’t need another partner. ” However, he added that if JLR decided to produce its own engines, the company might do so “either in the UK or in India or both”.

Industry observers widely expect the UK carmakers to develop their own capacity for what is seen as a core automotive technology.

Rival UK premium carmaker Aston Martin, which Ford sold in 2007, said earlierthis month it had extended an agreement to buy engines from Ford, due to lapse in 2012, for at least four more years. Production process of Tata motors in north American 1) Build out a network of dealerships versus utilize existing distribution networks. 2) Import all completed cars from India versus setting up an auto manufacturing plant in the US or Mexico.

Import Finished Cars from India or Build an Auto Manufacturing Plant Many large foreign auto companies import thousands, sometimes millions, of cars into the US each year. Toyota, for example, imports so many vehicles that it operates its own logistical branch, Toyota Logistics Services (TLS), which operates container ships and organizes import activities for many of Toyota’s imports.

Accordingly, economies of scale benefit these companies and make importing each vehicle relatively inexpensive when compared to the cost of setting up an auto manufacturing plant for those same cars here in the US or in Mexico.

Further, the private nature of these types of logistics subsidiaries makes it difficult to determine the exact cost of importing a vehicle. While a breakdown of the complete import supply chain follows in a later section, estimating the cost to push a vehicle through Tata’s supply chain is contained in Exhibit 6. This simple financial analysis compares the roughly $600 estimated cost of importing each Nano to the US to the prospective capital outlay that building a Nano factory would require, around $225 million on the low-end.

While these figures are not directly comparable, they do play a role in determining whether importing or building in North America is the better route. The prospect of spending $225 million to build a North American factory is supported by the very low transportation cost that Tata would pay in delivering completed cars from the factory to its dealerships in the US.

This is where the benefits end, however, as lengthy list of cons presents itself. First, spending this much capital is an unlikely option for Tata as intra-Asia and European expansion are the company’s main concerns right now.

The establishment of a dealer network involves many millions of dollars, however its operational and long-term strategic benefits are immediately clear. Second, the standardization of parts in Tata vehicles makes the current Nano plant’s location in India ideal, as many of the same parts Tata uses in other vehicles are included in the Nano. Third, the Tata CEO has said that the Nano plant in India has been designed for customizing Nanos for sale in the European and US markets.

The current Nano factory is located in Sanand, Gujarat State, India, along the country’s Western coast.

It has capacity to produce 250,000 vehicles annually. Demand for the Nano in India is currently far below this figure, and an efficient supply chain delivery Nano parts to the factory is already in place. These facts reveal that building another Nano plant in North America would be largely redundant. Another issue to consider is Tata’s current supply chain which brings parts from across Asia to the Nano plant in Sanand. Were a new factory in North America to be setup, this supply chain would need to be expanded to bring all the same parts to the new factory, located on the opposite side of the world.

With hardly any North American parts suppliers at present, setting up a factory in the US or Mexico would require establishing an expensive new supply chain to ship nearly all the separate Nano parts overseas. When further considering that labor costs in North America are far higher than those in India, it appears that myriad new costs would result from this additional supply chain. Exhibit 7 details the difference in pay rates among skilled auto workers in various countries. The bottom-line impact, should Tata move production to a US location, would be an additional $49 million in labor costs.

This is an outrageous figure which would boost the retail price of the Nano more than $500 higher.

The wage rates for auto workers in Mexico and India are actually nearly the same. Mexican production facilities would only incur an additional half-million dollars in labor cost, an amount that would be more than accounted for by savings in finished-car shipping costs and NAFTA tariff reductions. Conversely, the added inefficiencies of establishing a redundant supply chain (one leading to the plant in India and one leading to a plant in Mexico) would result in costs that far outweigh the potential savings from localized finished-car shipping.

