Cookies on FT Sites

We use cookies and other data for a number of reasons, such as keeping FT Sites reliable and secure, personalising content and ads, providing social media features and to analyse how our Sites are used.

  • Work & Careers
  • Life & Arts

Case study: Tata

Tata logo

Morgen Witze

We’ll send you a myFT Daily Digest email rounding up the latest Tata Steel Ltd news every morning.

The story. Tata is India’s oldest and largest private sector business entity. Founded in 1868, the group now consists of more than 100 companies, with a turnover of more than $70bn. It has a wide range of interests, with companies trading in fields as diverse as steel, cars and trucks, chemicals, IT consultancy, retailing and hotels.

The Tata group is highly decentralised, and member companies have great aut­onomy in terms of strategy and operations. The main instrument for unifying the group is the Tata corporate brand, which embodies values that are shared by all companies in the group.

However, not all the companies use the corporate brand in the same way. Many, such as Tata Beverages and Tata Motors, use the name and logo explicitly. However, even in India some companies in the group, such as Trent and Taj Hotels, do not use the Tata name. Taj Hotels also has its own brand mark.

This inconsistency is seen by the Tata group as less important than adherence to the group’s values. It was originally founded for the purpose of creating and spreading wealth in order to strengthen the Indian nation and economy.

The challenge. Before 1991 the Tata group had few interests in the world outside India. Its brand identity was very strongly Indian, rooted in India’s culture and history. However, Ratan Tata, the group’s leader, believed this had to change. He felt that Tata’s future lay outside India, and that it should aspire to become a global company.

But could a company with such a strong Indian identity succeed in establishing a global brand? And if so, what would be the disadvantages? There were – and still are – many in India who believed that the process of globalisation would change Tata and damage its values, turning it into just another big company that would be concerned only with profit. Others outside India wondered – and some still do – if western consumers in particular would really ac­cept the Tata brand.

Stepping out of India. Individual Tata companies began making small acquisitions outside India in the late 1990s. The first big acquisition was that of Tetley Tea, one of Britain’s leading tea brands, by Tata Tea (now Tata Beverages) in 2000. This acquisition went almost unnoticed. Later acquisitions, such as those of steelmaker Corus by Tata Steel in 2007 and Jaguar Land Rover by Tata Motors in 2008, were much more high-profile. Since 2005, there has been a steady stream of acquisitions in Europe, Asia and North America.

The pragmatic approach. Tata’s approach to handling the new acquisitions has been pragmatic. Conventional corporate branding theory suggests that all acquisitions should be branded with the corporate brand name and mark. GE, for example, applies the GE brand across the board to all new ventures and all new acquisitions.

But Tata faced different pressures, and had to respond in a different way. The group had simultaneously to reassure its stakeholders in India that it was not about to abandon its traditional values in favour of global growth, and to reassure stakeholders in the companies it was acquiring outside India that their favourite brands would not be spoilt.

Varied responses. In some sectors, Tata follows conventional wisdom. In 2010, after some hesitation, Tata Steel finally rebranded Corus as Tata Steel Europe. By common consent, Corus was not a particularly strong brand, and few mourned its passing.

Even so, there was some worry at Tata Steel as to what impact this rebranding might have on Corus’s reputation – and on that of Tata Steel in India, where there was concern over events such as the mothballing of the Corus plant at Redcar in the north-east of England, with some observers questioning whether Tata Steel was still a caring employer. Only after long thought did the move go ahead.

In contrast, Tetley has been part of the Tata group for 10 years, yet the Tetley brand remains independent in terms of its identity. A single discreet line on the packaging reminds consumers they are buying a Tata product. It might be thought that tea, being Indian in origin, could benefit from association with a celebrated Indian brand. But Tetley’s customers resolutely see it as British, and rebranding might compromise its image and reputation in their eyes.

The same is even more strongly the case with Jaguar and Land Rover, where Tata Motors has bluntly rejected the suggestion of rebranding either with the Tata name. These are old and famous brands, and Tata Motors thinks rebranding would des­troy value.

Conclusions. Tata only re­brands its acquisitions when it is clear that such a rebranding will add value. This is not what conventional wisdom suggests. But a look at the group’s performance, even through a deep recession, suggests the pragmatic approach has worked in this case.

The author is honorary senior fellow at the University of Exeter Business School, and author of Tata: The Evolution of a Corporate Brand

Promoted Content

Follow the topics in this article.

Comments have not been enabled for this article.

International Edition


Success Story Of The Tata Group Of Industries [Tata Group Case Study]

Devashish Shrivastava

Tata Group is an Indian global aggregate holding organization headquartered in Mumbai, India. Established in 1868 by Jamsetji Tata, the organization increased worldwide acknowledgment in the wake of acquiring a few global companies. Perhaps the biggest aggregate, Tata Group is claimed by Tata Sons.  

Each Tata organization works autonomously under the direction and supervision of its own directorate and investors. Noteworthy Tata's organizations and backups incorporate Indian Hotels Company, Tata Chemicals, Jaguar Land Rover, Tata Communications, Tata Consultancy Services, Tata Motors, Tata Power, Tata Steel, Voltas, and much more.

History and Origin of Tata Group List of the Tata Group’s Chairmen from 1868 to Present TATA Business Excellence Model (TBEM) Marketing Strategy of Tata Group

History and Origin of Tata Group

Greats Of Tata Group

In 1870 with INR 21,000 capital, Jamsetji Tata founded an exchange organization. He purchased a bankrupt oil plant at Chinchpokli and transformed it into a cotton plant under the name Alexandra Mill which he sold for a profit after 2 years. In 1874, he set up another cotton factory at Nagpur named Empress Mill.

His aim was to accomplish 4 main objectives: setting up an iron & steel organization, an exceptional inn, a world-class learning establishment, and a hydroelectric plant. During his lifetime, the Taj Mahal Hotel at Colaba waterfront was opened in 1903, making it the first in power in quite a while.

After Jamsetji's passing, Dorabji Tata, his son, became the Chairman in 1904. Sir Dorabji built up the Tata Iron and Steel organization (TISCO), presently known as Tata Steel, in 1907. Denoting the gathering's worldwide aspirations, Tata Limited opened its first overseas office in London. Soon as per Jamsetiji's wish, Western India's first hydro plant was set up and the Indian Institute of Science was also set up in 1911.

JRD Tata was crowned Chairman of Tata Group in 1938. Under his chairmanship, the benefits of the Tata Group developed from $100 million to over $5 billion. When he took over TATA, it had 14 undertakings, but in 1988 Tata Sons had developed into a combination of 95 endeavors. These endeavors comprised adventures that the organization had either begun or held controlling interests in.

