contents

Introduction of cipla Executive summary Brand over the year (cipla) Market analysis of cipla Competitive analysis of cipla Brand equity of cipla Brand identity of cipla Leveraging of brand Outlook & valuation of cipla

Executive Summary
Tata steel was incorporated as The Tata iron & steel company ltd in 907 as a public limited company, the company was established by jamsetji N. Tata, the founder of the Tata companies and is one flagship companies. Tata steel manufactures a diversified portfolio of steel products range that includes flat products, as well as some non-steel products such as Ferro alloys and minerals, tubes and bearing. Tata steel ltd. is one of the worlds largest steel companies with a steel production capacity of approximately 27.2 mtpa. According to wasa, the company was the seventh largest company in the world in terms of crude steel production volume in 2009. Tata steel has grown significantly in recent years with its steel production capacity increasing from approximately 5.0 mtpa in fy06 to 27.2 mtpa currently. This growth was primarily due to the company's acquisition in april 2007 of corus group plc (corus), which at the time was estimated by wsa to be the ninth largest steel producer in the world. Tata steel has to access to raw material for steel production and a skilled workforce with arelatively low cost of labour at its operation sin india.

Contd
Tata purchased Thailands millennium steel and Singapores Nat steel Asia, and in 2007 completed its acquisition of anglo-dutch Corus group in a $12 billion transaction. Tata Steels vision is to be the worlds steel industry benchmark through the excellence of its people, its innovative approach and overall conduct. Underpinning this vision is a performance culture committed to aspiration targets, safety and social responsibility, continuous improvement, openness and transparency. Tata Steels larger production facilities include those in India, the UK, the Netherlands, Thailand, Singapore, China and Australia. Operating companies within the Group include Tata Steel Limited (India), Tata Steel Europe Limited (formerly Corus), NatSteel, and Tata Steel Thailand (formerly Millennium Steel) Hemant M. Nerurkar has been Executive Director of India and South East Asia of Tata Steel Limited since April 9, 2009 and Managing Director since October 01, 2009.

Introduction of the Brand

Tata Steel has a highly credible management team who has displayed their skills in expanding the company through inorganic route. The company has successfully acquired Nat Steel of Indonesia, Millennium Steel of Thailand and more importantly Corus. The companys virtuosos of finance have been able to find innovative ways to tackle the companys bludgeoning debt and keep the bottom line in the green zone despite lowering demand and huge debts accumulated.

Porter Five Forces Model

Threats of new entrants: the willingness and ability of firms to enter a particular industry depends on the barriers to entry. Such barriers include; capital requirements, economies of scale, government policy & product differentiation. Intensity of rivalry among existing competitors The bargaining power of suppliers The threat of substitute products The bargaining power of buyers

Brand Equity Initiatives

Tata Steel brand is a very powerful one, can only take a product very far. Beyond that it will be necessary for the product to strike ahead with its own brand. . In the past one year, the Companys financing strategy was focused on raising capital from portfolio divestments and external financing methods to rebalance the capital structure and finance the growth projects. All these financing initiatives coupled with substantially better internal generations enabled improvement of the financial metrics of Tata Steel Group significantly. Assurance, reliability and superior brand experience in every segment have always been the key focus for Tata Steel's brand building endeavours. In addition, the realigned operating strategy takes into account current realities of the marketplace and enhancement of customer satisfaction and relationships with existing clients.

Contd
In recent times, the Tata Steel Group has been concentrating on the geographies that are logistically favorable to its plants in Europe and Asia, in
response to current realities of the marketplace. Tata Steel has been working to enhance customer satisfaction and relationships with existing clients As opposed to competitors who split and diversify, Tata Steel is focusing on positive markets by applying its resources to the core business where they are most needed. In order to spread the customer base and maximise leverage from the economic packages, special initiatives were devoted to Government funded projects and the Railways.

Tata Steel had implemented Vehicle Tracking system (VTS) way back in 2002. In line with the Companys endeavour to improve customer service, approx 1600 Global Positioning System (GPS) mounted vehicles have been deployed by transport partners of material movement across the Country. This is the largest implementation of GPS enabled fleet in the steel industry.

Contd
To bring about improvement in delivery reliability, a billboard has been created and uploaded on CSD webpage to track vehicles on-line, again a first in the Indian Steel industry. Major drive has been taken to reduce service claims through development of desired infrastructure at Hubs/Stock yards and deployment of specialised vehicles. In order to create service differentiation, an auto compliant hub has been developed at Chennai. Fleet of special vehicles has further been augmented to deliver damage free skin panels Standard operating procedures for receipt, storage, handling and delivery of steel materials at all stock points have been implemented. Tata Steel has created transport parks in Jamshedpur to ease out traffic flow and educate all drivers on safety and health concerns. As a CSR initiative approximately 2000 drivers undergo medical check-up at our facilities every month.