For this reason, it is clear that importing finished Nano cars from India is the best fiscal choice for Tata. Only later, once the company has an established foothold in the US market and is ready to introduce new products to it, should Tata consider constructing an auto manufacturing plant somewhere in North America. The risk of US consumers rejecting the Nano is relatively low, though its presence makes the notion of building a plant in North America premature at this time.

Tata in South America

The Tata group has had a presence in South America since the 1990s, principally through Tata Consultancy Services (TCS), which started its first project in Brazil. Since then the company has expanded its reach to 14 countries in the region and today serves more than 150 clients. TCS employs more than 5,000 people across the South American continent, which is a strategic base in the company’s operations to service customers in the US and Europe. Among the other Tata companies that have businesses in the region are Tata Motors and Rallis.

Additionally, Tata Steel Europe, Tata Chemicals, Tata Communications and Tata International have a sales presence in the region. Tata Motors unveils Assembly Plant in South Africa Tata Motors (SA) (Proprietary) Ltd.

, Tata Motors’ joint venture with Tata Africa Holding (Pty) Ltd. , today formally opened its assembly plant in South Africa at Rosslyn, north of Pretoria, in the Gauteng province of South Africa. The establishment of the plant is a major step towards bolstering the operations and presence of the Tata Group in South Africa. The plant was inaugurated by South Africa’s Minister of Trade ; Industry, Dr.

Rob Davies, in the presence of top dignitaries from South Africa and India. Among them were Mr.

Noel N. Tata, Managing Director, Tata International, Mr. Carl-Peter Forster, Group CEO and Managing Director, Tata Motors, Mr. Raman Dhawan, Managing Director, Tata Africa, as well as dealers and key associates of the company. Established with an investment of R110 million, the plant can assemble, from semi knocked down (SKD) kits, light, medium and heavy commercial vehicles ranging from 4 tonnes to 50 tonnes, with an annualised capacity of 3,650 vehicles.

The capacity can be further expanded as required. The plant has been awarded with ISO 9001 accreditation by Bureau Veritas, South Africa. To begin with, it is assembling two models, the Tata LPT 813 and Tata LPT 1518, both already popular in South Africa. Speaking at the event, Dr. Rob Davies said that the launch of the plant can be attributed to South Africa’s investment friendly policies. He said that the project comes at a time when the department is aggressively pursuing an industrial development strategy for the South African Medium and Heavy Commercial Vehicle (M&HCV) sector.

The key focus area of the MHCV strategy is based on: Support for Market Development (Local and Regional), development of OEM Production Capabilities and the Strengthening of the Supply Chains (1st tier Supplier base). Industry role players have and still are part of the extensive consultation process that accompanies the development of such a strategy. This will be an opportunity for further expansion of Tata Motors in South Africa,” added Dr. Davies Speaking on the occasion, Mr.

Carl-Peter Forster said, “With a comprehensive product portfolio, Tata Motors is now at a stage where it can consolidate its international business in its chosen markets.

The assembly plant in South Africa is an expression of that resolve. Step by step, we shall expand the footprint of our international business matching markets and products. ” Mr. P. M.

Telang, Managing Director – India Operations, Tata Motors, said, “We are very proud to commence assembly operations in South Africa, which has traditionally been among our focus countries.

It is integral to Tata Motors’ international business presence and plans. The company has already carved a niche for itself in the country and is confident of greater opportunities. ” Built over a period of 18 months, the plant is spread over an area of 34,500 sq. metres.

In line with latest world-class manufacturing practices, the plant has been equipped with state-of-the-art equipment following lean manufacturing principles. It has built-in flexibilities to assemble large numbers and different variants in mixed mode production, to meet the requirements of the South African market.

The entire capital outlay, encompassing civil and plant engineering work for the facility, has been sourced from and carried out by South African suppliers and companies. In addition, all major equipment, like heavy duty cranes, inversion mechanisms and paint booth, have also been sourced from South African vendors. The entire workforce of the plant is from South Africa.