In 1952, JRD established an airline, known as Tata Air Services (later renamed Tata Airlines). In 1953, the Government of India passed the Air Corporations Act and acquired a larger part stake in the transporter from Tata Sons; however, JRD Tata would continue as Chairman till 1977.

In 1945, Tata Motors was established and was first centered around trains. In 1954, it entered the business vehicle showcase in the wake of shaping a joint endeavor with Daimler-Benz. In 1968, Tata Consultancy Services was established.

In 1991, Ratan Tata was crowned Chairman of Tata Group. This was additionally the time of financial advancement in India, opening up the market to remote contenders. During this time, Tata Group started to obtain various organizations like Tetley (2000), Corus Group (2007), and Jaguar & Land Rover (2008). In 2017, Natarajan Chandrasekaran was named administrator.

Various Products

List of the Tata Group’s Chairmen from 1868 to Present

Tata Group

The Tata Group is considered India's number one conglomerate multinational company with its headquarters situated in Mumbai. The company is known to be in business for more than 150 years of service and its products are widely spread across multiple fields.

The company is known to provide services in more than 150 countries and covers about six continents. Since the time of its service, there have been a number of chairmen noted to work for Tata Group. The list of Tata Group's Chairman is given below:

Jamsedji Tata 1868 - 1904

Jamsedji Tata 1868 - 1904

Born on 3 March 1839, Jamsedji Tata was an Indian Pioneer and the founder of today India's biggest group of companies called Tata Group. He was the first Chairman of the firm and remained in the same post till 1904.

Sir Jamsedji Tata is honored with many titles and awards. He was given the honorary tag of "Father of Indian Industry". He was also ranked first in the list of "Hurun Philanthropists of the Century (2021)". Sir Jamsedji Tata left the world on 19 May 1904, at the age of 65.

Sir Dorabji Tata 1904 - 1932

Sir Dorabji Tata 1904 - 1932

Born on 27 August 1859, Sir Dorabji Tata was the eldest son of Sir Jamsedji Tata and the second chairman of the Tata Group . He died in 1932 giving rise to the third chairman of the Tata Group.

Sir Dorabji Tata played an essential role in forming and maintaining the Tata group of industries during the British era. The prime focus of Sir Dorabji Tata was to fulfill the dream left by Sir Jamsedji Tata and establish the modern iron and steel industry.

Sir Dorabji Tata was the first president of the Indian Olympic Association. He was also acknowledged by the Britishers. In 1910, Dorabji Tata was knighted by Edward Vll to be referred to as Sir Dorabji Tata.

Sir Nowroji Saklatwala 1932 - 1938

Sir Nowroji Saklatwala 1932 - 1938

Born on 10 September 1875, Sir Nowroji Saklatwala was the third chairman of the Indian multinational conglomerate Tata Group. Unlike the previous two chairmen, he was just a mere employee and an apprentice of the Tata Group.

He made his way up from an employee to Chairman and remained in the same post till his sudden death due to heart failure in 1938. Sir Nowroji Saklatwala introduced many schemes and facilities for the employees and always worked well for the welfare of the employees.

JRD Tata 1938 - 1991

JRD Tata 1938 - 1991

Born on 29th July 1904, Jehangir Ratanji Dadabhoy Tata was the fourth chairman of the Tata Group. He was the second child of Ratanji Dadabhoy Tata, the cousin of Jamsedji Tata. JRD is the only chairman of Tata Group who has served for more than 50 years. JRD Tata was also the first Indian to be granted a commercial pilot license.

And owing to his interest in the aviation industry, JRD Tata established Tata Aviation Services. He made many contributions to the company and was also acknowledged for his efforts. JD Tata is also the owner of the Padma Vibhushan and the Bharat Ratna awards. After two years of resigning as the chairman of Tata Group, Sir JRD Tata died on 29 November 1993.

Ratan Tata 1991 - 2012, 2016 - 17

Ratan Tata 1991 - 2012, 2016 - 17

Born on 28 December 1937, Ratan Naval Tata was the fifth chairman of the Tata Group. Ratan Tata was the son of a Naval Tata. Naval Tata was the adopted son of the sir Jamsedji Tata. Ratan Tata started as an assistant in the Tata Group and made his way up to the fifth chairman of the company.

Ratan Tata was appointed as the chairman of the company in 1990 and remained in the same post till 2012. He was again known to serve the Tata Group as an interim chairman for the time period between October 2016- February 2017.

Ratan Tata had contributed to shaping the firm from the time he was appointed as the chairman, the Tata Group was in a chaotic form. Under the guidance of sir Ratan Tata, the company flourished again. Ratan Tata is also the holder of many awards like the Padma Bhushan (2000) and Padma Vibhushan(2008).

Cyrus Mistry 2012 - 2016

Cyrus Mistry 2012 - 2016

Born on 4 July 1968, Cyrus Pallonji Mistry was the sixth chairman of the Tata Group and also the second chairman in consideration to not bear the tag of "Tata" in their surname. Cyrus Mistry joined the Tata Group as a board member and was soon elected as the chairman of Tata Group in 2012.

However, just after four years of chairmanship, he was removed from the position of chairman by the board of members. The prime reason behind his removal has many debates on the topic. It is stated that Cyrus Mistry was not acknowledging the history of the Tata Group and was keen on developing the firm in his own way.

There were also reports stating that Cyrus Mistry filed a case against Tata's heads for oppressing the interest of small stakeholders. The issue between Cyrus Mistry and Ratan Tata was taken to the legal procedures where on 26th March 2021, the Supreme court of India ruled out the decision in the favor of Ratan Tata and dismissed the rumors of Cyrus Mistry to be reinstated as the group chairman.

Irrespective of the ups and downs faced by Cyrus Mistry, he was categorized as the most important industrialist in both India and Britain in the year 2013 in an article published by the Economist. Unfortunately, on 04 September 2022, Cyrus Mistry died in a road accident in Maharashtra.

Natarajan Chandrasekaran 2017- Present

Natarajan Chandrasekaran 2017- Present

Born on 2 June 1963, Natarajan Chandrasekaran is the seventh and the current chairman of the Tata Group. He is the only chairman in the history of the Tata Group that is a non-Parsi and professional executive. He was previously working as the chief operating officer and chief executing officer of the Tata consultancy services.