Leveraging of the Brand

The Tata Finance controversy notwithstanding, Tata Sons is making a concerted attempt to shift focus from a commodity-oriented conglomerate to a brand-oriented corporate group. Catalyst talks to one who's driving this change. It is an image that has stuck to the Tata Sons conglomerate all these years. But now the image is in for a makeover. Put differently, the winds of change are blowing within the organization's formidable corridors. . "The corporate portfolio is changing from 40-50 per cent commodity orientation to an equal percentage of brand orientation," says R. Gopalakrishnan, Executive Director, Tata Sons Ltd. . "The perception of Tata Chemicals, for example, is hardly that of a marketing company. But Tata Salt, marketed by Tata Chemicals, ranks upfront as a leading FMCG brand in most consumer surveys, besides, of course, being the market leader among branded salts," observes Gopalakrishnan

Contd
The Tata group's new corporate ad campaign is an obvious step in this direction. So is the recent effort to associate with young icons - motor sports prodigy Narain Karthikeyan is one such example. Then there has been the fairly contemporary ad campaign for Idea, the group's cellular services venture, created by Lowe India and themed around `liberation through an idea'. In case of packaged tea, Tata Tea intends to build on a long-term association with the arts and cinema. One such example was Tata Tea recently sponsoring the Cinefan festival of Asian cinema held in the capital. Take Tata Chemicals, which recently repositioned Tata salt asDesh ka namak. The company sees this as a paradigm shift from the rational advertising approach to an emotional platform. The objective, according to Kapil Mehan, Vice-President (Sales and Marketing), Tata Chemicals, is to be a category clutter breaker.

Contd
And recent marketing initiatives to push Tata Salt are being led by a team of clearing and forwarding (CFA) agents and distributors with the objective of servicing the market better and expanding product penetration.

Brand Valuation

The Tata groups intense activities in 2007 have seen it rising 45 places to No. 57 in Brand Finance Top 500 Global Brands. A widely respected ranking of brands by brand value published by the UKbased Brand Finance Plc. No other Indian brand figures in the top 100. The study, which valued the Tata brand at $11.8 billion (Rs47,082 crore), is value at the end of 2007 Brand stand: Tata groups Ratan Tata. The Nano, and the Jaguar and Land Rover acquisition, could help Tata break into the top 50 in 2008. In 2007, one Tata company, Tata Steel Ltd, acquired UK steel maker Corus Group Plc. for $11.3 billion in January By the end of the year, it was clear that Tata Motors Ltd, another group company, was the front-runner to acquire the Jaguar and Land Rover brands from Ford Motor Co.

CONTD
The end of the year also saw interest building up around Tata Motors small car Nano, which was unveiled on 10 January

Unni Krishnan, managing director, Brand Finance India, said the Jaguar and Land Rover acquisition and the Tata Nano launch could help Tata break into the Top 50 in 2008. The Corus acquisition helped boost Tatas brand value because it brought to the group more products and capacity, a wider geographical reach, and the heritage value of British Steel. Corus was formed in 1999 through the merger of British Steel and Dutch firm Koninklijke Hoogovens. According to the Brand Finance study, the Tata brand is rated AA+ (indicating robust strength) in terms of brand strength, a measure that reflects its current value and future prospects

CONTD
About 80% of Tatas brand value actually stems from the three engines of steel, motors and consulting, and the thrust of the action is in these areas, signaling a positive future for the brand. . The company has been restructuring, and been active in global mergers and acquisitions, . With Corus, and a string of truly blue-chip brand acquisitions, the centre of gravity of the Tata group has shifted out of Indiaabout 60% of its revenues would be out of India now. Brand Finances brand valuation methodology is based on fair market value, which the firm that calls itself an independent brand valuation consultancy, defines as the estimated amount . Brand Finances Krishnan said there are four factors driving the value of the Tata brand: mergers that contribute to revenues; media coverage; a change in perception that it is no longer largely a steel and auto firm but a multi-dimensional conglomerate

Future course of action

Chairman of the Tata Group, Ratan Tata, got listed among the top 10 steelmakers of the world by steeling the show at the Corus takeover. Tata will have a major role in creating the presence of Indian companies in Europe.
Over the last few years Tata has had a strategy of acquisitions in various countries even where raw material might not be available. Europe is requires high-quality service and Corus will help us in fulfilling those needs. Corus will also help Tata Steel in improving our technology, Muthuraman explained. The Managing Director said that Corus management and work practices are similar to Tata Steel and they are planning to form an executive committee for the two companies. economic downturn after a range of strategic actions were taken, including a radical restructuring of the Speciality Steels business, which is now in profit

CONTD
However, the Long Products business as a whole has continued to make losses over the last two years. . The decline in some major markets, particularly the construction sector, has been a key factor. Demand for structural steel in the UK is only two-thirds of the 2007 level and is not expected to fully recover within the next five years. Synergies between the two companies will be on the following terms: Improvement of operations Procurement of material Shared services

CONTD
Tata Steel is showing its commitment to making this strategy work by earmarking 400 million of investment for this business over the next five years. At the same time we are aware that our employees and their families will experience a very unsettling few months as a result of this announcement. We will do everything we can to provide them with support and assistance.

Besides, there remains a great deal of uncertainty about the level of further unilateral carbon cost rises that the UK Government is planning. Some of our key markets are not forecast to fully recover from the global economic downturn for a number of years. Other market sectors have changed and our customers are demanding new and different products from us, as well as improved levels of service.

CONTD
This investment will improve Long Products manufacturing capabilities, particularly in the area of plant reliability The investment follows a number of recent announcements in the business, including upgrading the rail rolling mill at Hayange in France, as well as improvements to the plate and wire rod rolling facilities in Scotland and England. The jobs at risk are in operational, functional and management positions. A 90-day consultation process will begin soon with affected employees and union representatives.

The company will make every effort to achieve the job losses through voluntary redundancies. However, it is important that critical skills are retained enabling the business to increase output should the markets recover.

CONTD
A comprehensive range of redundancy packages and outplacement support services will be made available to those leaving the company. There will be full consultations with employees and their representatives throughout the process.

THANK YOU