Training, skill transfer and development of local workforce is one of the top priorities of the Tata Group in South Africa. The Tata Group’s training processes and facilities in India have been acknowledged as among the best.

Leveraging this expertise through a robust local skill transfer and apprentice programme, Tata Motors South Africa is committed to ensuring that skill levels of individuals employed in various industrial trades, such as auto mechanic, welder, painter etc, are further enhanced. Tata has an already established state-of-the-art technical training centre in Germiston, Johannesburg, operating since 2006, for skill development of dealer mechanics in South Africa and various other countries in the continent. Tata Motors started exports to South Africa in 1998, with commercial vehicles.

Exports of passenger vehicles began in 2004. Currently there are over 20 commercial vehicle models . from pick-ups to 49 tonne prime movers and from 14-seater buses to luxury coaches — and 5 passenger vehicle models Tata Indica Vista, Tata Indica, Tata Indigo, Tata Indigo SW and Tata Safari in diesel & petrol variants catering to the needs of the South African market. The company has thus far exported over 32,000 commercial vehicles and 31,000 passenger vehicles to the country. Tata Motors’ vehicles are available across 85 dealerships, through M/s Accordian Investments (Pty) Ltd. the distributor for light commercial vehicles and passenger vehicles, and M/s Tata Automobile Corporation SA (Pty) Ltd.

, the distributor for medium and heavy commercial vehicles. Main occupation of Tata Motors Tata Motors is India’s largest automobile company, with consolidated revenues of INR. 1,23,133 crores ($ 27 billion) in 2010-11. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, the business comprising the two iconic British brands. It also has an industrial joint venture with Fiat in India.

With over 5. million Tata vehicles plying in India, Tata Motors is the country’s market leader in commercial vehicles and among the top three in passenger vehicles. It is also the world’s fourth largest truck manufacturer and the third largest bus manufacturer. Tata cars, buses and trucks are being marketed in several countries in Europe, Africa, the Middle East, South Asia, South East Asia and South America. Tata motors in UK Tata Motors is the leader in commercial vehicles and among the top three in passenger vehicles in India.

It is also the world’s fourth largest truck manufacturer and the second largest bus manufacturer.

Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. It also has a strategic alliance with Fiat. In the UK, Tata Motors has set up the Tata Motors’ European Technical Centre in Warwick, engaged in the business of design engineering and product development for the automotive industry. In January 2008, Tata Motors unveiled its People’s Car, the Tata Nano, to be launched later in the year in India. A development that signifies a first for the global automobile industry, the Nano brings the comfort and safety of a car within the reach of thousands of families.

The high fuel efficiency also ensures that the car has low carbon dioxide emissions, thereby providing the twin benefits of an affordable transportation solution with a low carbon footprint. Tata Motors boosts UK production areas The UK’s technology base has been given a major boost with the announcement that Tata Motors’ European Technical Centre is to expand its partnership with experts at Warwick University. The TMETC plans to increase its team of highly skilled engineers by 40 per cent over the next two years.

Multinational automotive group Tata Motors has invested more than 85 million pounds in research and development (R&D) at TMETC since it was established on the university campus in 2005. It already has a team of 240 engineers and researchers working alongside colleagues in university department WMG, with 60 of these hired over the last 12 months because of increased R&D investment.

The TMETC aims to increase the engineering and research force by a further 100 to 340 by 2013. Tata Motors is India’s largest automobile company, headquartered in Mumbai, with revenues of 20 billion US dollars in 2009-10.

The group is the leader in commercial vehicles and among the top three in passenger vehicles. In 2004, it bought the Daewoo Commercial Vehicles Company, South Korea’s second largest truck maker. Along with many other stake holdings and joint ventures in other leading automotive companies across the world, it owns the classic UK brands Jaguar and Land Rover. Dr Tim Leverton, head of Advanced & Product Engineering at Tata Motors Limited, said the announcement “represents a further demonstration of Tata’s long-term commitment to build and develop R&D facilities here in the UK.