The journey of Natarajan Chandrasekaran as the chairman of the Tata group is not a smooth one. In the year, 2019, the National Company Law Appellate Tribunal (NCLAT) held his position as chairmanship illegal and gave the order of restoring Cyrus Mistry as the Executive Chairman. Yet again in 2020, the Supreme court of India overruled the decision of NCLAT. Natarajan Chandrasekaran is still known to work as the Chairman of the Tata Group.

case study on tata

TATA Business Excellence Model (TBEM)

Tata Group Website

Tata Business Excellence Model (TBEM) is an altered adaptation of the internationally famous Malcolm Baldrige Model. TBEM is utilized by the Tata business group to remain in step with the regularly changing business conditions.

TBEM focuses on seven central activities: administration, key arranging, client and market center, estimation, examination and learning of the executives, human asset center, processing of the board, and the business results. Execution is estimated in outright focuses, and organizations need to accomplish at least 500 (out of 1,000) within four years of consenting to the BEBP arrangement.

Accomplishments are granted by acknowledgment over the group. TQMS helps Tata's business organizations utilize the model to pick up bits of knowledge on their business qualities and open doors for development. This is overseen through a yearly procedure of appraisal and affirmation.

TBEM Criteria Purpose

Tata Business Excellence Model (TBEM) is the reason for leading authoritative evaluations and for offering input to candidates. Moreover, the TBEM criteria have three significant jobs in reinforcing aggressiveness:

The administration tends to observe how your senior heads manage and support your association and set an authoritative vision, qualities, and execution desires. Consideration is given to how your senior chiefs speak with your workforce, create future pioneers, measure hierarchical execution, and make a domain that energizes moral conduct and elite.

The category additionally incorporates your association's administration framework and how it guarantees moral conduct and practices great citizenship.

Strategic Planning

Vital planning leads to activity arranging, sending of plans, how satisfactory assets are guaranteed to achieve the plans, how plans are changed if conditions require a change, and how achievements are estimated and supported.

The strategic planning category focuses on long-haul authoritative support. While numerous associations are progressively capable of vital arranging, plan execution is a noteworthy test.

This is particularly obvious given market requests to be spry and to be set up for sudden change, for example, troublesome innovations that can disturb a generally quick-paced yet increasingly unsurprising commercial center. This category features the need to put an emphasis on building up your arrangements as well as on your capacity to execute them.

Customer And Market Focus

Client and market focus caters to how your association tries to comprehend the voice of the client and of the commercial center with attention to fulfilling clients' necessities, needs, and desires, enchanting clients, and building steadfastness. The category stresses connections as a significant piece of a general tuning, learning, and execution greatness technique.

Your consumer loyalty and disappointment results give indispensable data to understanding your clients and the commercial center. Much of the time, such outcomes and patterns give the most significant data on your clients' perspectives as well as on their commercial center practices (e.g., rehash business and positive referrals ), and how these perspectives and practices may add to the manageability of your association in the commercial center.

Measurement, Analysis, And Knowledge Management

The Measurement, analysis, and knowledge management category is the primary concern inside the criteria for key data about successfully estimating, investigating, improving execution, and overseeing authoritative information to drive improvement and hierarchical intensity.

In the least complex terms, category 4 is the "mind focus" for the arrangement of your association's activities with its vital goals. Fundamental to such utilization of information and data is their quality and accessibility.  

Workforce Focus

Workforce focus caters to key workforce rehearses coordinated towards making and keeping up an elite working environment and towards drawing in the workforce to empower it. It also deals with the way in which the association adjusts to change and succeeds.

The category covers workforce commitment, improvement, and the board in a coordinated way (i.e., lined up with your association's vital targets and activity plans). To fortify the essential arrangement of the workforce, this criteria additionally covers human asset arranging as a major aspect of the strategic planning category.

Tata's Main Business Sectors

Process Management

Procedure Management is the point of convergence inside the Criteria for your key work frameworks and works forms. Incorporated with the category are the focal necessities for recognizable proof and your abilities to accomplish productive and powerful work process administration, successful structure, a counteractive action direction, linkage to clients, providers, accomplices, colleagues, and an emphasis on esteem creation for every single key partner, operational execution, process duration, crisis availability, assessment, ceaseless improvement, and authoritative learning. Dexterity, cost decrease, and process duration decrease are progressively significant in all parts of the procedure.

In straightforward terms, "deftness" alludes to your capacity to adjust rapidly, deftly, and successfully to evolving prerequisites. Contingent upon the idea of your association's methodology and markets, readiness may mean quick change starting with one item and then onto the next, fast reaction to evolving requests, or the capacity to deliver a wide scope of tweaked administrations.

Readiness likewise progressively includes choices to redistribute, concurrences with key providers, and novel courses of action. Adaptability may request unique procedures, for example, executing particular structures, sharing segments, sharing assembling lines, or giving specific preparation.

Cost and process duration decrease frequently including Lean procedure the board systems. It is essential to use key measures for following all parts of your general procedure.

Business Results

The resulting category gives outcomes that include your target assessment and your clients' assessment of your association's items and administrations, your general money-related and showcase execution, workforce results, initiative framework, social duty results, and the consequences of every single key procedure and procedure improvement exercise.

Through this center, the Criteria's motivations: prevalent estimation of contributions as seen by your clients and the commercial center, unrivaled hierarchical execution as reflected in your operational, workforce, lawful, moral, and monetary pointers, and authoritative and individual learning are kept up.

Classification 7 in this way gives "constant" data (proportions of progress) for assessment and improvement of procedures, items, and administrations in arrangement with your general authoritative technique.

case study on tata

Marketing Strategy of Tata Group

The organization emphasizes the 4Ps (Product, Price, Place, Promotion) which exude Tata Group's advertising methodology .

Tata Group Products

The item procedure and blend in Tata Group's promoting technique can be clarified as pursues. Tata Group is one of the main aggregates in India. Tata Group has its essence in a few enterprises and has units spread over the world. The Tata gathering is into the following business verticals:

This rundown isn't comprehensive. It has in excess of seventy brands which take into account twenty-eight separate businesses.

All organizations of the Tata gathering capacity function autonomously. Each of these organizations is one of a kind and particular from one another. In this way, the estimating technique in its promoting blend pursued by these individual organizations differs as they are all in various ventures confronting diverse financial variables, capital, scale, and so on.

Tata gathering is available in more than eighty-five nations in excess of six landmasses. The gathering has developed to a tremendous scale all-inclusive. The greater part of its organizations are forward-thinking and give benefits on cell phones and hold a decent nearness on the web.

The free organizations under the Tata brand advance their image (and their own identity) through individual promoting plans. Tata's administrations and customer items are known to utilize big names like that Titan, Taj Hotels, and so forth. Print media is additionally utilized widely by organizations like Tata Steel and Tata Motors.

