Nano Tata Low Cost Case

In: Business and Management

Submitted By nraimbault
Words 2477
Pages 10
Objectifs :
- Révision de l’ensemble de la démarche : Business model, offre de référence, attributs de valeur, valeur perçue, optimisation de processus
- Compréhension des caractéristiques d’une stratégie de rupture

Problèmes rencontrés sur la NANO
- le prix des matériaux a doublé depuis sa création
- objectif est non pas la rentabilité, mais la viabilité du projet

Position de TATA sur le reste du monde
- augmentation forte de ses exportations

Le Groupe Tata est un des plus grands conglomérats industriels de l'Inde, avec des recettes en 2006-07 de 28.8 milliards de dollars, l'équivalent à près de 3.2 % du PIB du pays, et une capitalisation de 77.5 milliards de dollars (janvier 2008). Le Groupe Tata emploie environ de 290.000 personnes partout le monde. Les activités économiques du groupe Tata sont réparties par le biais de 98 compagnies qui fonctionnent dans sept secteurs d'affaire et dans les six continents. Les secteurs vont de l'industrie, acier, au thé, en passant par les softwares, les chaînes d’hôtels, les compagnie aérienne,l’automobile, l’énergie ou les hôpitaux.

Core business : intégrité, compréhension, excellence, unité et responsabilité. Lien étroit entre économie et sociale (distribution de 8 à 14% des profits dans des causes sociales, éducation, santé ou développement communautaire)
Tata Business Excellence Model est un guideline qui donne le cadre de l’excellence chez Tata au niveau de l’effort collectif. TCCI’S est une Charte sur le développement social (RSE)
Etablie en 1945, Tata Motors est la plus grande compagnie de véhicules à moteur en Inde, avec un CA d’environ les 5.5 milliards de dollars en 2005-2006. La compagnie a commencé à fabriquer des véhicules commerciaux en 1954 avec un accord de collaboration avec le Daimler (Allemagne). Actuellement, leader dans des véhicules commerciaux, et deuxième dans le segment de véhicules de…...

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