TMETC plays a vital role in Tata Motors’ global R;D network. “Tata Motors gets access to world-class thoughts, skills and technologies through the TMETC and its collaboration with WMG. The contribution of TMETC and WMG is important to Tata Motors becoming an international company,” he added. Through this arrangement TMETC’s engineers work alongside researchers at WMG – a university department occupying a unique position between academia and industry, formerly known as the Warwick Manufacturing Group – in low-carbon technology collaborative R&D programmes.

They have already started to produce tangible results, for example Tata Motors’ Vista electric vehicle that will be built at a nearby factory in Coventry and will be available to fleet customers in the UK later this year.

Tata Motors’ Pixel city car, which was unveiled at the 2011 Geneva Motor Show, has also been developed on the WMG campus. Based on the Tata Nano, the Pixel is a concept vehicle aimed at the European market and features a zero-turn infinitely variable transmission that gives it a turning circle radius of 2. metres, making it ideal for dense urban environments. At just over three metres in length the Pixel is claimed to be “the most package efficient four-seater in the world,” comfortably accommodating four adults. The zero-turn toroidal traction-drive transmission assists rotation of the outer rear wheel forwards and the inner rear wheel backwards, while the front wheels turn at acute angles to achieve its exceptionally tight turning circle radius. “Scissor” doors rotate upwards from the front to allow passengers to enter or exit the Pixel, even in the tightest of spaces.

The vehicle is also designed to provide a high level of connectivity. Key functions are controlled by the driver’s smart phone, running My Tata Connect, the first integrated human-machine interface concept from Tata Motors. Nick Fell, Tata Motors’ European Technical Centre’s director, said: “WMG and TMETC are building on five years of successful partnership to further grow TMETC’s presence at the University of Warwick. “We plan to further increase our team on the campus by up to 100 over the next two years, and are discussing establishing test and development facilities here.

This shows a clear commitment to build and develop our R;D and facilities in the UK in collaboration with WMG for the long term. ” This was supported by WMG’s director Professor Lord Bhattacharyya who said “Technology businesses such as Tata are crucial to us solving global challenges that will require new thinking energy, climate-change related technologies.

“Tata’s work alongside WMG will meet those challenges and will even lead the field in new low-carbon technologies. Tata’s Pixel concept city car is a clear symbol of Tata’s current technological prowess and its future aspirations. The partnership announcement came shortly after research by the Council for Industry & Higher Education that indicates that the UK’s manufacturing sector could be re-energised by a closer collaboration between companies and the science and technology departments at top universities. As well as working with more than 500 UK companies, the university’s WMG is an international unit with collaborative centres in the UK, China, India, Malaysia, Russia, Singapore and Thailand. Tata Motors is India’s largest automobile company, with consolidated revenues of Rs 92,519 crore ($20 billion) in 2009-10.

Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain.

Among them is Jaguar Land Rover, the business comprising the two iconic British brands. It also has an industrial joint venture with Fiat in India. Tata Motors is the country’s market leader in commercial vehicles and among the top three in passenger vehicles. It is also the world’s fourth largest manufacturer of medium / heavy commercial vehicles, and the second largest bus manufacturer.

Tata cars, buses and trucks are being marketed in several countries in Europe, Africa, the Middle East, South Asia, South East Asia and South America. The company, formerly known as Tata Engineering and Locomotive Company, began manufacturing commercial vehicles in 1954 with a 15-year collaboration agreement with Daimler Benz of Germany.

It has, since, developed Tata Ace, India’s first indigenous light commercial vehicle, Tata Safari, India’s first sports utility vehicle, Tata Indica, India’s first indigenously manufactured passenger car, and the Nano, the world’s cheapest car.