Organizations like that of guard and consultancy are more of B2B in nature; they don't enjoy mass advancements. Since this is a help showcasing the brand, here are the other three Ps that form the 7Ps advertising blend of Tata Group.

The Tata bunch all in all utilizes 6,60,800 representatives. The Tata Group itself is possessed by Tata Sons. The Tata Quality Management Services part is answerable for managing the quality administration branch of more than a hundred autonomous organizations to guarantee primary quality principles as the Tata gathering remains the mainstay of value and trust.

Physical Evidence

The sheer size of the Tata gathering is proof of it being a seething achievement and market pioneer. Tata gathering's business sector top is 7.2% of the all-out market top of BSE.

The Tata gathering strategizes to develop by securing mergers around the world and incrementing its topographical limits. The gathering likewise targets obtaining the wellsprings of crude material.

For setting, the Tata gathering has profound enthusiasm for getting steel plants over the globe with the goal that it can give steel at any rate to its car organization, subsequently disposing of the issue of the store network and profiting from the economies of owing the wellspring of crude material.

It has in the past procured misfortune by acquiring worldwide mammoths like Tetley tea, Land Rover, and Jaguar. Henceforth, this finishes up the promoting blend of Tata Group aggregate.

The above graph shows the best performing companies of Tata group with their revenues in Billion US Dollars of the year 2021-2022 as per the stats given on wikipedia

In a nutshell, one can say that the “Tata group” is one of the most inspiring idols for new entrepreneurs. This particular business company is one of the pride of India and a shining example of success for younger business climbers.

There are many new examples set by Tata Group in front of the World. The above article contains the company details with its basic information like marketing strategy, business model, list of chairmen, etc.

Why is Tata Group Successful?

Tata Group abides by its mission and works on ethics. Many competitors of Tata Group are publicly owned firms, whereas Tata is a family business that now has grown into a big multinational conglomerate. Its success lies in its core values and an undefeated business model.

What are the 5 Tata values?

Tata group is driven by 5 major values. They are integrity, responsibility, excellence, pioneering, and unity.

Which company is the most profitable in the Tata group?

As per the report published by, Tata Consultancy is the most profitable company in the Tata Group in 2021.

Why is Ratan Tata an inspiration?

Ratan Tata has set many examples for the young generation to look at and learn. The prime reason behind Ratana Tata being an inspiration is that he is a combination of an excellent businessman and a great human being.

How to Advertise on Jio Cinema?

Apoorva Bajj

8 Ways to Streamline the Order Fulfillment Process

Muskaan Kapoor

How to Use ChatGPT for Social Media?

The House of Tata

About The Authors

case study on tata

James E. Austin

case study on tata

Ashish Nanda

Related work.


The TATA Group success story; Everything you need to know

Photo of ifra

The Tata Group Case Study: Success Story of the Tata Group of Industries

With its headquarters in Mumbai, India, the Tata Group is an international holding company for aggregates. Jamsetji Tata founded the organisation in 1868, and after purchasing a few international businesses, it gained further recognition on a global scale. Tata Group, arguably the largest group, is owned by Tata Sons.

Under the leadership and neglect of its directorate and investors, each Tata organisation operates independently. Indian Hotels Company, Tata Chemicals, Jaguar Land Rover, Tata Communications, Tata Consultancy Services, Tata Motors, Tata Power, Tata Steel, Voltas, and many more notable Tata companies and subsidiaries are included.

top 50 most innovative companies of the world in 2023

Tata Group origins and history

Jamsetji Tata established a trade business in 1870 with a capital of 21,000 INR. He bought a failing oil building in Chinchpokli, converted it into a cotton plant apprehended as Alexandra Mill, and then sold it at a profit two years later. He established the Empress Mill, a new cotton plant in Nagpur, in 1874.

His goals were to build a hydropower plant, a world-class learning organisation, a world-class iron and steel corporation, and an extraordinary resort. The Taj Mahal Hotel at Colaba waterfront was inaugurated in 1903 during his lifetime, making it the first in prominence for a large amount of time.

Dorabji Tata, Jamsetji Tata’s son, took over as Chairman in 1904 after his father’s passing. In 1907, Sir Dorabji established the Tata Iron and Steel Company (TISCO), currently known as Tata Steel. Tata Limited established its first overseas office in London to signify the group’s aspirations for a global presence. The Indian Institute of Science was founded in 1911, and the first hydroelectric plant in Western India was soon made as per Jamsetiji’s request.

JRD In 1938, Tata was appointed Chairman of the Tata Group. During his presidency, the TATA Group’s profits rose from $100 million to about $5 billion.TATA had 14 projects when he took leadership, but by 1988 Tata Sons had grown into a conglomerate of 95 projects. These actions included projects that the organisation had either started or held bulk ownership in.

tata group industries

Tata Air Services was founded by JRD in 1952. (subsequently changed to Tata Airlines). The Air Corporations Act was passed by the Indian government in 1953, allowing it to buy a larger part of the carrier from Tata Sons, while JRD Tata continued to act as chairman until 1977.

Tata Motors was originally concentrated on trains when it was founded in 1945. It joined the commercial vehicle market in 1954 after forming a coalition with Daimler-Benz. Tata Consultancy Services was founded in 1968.

Ratan Tata was named Chairman of the Tata Group in 1991. Additionally, India’s economy was developing at this time, which allowed for the entry of foreign competitors. Tata Group began acquiring several businesses at this time, including Tetley (2000), Corus Group (2007), and Jaguar & Land Rover (2008). Natarajan Chandrasekaran was assigned manager in 2017.

A list of the Chairmen of the Tata Group from 1868 to the Present


The Tata Group , with its corporate headquarters in Mumbai, is considered the top multinational conglomerate in India. The corporation has a reputation for operating for more than 150 years, and a variety of industries use its products extensively.

More than 150 countries and six continents are reported to be served by the business. Since Tata Group’s inception, the number of chairmen has been specified as performing in that span. The following is a list of the chairman of the Tata Group:

1868–1904 Jamsedji Tata

Jamsedji Tata, an Indian frontiersperson and the founder of the Tata Group, the country’s largest conglomerate of businesses today, was born on March 3rd, 1839. He operated as the company’s first chairman and held that position until 1904.

Sir Jamsedji Tata has received countless accolades and honours. He was granted the title “Father of Indian Industry” in honour. On the list of “Hurun Philanthropists of the Century (2021),” he also arrived in the first place. Age 65, Sir Jamsedji Tata passed away on May 19, 1904.

