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STRATEGY-II
ASSIGNMENT REPORT
SUBMITTED TO:
Group-3
Contents
1
TATA Motors........................................................................................................... 1
2.
1.1.
Introduction............................................................................................ 2
1.2.
Organization culture...............................................................................3
1.3.
Organization structure...........................................................................3
1.4.
1.5.
1.6.
Coca-Cola Company..................................................................................... 4
2.1.
Introduction............................................................................................ 4
2.2.
Organization structure...........................................................................5
2.3.
3.
Deloitte Company........................................................................................ 9
3.1.
Introduction.......................................................................................... 10
3.2.
3.3.
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1. TATA Motors
1.1. Introduction
Tata Motors, leader in commercial vehicles, is Indias largest automobile company. Through subsidiaries
and associate companies, Tata Motors has operations in the UK, South Korea, Thailand, Spain, South
Africa and Indonesia. 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 7.5 million Tata vehicles plying
in India, Tata Motors is the countrys market leader in commercial vehicles and among the top in
passenger vehicles. It is also the world's fourth largest truck and bus manufacturer. Tata cars, buses and
trucks are being marketed in several countries in Europe, Africa, the Middle East, South Asia, South East
Asia, South America, CIS and Russia.
1.2. Organizational Culture
The culture at Tata motors gives a lot of importance to ethics and moral values. It promotes strong
employee relationships and extends social welfare activities to communities around its industrial units.
The culture promoted is One Tata Motors. The culture at Tata motors has been about innovation and
results of this can be seen through its breakthrough products in the past which changed the market
dynamics and helped in providing a new customer experience such as India, Ace and Nano. The company
has moved onto the technical dimension of culture that focuses on improving the quality and contributes
towards efficiency. The total quality management and six sigma processes are an integral part of the
culture at Tata Motors.
1.3. Organizational Structure
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To focus effectively on the issues and ensure expedient resolution of diverse matters, the Board has
constituted a set of Committees with specific terms of reference/scope. The Committees operate as
empowered agents of the Board as per their Charter/ terms of reference. Targets set by them as agreed
with the management are reviewed periodically and mid-course corrections are also carried out. The
minutes of the meetings of all Committees of the Board are placed before the Board for discussions /
noting. The relationship between the Board, the Committees and the senior management functions is
illustrated alongside.
1.4. Strategy in Tata Motors
Tata motors had pursued the strategy of increasing its presence in the global automotive markets and
enhancing the product range and capability through strategic acquisitions/alliances.
The company made three major acquisitions, all towards expansion of Tata in different segments. Tata
Motors acquired the British car maker Jaguar Land Rover, Daewoo and Hispano. Its joint ventures with
Fiat, Marcopolo and Hitachi have been steps to increase global presence. The strategy of Tata Motors can
be said to be disruptive innovation, wherein it has offered lower priced products and surpassed market
expectations. Tata Nano is an example of its step in the same direction.
The current strategic business unit (SBU) structure evolved rapidly through acquisition, joint ventures and
partnerships.
Tata Motors has a sub brand strategy, under which there is no separate brand for Tata Motors, but the Tata
brand is used as a mother brand. This association with the parent brand benefits all products since the
brand stands for trust and reliability in India. The product strategy has been driven by two primary
objectives, namely identifying the market need and creating new market segments.
The operational strategy of the company aims to align their production to market conditions and have
inventory levels to meet the market demand.
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SWOT Analysis
Strengths
Domestic stronghold
Positive brand image
Atmosphere of innovation
Location
Portfolio plan in place till 2020
Opportunities
International growth
New product lines
Weaknesses
Poor employee productivity
Threats
Intense competition
Global economic factors
2. COCA-COLA COMPANY
2.1. Introduction
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The Coca-Cola Company is an American multinational beverage corporation and manufacturer, retailer
and marketer of nonalcoholic beverage concentrates and syrups, which is headquartered
in Atlanta, Georgia. Established in 1886 with its flagship product Coca-Cola, the company is now
present in over 200 countries with a wide array of products.
Due to its large size and the presence of few aggressive competitors such as PepsiCo, effective strategy
management becomes imperative for the company. The Coca-Cola Company follows a blend of
traditional & modern strategy management process.
2.2. Organizational Structure
Primarily the company has a very tall hierarchy in place and subordinates that are then divided up by
regions. The Coca Cola Company being a truly global organization uses the design of division of work by
location. Each area/region has a certain amount of subordinates designated to that specific area; however,
the number of employees delegated to one region may be different to another. By dividing its employees
up according to geographic location, the company benefits on many levels. For example, being closer to a
certain market allows the teams involved to work accordingly with regards to advertising campaigns,
meeting the tastes of consumers of that region etc. Each region is then sub divided e.g. Europe divided up
in to North West and South East, Nordic and Baltic.