* Commercial vehicles: The commercial vehicle range extends from the light two-tonne truck to heavy dumpers and multi-axled vehicles in the above 40-tonne segment. Passenger buses: The company also manufactures and sells passenger buses, 12-seaters to 60-seaters, in the light, medium and heavy segments. Tata Motors in Africa| In a period of just three years, Tata Motors has emerged as the third-largest player in South Africa’s commercial vehicles market, and one of the fastest growing brands in the passenger vehicles segment| Tata Motors has played a major role in Tata Africa’s origins and current operations in Africa. The journey began in the 1970s with the marketing of Tata Motors’ heavy vehicles in Zambia.

In the 1990s, Tata Africa expanded its automotive operations to Tanzania, Zimbabwe, Malawi, Namibia, Mozambique, Uganda and Ghana. Today, Tata Motors’ vehicles enjoy leading positions in several vehicle segments in South Africa and Zambia.

Tata Motors offers a range of passenger, multi-utility and commercial vehicles: Passenger cars: The popular Indica Commercial vehicles: Telcoline, an all-terrain vehicle suitable for both commercial and private use Heavy commercial vehicles: Tata Novus’ new range of Tata Daewoo tippers and tractors

Tata Ubuntu and other bus models Over the years, the company has established a strong distribution and marketing network with the help of various country-specific Tata Africa subsidiaries. In Ghana, operations cover both vehicle sales and after-sales. Tata Uganda, set up in 1994, conducts vehicle sales and after-sales business. In Mozambique, Tata De Mozambique Lda (TDML) is engaged in sales and service of Tata vehicles. South Africa has played an important role in the success of Tata Motors in Africa. Launched in South Africa in 2004, the Indica set the record for the most successful car launched in the country.

A bus-body fabrication plant was set up in 2004 to build indigenously designed buses that are now sold in Zambia, Ghana and Mozambique. The company enjoys a leading position in tippers, medium commercial vehicles (MCV) and heavy vehicles. Recently, Tata Africa Holdings has acquired a Nissan manufacturing plant in South Africa. Sustaining its leading position in South Africa, the company recently introduced more commercial and passenger vehicle models: * Safari Dicor, to be available in early 2007. * Commercial vehicles, new trucks (6 and 10 tonners), tippers (2-6 cubic metre capacity) and bakkies (1.

-tonne flat-bed) are being launched. These vehicles are aimed at meeting diverse transportation needs in South Africa. The new models are on display at Auto Africa 2006 in Johannesburg. Exhibited along with new models are, for the first time at the expo, two ‘concept cars’ — Tata Crossover, a ‘crossover’ vehicle concept, and Tata Cliffrider, a multi-utility ‘lifestyle’ vehicle. Speaking about the new models, Ravi Kant, managing director, Tata Motors, said, “Our endeavour now is to expand our range with improved applications, to reach out to more customers and build a lifetime relationship.

Future plans for South Africa are upbeat. “We are looking at increasing our logistical efficiency besides considering options to set up an assembly unit in South Africa. We are also looking at using South Africa as a source for components,” says chief financial officer Praveen Kadle. The only commercial vehicle assembly unit the company has outside India is in Bangladesh. Tata Africa managing director, Raman Dhawan, defines future areas of growth and says, “Towards the end of this year, we would be entering the Nigerian and Kenyan markets with our range of commercial vehicles. Apart from the stronghold the company has in South Africa, Tata Motors is among the top automotive players in other countries as well.

In Zambia, the company is at the forefront in the medium commercial vehicles segment. In Ghana, the company recently launched a range of passenger vehicles that includes the Indica hatchback, Indigo sedan and Indigo Station Wagon, along with the multi-utility vehicle Sumo and the Safari Dicor. According to Divyendu Kumar, head of Tata Motors’ international business for the passenger car units, the new models will offer superior value to customers in the traditionally important Ghana market.