1904–1932: Sir Dorabji Tata

Sir Dorabji Tata, the second chairman of the Tata Group and the eldest child of Sir Jamsedji Tata, was born on August 27, 1859. He passed away in 1932, giving the Tata Group its third chairman.

During the British era, Sir Dorabji Tata was crucial in creating and maintaining the Tata group of companies. Sir Dorabji Tata’s main objective was to develop the modern iron and steel industry and realise the vision set by Sir Jamsedji Tata.

The Indian Olympic Association’s first president was Sir Dorabji Tata. The British people recognised him. Edward Vll knighted Dorabji Tata in 1910, renaming him Sir Dorabji Tata.

1932–1938: Sir Nowroji Saklatwala

Sir Nowroji Saklatwala, who was born on September 10, 1875, acted as the third chairman of the Indian multinational conglomerate Tata Group. He was just a regular employee and an apprentice of the Tata Group, unlike the last two chairmen.

He rose through the ranks from employee to chairman and held that position until his sudden death from heart disease in 1938. Sir Nowroji Saklatwala established multiple programmes and amenities for the employees and always accomplished them sufficiently for their welfare.

1938–1991: JRD Tata

Jehangir Ratanji Dadabhoy Tata, who was born on July 29, 1904, worked as the fourth chairman of the Tata Group. He was the second child of Jamsedji Tata’s cousin Ratanji Dadabhoy Tata. Only JRD has presided over the Tata Group for more than 50 years. JRD Tata was the first Indian to be authorised to fly commercially.

JRD Tata launched Tata Aviation Services, as a result of his interest in the aviation sector. He gave the business a lot of support, and his work was valued. The Padma Vibhushan and Bharat Ratna honours belong to JD Tata.

On November 29, 1993, Sir JRD Tata passed away. He had been the chairman of the Tata Group two years earlier.

Ratan Tata (1991–2012, 2016–2017).

Ratan Naval Tata, who was the fifth chairman of the Tata Group, was born on December 28, 1937. Ratan Tata was a Naval Tata’s son. Sir Jamsedji Tata’s adopted son was Naval Tata. Ratan Tata joined the Tata Group as an assistant and eventually rose to become its fifth chairman.

Ratan Tata was named the company’s chairman in 1990 and held the position until 2012. He was earlier rumoured to have functioned as the Tata Group’s acting chairman from October 2016 until February 2017.

Ratan Tata played a role in reshaping the company because it was in a chaotic state when he was named chairman. Sir Ratan Tata’s leadership allowed the business to grow once more. Additionally, Ratan Tata is the recipient of multiple honours, including the Padma Bhushan (2000) and Padma Vibhushan (2008).

2012 to 2016: Cyrus Mistry

Cyrus Pallonji Mistry, who was born on July 4th, 1968, was the second chairman of the Tata Group to explore doing away with the “Tata” prefix. In 2012, Cyrus Mistry, who had once performed on the committee of the Tata Group, was elected to that position.

He was, nevertheless, relieved of his chairmanship by the board of members-only four years into his tenure. There are several opinions about the main cause of his removal. According to reports, Cyrus Mistry was keen to expand the company his way while ignoring the legacy of the Tata Group.

According to other sources, Cyrus Mistry accused the leaders of Tata of stifling the interests of tiny shareholders and filed a lawsuit against them. The conflict between Cyrus Mistry and Ratan Tata was litigated, and on March 26, 2021, the Supreme Court of India rejected Ratan Tata’s bid for a ruling in his favour and denied rumours that Cyrus Mistry would be reinstated as the group chairman.

Despite the ups and downs Cyrus Mistry had, according to a 2013 Economist article, he was the most influential industrialist in both Britain and India. Cyrus Mistry tragically lost his life in a car accident in Maharashtra on September 4, 2022.

2017-Present Natarajan Chandrasekaran

Natarajan Chandrasekaran, who was born on June 2, 1963, is the seventh and current chairman of the Tata Group. He is the only chairman of the Tata Group who is a non-Parsi executive and a professional. He formerly did as the Tata consultant services’ chief operating officer and chief executing officer.

Natarajan Chandrasekaran’s tenure as chairman of the Tata group has not been without its bumps. The National Company Law Appellate Tribunal (NCLAT) declared his chairmanship to be invalid in the year 2019 and issued an order returning Cyrus Mistry to his post as executive chairman. The Supreme Court of India overturned the NCLAT’s decision once more in 2020. It is still known that Natarajan Chandrasekaran acts as the chairman of the Tata Group.

Model for TATA Business Excellence (TBEM)

tata business excellence model

The internationally renowned Malcolm Baldrige Model has been changed and is now known as the Tata Business Excellence Model (TBEM). The Tata business group uses TBEM to keep up with the rapidly shifting business environment.

Administration, essential performance, client and market centre, analysis, study and learning of the leaders, human asset centre, processing of the panel, and business results are the seven basic functions that TBEM focuses on.

By receiving group approval, accomplishments are granted. TQMS helps Tata’s business units to make use of the model to learn a little bit about their business attributes and open possibilities for development. This is controlled through an annual process of evaluation and confirmation.

TBEM Criteria’s Objective

The Tata Business Excellence Model (TBEM) is what drives reliable assessments and provides feedback to applicants. Additionally, the TBEM criteria perform three crucial tasks that reinforce aggression:

The function of guiding principles and ideas.

The way your company is supported and managed by your senior leaders, as nicely as how they build a clear vision, values, and performance targets, tends to catch the attention of the government. It takes into thinking how your top managers interact with your workforce, groom future leaders, evaluate the efficiency of your hierarchical system, and foster a culture that values moral behaviour and the elite.

The category includes your organization’s management structure and how it promotes moral behaviour and good citizenship.

Planning Strategically

Important planning paves the way for action scheduling, sending of plans, how good resources are ensured to carry them out, how plans are revised circumstances change, and how accomplishments are estimated and supported.

Long-distance traditional assistance is the main emphasis of the strategic planning category. Even while many organisations are becoming more adept in necessary meetings, plan enactment remains a considerable challenge.

This is especially clear given market demands are swift and ready for unexpected change, and unwanted developments that can disrupt a generally fast-paced but becoming less surprising commercial centre. This category includes the need to emphasise both the development of your plans and your ability to carry them out.

Market and Customer Focus

Client and market focus assess how your organisation tries to grasp the voice of the client and the commercial centre with a view on assisting clients’ needs, desires, and wishes, luring customers, and building steadfastness. Links are highlighted as a crucial element of a broad tuning, learning, and execution brilliance strategy in this field.