Micro: Individual, time, energy, money & resources to realize individual resources. (SWOT
Analysis)
Apart from the above mentioned methods, company believes that Marketing Mix has worked as a
Tactical Tool with which it implements effective & efficient strategy.
2.3.2. BCG Matrix
Due to its operation in a large number of economies, it is important to understand the market share and
the market growth in that economy. Since economies differ in size, growth, people, emotion, function etc.
therefore a universal strategy cannot work well for all. Hence customized strategies must be formulated to
suit different economies. Thats where BCG matrix comes into picture and helps The Coca-Cola
Company to devise effective strategy.
The company divides the region into 5 parts, namely North America, Pacific, Europe, Latin America, and
Eurasia & Asia. It helps in devising apt strategy for different economies to attain better position in the
market.
Strategy-Tactic Grid
Strategy
Effective
Efficien
t
Tactic
Inefficie
nt
Die (Slowly)
3
Die (Quickly)
4
Ineffectiv
e
Thrive
2
Survive
1
Considering Coca-Colas international performance, we can argue that the company is thriving as it is
effective-doing things right (having the desired effect, producing the intended result) and efficient-doing
the right things (able to work well without wasting time & resources). A successful company needs to do
both rights right to maintain the edge, and The Coca-Cola Company is exactly doing the things right.
Hence the current position of Coca-Cola is quadrant II i.e. Thrive.
3. DELOITTE
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3.1. Introduction
Deloitte Touche Tohmatsu Limited, commonly referred to as Deloitte, is the largest professional
services network in the world by revenue and by the number of professionals. Deloitte provides audit, tax,
consulting, enterprise risk and financial advisory services with more than 200,000 professionals in over
150 countries. In FY 201314, it earned a record $34.2 billion USD in revenues. Deloitte is one of the
"Big Four" professional services firms along with PwC, EY, and KPMG. Its global headquarters are
located in the United States. In 2012, Accountancy Age reported that, in the UK, Deloitte had the largest
number of clients amongst FTSE 250 companies.
Deloitte also practices and combines its geographical structure to another modern structure known
as network. While business giants risk becoming too clumsy act and react efficiently, the new network
organizations contract out any business function which can be done better or more cheaply. In essence,
managers in network structures spend most of their time coordinating and controlling external relations,
usually by electronic means.
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3.2.2. Culture
Organization culture is a pattern of shared basic assumptions that the group has learned through solving
problems that have worked well enough to be considered as valid and are passed on to the new members
as the correct way to perceive, think and feel in relation to these problems. Most important aspect of the
relationship between organizational structure and culture in Deloitte is to make sure that each individual
understands the full extent of responsibilities and work expected out of them. As Deloittes management
structure is decentralized, with shared power and authority at all levels, the culture is likely to be more
independent, personalized and accountable. Strength from cultural diversity is one of Deloitte's shared
values, and Deloitte recognize that their diversity represents an enormous opportunity. Long before their
competitors and the larger business community took actions to support diversity and inclusion in the
workplace, Deloitte member firms took the lead. Initiatives for cultural change based on local market
priorities were launched, and, in many instances, targets and goals were set to measure progress, and
leadership was held accountable for results. At Deloitte, cultural diversity program is all about
recognizing their cultural differences, celebrating them together, and tapping into the different things that
make their people perform best.
3.2.3. The impact of technology on Deloittes team functioning Structure
Technology can affect structure in number of ways. The impact influences three areas of structural design
- scale, function and integration.
Progressions in computers and communication technology improve the efficiency of a business. Deloitte
adapts to these changes by restructuring departments, modifying position requirements or adding and
removing jobs. Deloittes employees often require training on new software programs or equipment as a
job requirement if it becomes industry standard. The decision to launch the video department, to use web
video to communicate has really had a great impact on Deloitte. It has allowed people to communicate
quickly, share ideas, and transfer information without regard to physical locations, or to a reasonable
extent, even without regard to the temporal dimension. Thus, a key advantage of web video is to be able
to simplify organizational structures. In fact Deloitte with well-developed management information
systems and communication technology lend themselves to a move towards flat structures.
Communication technology enables Deloitte to better collect data around the workplace, allowing it to
make more informed decisions. Technology also creates a more connected workplace. Deloitte has also
proven to have successfully achieved coordination and integration amongst its employees and through
this all employees will be better connected to the Deloittes business strategy.
3.3. Strategic Innovation at Deloitte
3.3.1. Professional Services Innovation
Professional service firms like Deloitte have enjoyed recent macro-economic changes brought on by
extraordinary technological and regulatory developments such as the ERP, reengineering and Y2K craze
of the mid to late 90s and the requirements of Sarbanes Oxley legislation and regulations since 2002. The
question really is Whats Next. A key part of Deloitte's strategy is to develop new services, new ways to
serve it clients and new ways to attract, develop and retain the talent it must have for this growth." This is
Deloitte's Innovation and Creativity strategy to match its vision.
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