The company is also making progress in other countries such as DR Congo, Ivory Coast, Kenya, Madagascar, Senegal, Tanzania, and Uganda. It is looking at options such as setting up assembly lines, re-working its price and product positioning, improving logistics and accessing local sources.

The Tata journey in Africa, which began over three decades ago, has continued uninterrupted, with more milestones crossed and new strengths gained. Leading the way is Tata Motors, with its ever-expanding range of luxury and utility vehicles that promise a smoother ride ahead and more milestones to be crossed on the road to excellence. Ventures/ Company of Tata Motors: Jaguar Land Rover Jaguar Land Rover Automotive Trading (Shanghai) Jaguar Land Rover Automotive Trading (Shanghai) is the company that handles the China operations of Jaguar Land Rover (JLR). The company’s main activities are the import and distributionof JLR’s range of premium sedans and SUVs in China. Headquartered in Shanghai, the company has a corporate office in Beijing, three distribution facilities (a fourth one to be opened soon) and two technical training academies.

JLR China sells its exclusive range of products through a distribution network of approximately 60 dealers, providing sales and service coverage across the country.

In 2010, it sold approximately 26,000 units in the country, making it the third largest market for Jaguar Land Rover in the world. Given its size and maturity, China has the potential to become JLR’s largest global market within the next few years. | | | | | | | | | | | | | Jaguar Land Rover is a business built around two iconic British car brands that designs, engineers and manufactures in the UK.

With investment in product creation topping ? 1 billion a year, Jaguar Land Rover is at the centre of the UK automotive industry’s drive to deliver technical innovation in all areas of vehicle development. The Jaguar Land Rover business directly employs more than 18,000 people and supports approximately 130,000 jobs (through direct employment, dealers, suppliers and broader economy). Jaguar Land Rover exports annually generate almost ? 6 billion for the UK economy with 78 percent of Land Rovers exported to over 160 countries and 70 percent of Jaguars exported to over 60 countries.

Jaguar Cars Limited, founded in 1922, is one of the world’s premier manufacturers of luxury saloons and sports cars. Since 1948 Land Rover has been manufacturing authentic 4x4s that define ‘breadth of capability’ in their segments. The Jaguar XF, XK and XJ models are manufactured at the company’s Castle Bromwich plant in Birmingham. Land Rover’s Defender, Discovery 4, Range Rover Sport and Range Rover models are all built at the Solihull plant. The Land Rover Freelander 2 is built at the Halewood plant in Liverpool.

Jaguar Land Rover is a business built around two great British car brands with exceptional design and engineering capabilities.

Jaguar Land Rover’s manufacturing facilities are in the UK. Areas of business Jaguar Cars, founded in 1922, is one of the world’s premier manufacturers of luxury saloons and sports cars. Land Rover has been manufacturing 4x4s since 1948. Its products have defined the segments in which they operate. Jaguar Land Rover’s manufacturing facilities are in the UK.

The Jaguar Land Rover business employs over 16,000 people, predominantly in the UK, including some 3,500 engineers at two product development centres, in Whitley in Coventry and Gaydon in Warwickshire. The Jaguar XF, XJ and XK models are manufactured at the company’s Castle Bromwich plant in Birmingham, UK, while the Jaguar X-TYPE is produced alongside the Land Rover Freelander 2 at the Halewood plant in Liverpool, UK. Land Rover’s Defender, Discovery 3, Range Rover Sport and Range Rover models are all built at Solihull, UK.

The business is a major wealth generator for the UK, with 78 per cent of Land Rovers exported to 169 countries and 70 per cent of Jaguars exported to 63 countries. Sales to customers are conducted principally through franchised dealers and importers.

com/| HV Transmissions Limited (HVTL)| http://www. hvtransmissions. com/| Telco Construction Equipment Co. Ltd. (Telcon)| http://www.

telcon. co. in/| TAL Manufacturing Solutions Ltd. (TAL)| http://www. tal. co.

(Concorde)|

Tata International Strategy

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