Your consumer loyalty and dissatisfaction findings provide crucial information for comprehending your clientele and the commercial environment. Such results and patterns often provide the most important information on the perspectives and business practices of your customers in the commercial centre (repeat business and positive referrals), and how these perspectives and business practices may improve the manageability of your company in the commercial centre.

Analysis, Measurement, and Knowledge Management

The main focus of the criterion for critical data is the measurement, analysis, and knowledge management category, which covers how to correctly assess, examine, improve execution, and manage authoritative information to promote advancement and hierarchical intensity.

In the easiest words, category 4 is the “mind focus” for aligning the operations of your company with its important goals. The calibre and accessibility of the information and data are necessary for such use.

Employer Focus

Workforce concentration attends to crucial workforce rehearses combined toward developing and maintaining an elite workplace and toward luring the workforce to empower it. It also investigates how the company successfully adapts to change.

Cooperatively (i.e., by your organization’s short-term purposes and activity schedules) is how this category addresses panel participation, board development, and staff commitment. These estimates also include the management of human resources as a critical element of the strategic planning category to strengthen the entire force structure.

Process Control

The case of convergence in the criteria for your prior work frameworks and work forms is Procedure Management. The category includes the key requirements for checkable proof and your capacities for effective and efficient work process management, along with operational execution, process duration, crisis availability, assessment, constant improvement, and authoritative learning.

It recognises an emphasis on linking to customers, providers, partners, and coworkers and maintaining relationships with them. All phases of the method are progressively additional important in terms of dexterity, cost reduction, and process time reduction.

Just said, “deftness” refers to your ability to quickly, skillfully, and successfully adapt to changing requirements. Depending on your institution’s technique and target markets, being ready may entail being able to provide a wide range of customised services or being able to quickly switch from one product to the next in response to changing customer demands.

Also, as time goes on, enthusiasm gradually incorporates redistribution decisions, agreements with important suppliers, and innovative strategies. Adaptability may call for special methods, such as taking out detailed structures, sharing segments, sharing assembly lines, or providing necessary preparation.

Lean processes, the board systems, usually result in cost and process time reductions. Use required measurements to ensure that every aspect of your general method is followed.

Commercial Results

The next classification of achievements comprises inspections of your institution’s offerings and operations by the intended audience and customers, the effectiveness of your institution’s general fiscal and advertising approach, task consequences, venture structure consequences, CSR activities consequences, and the consequences of every significant process and method development operation.

The Criteria’s reasons—common estimation of contributions as perceived by your customers and the commercial centre, unmatched hierarchical performance as reflected in your operational, workforce, legal, moral, and financial pointers, and authoritative and personal learning—are maintained through this centre.

By your general traditional technique, Classification 7 provides “constant” data (proportions of progress) for evaluating and enhancing procedures, products, and administrations.

Tata Group’s Marketing Plan

tata marketing strategies

The company places a strong emphasis on the 4Ps, which represent the advertising strategy used by Tata Group.

The product mix and process used in Tata Group’s marketing strategy can be described as follows. One of the major conglomerates in India is the Tata Group . The Tata Group has offices all over the world and focuses its essence on a select few businesses. The following business sectors are included in the Tata group’s portfolio:

ITeS and communication: Tata

Communications, Tata Interactive Services, Tata Teleservices, Tata Consultancy Services, and Tata Elxsi.

Retail and Consumer: Casa Decor, Titan, Landmark, Infiniti, Tata Sky, and Titan.

Tata Advanced Materials, Tata Industrial Services, Tata Technologies, and Tata Manufacturing Services are involved in the defence and aerospace industries.

Real estate and infrastructure: Voltas, Tata Power Solar, Tata Consulting Engineers, Tata Housing Development Company.

Financial Services: Tata Capital, Tata Investment Corporation, Tata AIA Life Insurance, and Tata AIG General Insurance.

Tata Chemicals, Jaguar Land Rover, Tata Steel, Tata Motors, and Tata Daewoo Commercial Vehicle Company are all involved in manufacturing.

Services are provided by Taj Air, TM International Logistics, Tata Global Beverages, Tata Services, Tata Technologies, and Tata SIA Airlines – Vistara.

This list is not exhaustive. Over seventy brands, representing twenty-eight different businesses, are present.

Each Tata gathering capacity organisation runs on its own. Each of these organisations is distinct from the others and one of a kind. As a result, each of these firms uses a different estimate technique in its marketing mix because they are all involved in different initiatives that involve a variety of financial factors, such as scale and financial variables.

Over eighty-five countries and more than six continents offer tata gathering. The event has grown to a huge, all-encompassing magnitude. The majority of its businesses are progressive, offer services on mobile devices, and have a respectable online presence.

Through unique marketing strategies, the free organisations operating under the Tata brand strengthen their brand (and their own identity). Big names like Titan, Taj Hotels, and other well-known brands are frequently used in Tata’s services and consumer goods. Organizations like Tata Steel and Tata Motors also make extensive use of print media.

Businesses like guards and consultants tend to be more B2B; they don’t benefit from broad developments. Here are the other three Ps that make up the 7Ps advertising mix used by the Tata Group since this helps to showcase the brand.

6,60,800 people are employed by the Tata group as a whole. Tata Sons are the owner of the Tata Group itself. As the Tata group continues to be the cornerstone of value and trust, the Tata Quality Management Services division is responsible for overseeing the quality administration branch of more than a hundred independent businesses to ensure fundamental quality principles.

Physical Proof

The sheer scale of the Tata group is evidence that it is a roaring success and market pioneer. 7.2% of the BSE’s total market top is made up of the business sector top of Tata Gathering.

The Tata group plans to grow through negotiating mergers globally and expanding its topographical boundaries. The gathering also aims to locate the sources of raw materials.

To solve the problem of the store network and to take advantage of the cost savings that come with owning the source of raw materials, the Tata group is very interested in establishing steel plants all over the world. This will allow it to supply steel to its car company at any span.

It has previously conveyed bad luck by acquiring global giants like Tetley tea, Land Rover, and Jaguar. This completes the promotional mix of Tata Group materials.

In a nutshell, the “Tata gang” can be considered one of the most motivating idols for aspiring businesspeople. This specific corporation is a source of pride for India and a model of success for favouring young entrepreneurs.

The Tata Group has presented the world with multiple renewed examples. The aforementioned article includes the institution’s essential attributes, including its marketing plan, business plan, list of chairmen, etc.

edited and proofread by nikita sharma

Photo of ifra

Subscribe to our mailing list to get the new updates!

Lorem ipsum dolor sit amet, consectetur.

Maharashtra revoked Johnson & Johnson's manufacturing license for baby powder due to "quality" concerns.

India lowers its windfall oil tax to rs 10,500 per tonne., related articles.


Many People Are Moving To Britain; What is the Reason?

untitled 2

5 Best sites to Buy TikTok Followers in India and Indonesia

13bc6c3e 4341 4727 a2bf 0ca3e1eed01f

What Makes Bajaj Finance FDs a Standout Investment Option?

how angel tax exemption in these 21 countries will impact indian startups

How Angel Tax Exemption In These 21 Countries Will Impact Indian Startups

Leave a reply cancel reply.

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

how angel tax exemption in these 21 countries will impact indian startups

Adblock Detected

Indian Business Case Studies Volume VII

5 C5 Succession Planning in Tata Group: A Case Study on the Difficulties Faced by Tata Group Companies

Succession planning is a process for identifying and developing new leaders, who can replace old leaders when they leave, retire, or die. This case focuses on need for proper succession planning as many companies opted with comeback of their renowned leader. Back in 1997, Apple brought back founder Steve Jobs when the company was in trouble. Howard Shultz, who left Starbucks in 1986 to start his own chain of espresso bars, was back not once but twice. Narayana Murthy was back at Infosys when things were not rosy with the IT bellwether. Ratan Tata handed over the baton to Cyrus Mistry and returned back four years later in 2016. This case study discusses the succession planning of Tata GROUP after the retirement of Ratan Tata in the year 2012 and his comeback in the year 2016.

Signed in as

Institutional accounts.

Personal account

Institutional access

Access to content on Oxford Academic is often provided through institutional subscriptions and purchases. If you are a member of an institution with an active account, you may be able to access content in one of the following ways:

IP based access

Typically, access is provided across an institutional network to a range of IP addresses. This authentication occurs automatically, and it is not possible to sign out of an IP authenticated account.

Sign in through your institution

Choose this option to get remote access when outside your institution. Shibboleth / Open Athens technology is used to provide single sign-on between your institution’s website and Oxford Academic.

If your institution is not listed or you cannot sign in to your institution’s website, please contact your librarian or administrator.

Sign in with a library card

Enter your library card number to sign in. If you cannot sign in, please contact your librarian.

Society Members

Society member access to a journal is achieved in one of the following ways:

Sign in through society site

Many societies offer single sign-on between the society website and Oxford Academic. If you see ‘Sign in through society site’ in the sign in pane within a journal:

If you do not have a society account or have forgotten your username or password, please contact your society.

Sign in using a personal account

Some societies use Oxford Academic personal accounts to provide access to their members. See below.

A personal account can be used to get email alerts, save searches, purchase content, and activate subscriptions.

Some societies use Oxford Academic personal accounts to provide access to their members.

Viewing your signed in accounts

Click the account icon in the top right to:

Signed in but can't access content

Oxford Academic is home to a wide variety of products. The institutional subscription may not cover the content that you are trying to access. If you believe you should have access to that content, please contact your librarian.

For librarians and administrators, your personal account also provides access to institutional account management. Here you will find options to view and activate subscriptions, manage institutional settings and access options, access usage statistics, and more.

Our books are available by subscription or purchase to libraries and institutions.

Oxford University Press is a department of the University of Oxford. It furthers the University's objective of excellence in research, scholarship, and education by publishing worldwide

This Feature Is Available To Subscribers Only

Sign In or Create an Account

This PDF is available to Subscribers Only

For full access to this pdf, sign in to an existing account, or purchase an annual subscription. no longer supports Internet Explorer.

To browse and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

paper cover thumbnail

Case study on Tata Group

Profile image of Khan Habib  Kheshkiwal

TATA Group founded in 1868, is an Indian multinational conglomerate headquartered in the Mumbai, India. The Group has 500,000 employees spread over six continents (more than 80 countries). TATA Group current market capitalization is worth $80bn and is the largest private corporate group in India. TATA Group is biggest employer in UK, employing more than 50,000 people. TATA Group has interests in communications, IT, engineering, materials, services, energy, consumer products and chemicals. Its chairman, Ratan Tata is one of India's and the world's most influential person right now. The Tata Group is known for its good business ethics and corporate governance.

Related Papers

Avinash Advani

This study identified the basic tool for development of organization by utilizing the leadership qualities where as there are two independent variables included Transactional and transformational leadership qualities and dependent variable is employee performance. The author(s) believes that employee performance is very essential for any organization throughout motivating, satisfying, idealized, influence/inspirational encouragement directly impact on the employee’s performance and result in organizational performance although Banking sector is growing industry in Pakistan therefore to know the impact of Transactional and transformational leadership on employees performance and they are facing the critical hurdles while this study is based on quantitative and primary and secondary data has been used for this study along-with it is exploratory researcher. Researcher has made the eighteen questions which are based on five likert scale and firstly researcher has assured the reliability and validity through the pilot test from different bankers in Pakistan and SPSS 20 Software has been used for study for the first time Cronbach's Alpha shown .79 for pilot test, this data provides the validity and reliability of study. Furthermore, the researcher has proceeded and sample size has taken around 172 from population size and tried to his/her best efforts in order to achieve the results and then recommendations & conclusion is made for this research.

case study on tata

Selahattin Turan

The literature on transformational leadership is reviewed toprovide a theoretical framework for leaders in educational organizations. Our rapidly changing society calls for a new type of educational leadership.Drawing on the work of J. M. Burns (1978) and B. M. Bass (1985) among others,transactional leaders are distinguished from transformational leaders. Transactional leaders exchange one thing for another, while transformationalleaders look for potential motives in followers and seek to satisfy higherneeds and engage the full person of the follower. Four behaviors of transformational leaders that have been identified are: (1) idealized influence; (2) inspirational motivation; (3) intellectual stimulation; and(4) individualized consideration. A theory of transformational leadership asa three-act drama has been developed by N. M. Tichy and M. A. Devanna (1986). An example of the organization during Act 1 of transformational leadership (recognizing the need for change) is provided in a discussion of a suburban St. Louis (Missouri) school district. Act II (creating a vision andmobilizing commitment) and Act III (institutionalizing change) are also seenin the school district s responses to the need for change. Strategicplanning, like transformational leadership, is vision-driven planning for thefuture. Both transformational leadership and strategic planning are necessaryfor an organization to respond to the changes and uncertainties of organizational life. (Contains 60 references.) (SLD)

Dr. Sajuyigbe Ademola

The study examined the impact of leadership style on organizational performance in selected Banks, in Ibadan Nigeria. Purposive sampling technique was adopted in selecting a total of sixty (60) respondents as sample for the study, while relevant data was gathered with the aid of a structured questionnaire. One hypothesis was formulated and inferential statistical tool was used to analyze the data specifically Pearson product moment correlation was used to examine the relationship between leadership style dimensions and organizational performance, while Regression analysis was used to examine the significant effect of leadership style dimensions on followers and performance. Findings showed positive and negative correlation between leadership style dimensions and organizational performance. It was also found that leadership style dimensions jointly predict organizational performance, which counted for 23% variance of performance. The study concluded that transformational and democratic leadership style should be employed by the Banks’ management in order to wax stronger in a global competitive environment. Keywords: leadership style, organizational performance, transformational leadership, democratic leadership SciEP

This paper examines the relationship between leadership styles, used by top management, to motivate middle management managers, which drives them in accomplishing their organisational goals. Leadership use two techniques to motivate employee that are extrinsic and intrinsic (Self-determination Theory (SDT)) in Civil Aviation Ministry in Egypt. The objective of this study is to search which leadership style is currently used, from the perspective of middle management, as subordinates for top management and which leadership style motivated managers, extrinsically and intrinsically. A survey-based descriptive research design was used. The study was conducted using middle managers working in the Civil Aviation Ministry in Egypt. Of 150 survey questionnaires distributed, only 100 were completed in a useful manner. The questions on the survey instrument were grouped into two sections (part for leadership and the other for motivation). The questions were close-ended and using a Likert-type scale with five degrees (1-5) intensity. The research results of the study leading to the conclusion that the top managers' leadership style currently used in MOCA is transactional style and that it reacts far the intrinsic more than extrinsic managers' motivation.

Ananyo Chakravarty

Leadership & Organization …

Geoffrey Soutar

Abstract This study builds on the research undertaken by Edward Aronson (2001). He suggested that transformational leadership appeared to be closely connected to deontology, while transactional leadership seemed to be related more to the teleological ethics. The study builds on Edward Aronson's (2001) research by proposing a structural equations model of leadership styles, ethical behaviours and job performance.

sohail mumtaz


Business Culture Awards

Business Culture Awards

Case study – tata consultancy services.


Tata Consultancy Services (TCS), a multinational organization in IT Services, Consulting and Business Solutions, with over 469,000 of the world’s best-trained consultants in 46 countries, has established itself as a pioneer in Software Research and Innovation. TCS’ investment in Research and Innovation is significant and runs into 1.0-1.3% of its global turnover with the direct involvement of over 4000 employees. TCS operates a network of over 30 Innovation Labs globally; connected to a network of over 2300 global start-ups and has invested in research in over 60 academic institutes all across the globe. The company strongly believes that in order to sustainably grow and drive value from its Research and Innovation investments, it needed to transform the culture of the wider organization.

TCS wanted to instigate a ‘culture spill over’ from its Research and Innovation teams into the broader organization so that the workforce at large could become a new engine of ideas, creativity and innovation. It wanted to mine employees’ rich contextual knowledge about customers, markets and industries in a systematic manner to leverage this for business benefit. Digital technologies are blurring industry segmentation. Each industry wants to learn from others and TCS wanted a robust way of cross-pollinating these ideas. Furthermore, TCS values its employees’ cognitive surplus and wanted to initiate a mechanism to encourage and reward this. Building scale for any initiative needs special consideration, as it is often at this point that initiatives fail. In a large organization that is resource intensive, to set-up and execute culture changes of this magnitude, it was imperative for TCS to execute it in an agile and resource optimal way.

The company launched a program called TCS Manthan during 2016-17 to spread the innovation culture. The name, which has its roots in the ancient Sanskrit language, means churning an ocean of talent for useful knowledge. TCS’s Global Chief Technology Officer was the principal sponsor of the program. Senior leaders from various lines of businesses and human resources became additional sponsors and a lean team was chosen at the corporate level to put the program in motion.

The earlier phases of the program were spent interviewing and surveying a large number of stakeholders internally and externally. Armed with this information on business needs and propensity of their employees to feel engaged, they evolved a number of event types that enabled creativity and problem solving. For example, ideation contests, hackathons and design jams. They next created standardized playbooks and procedures for each type of event, including guidance on bounding and articulating problems, communications, compliance, reward and recognition and closure. A five-phased operational approach was put in place for each event and the playbooks grew with every contest; making it very easy for new challenges or events to be rolled out.

For a large company like TCS, to digitize the program, some key decisions had to be taken such as what initiatives would be driven under the program banner and how to standardize them. This included, for example, shared spaces for knowledge repositories, flexible options for virtual or face to face competitions, hardware and “garage-style” space for hands-on experiments, and webinars for sharing innovations. The rich repository of the Playbooks and the plethora of digital tools put in place enabled TCS to scale execution of these within the organization such as through specific business teams, units, or client relationship teams. A strong communication mechanism was put in place to highlight the successes of the program and feature case studies of employees who had participated. This amplification helped TCS increase program engagement and the curiosity to get involved. Most importantly, they also celebrated failure as, in the case of innovation, ideas often do not get implemented, despite exhibiting great potential in the early stages.

Within a few years the program has generated a large repository of ideas that are being algorithmically mined. These ideas then serve as the basis for Research & Innovation teams to design solutions around them, thereby shortening the ideas to value cycle. While the team rated itself on the number of events conducted, coverage within the company and external impact; each event also had its own metrics related to the solutions provided and business improvements generated. There were participant Rewards & Recognitions such as awards and badges, management recognition in town halls and on the intranet.

A clear set of metrics was laid down right from inception. While an organization-wide easy-to-use framework was the output of the exercise, hard numbers were also collected year-on year. Quantitative Lead Metrics captured engagement in the form of participation at an individual level. These showed that 17 events were held, involving 29% of business units in 2017, which further increased to 68 events and 67% business unit involvement by 2020. Also, the 1009 entries received for the shark tank-type contests (TCS Innovista) from 76% of business units in 2017, increased to 6457 entries with a coverage of 97% business units by 2020. Quantitative Lag Metrics measured more strategic outcomes over a longer period of time, such as new products or services that originated through the program. These showed that 22 of the ideas implemented as new products or solutions in 2019, increased to 28 in 2020. Furthermore in 2019 and 2020, TCS was certified as a Top Employer Globally by the Top Employers Institute and ranked as the No.3 Most Valuable IT Brand by Brand Finance.

Two ideas that emerged in the Program’s shark tank-type contest have now become major business initiatives for the company. TCS iON, a winner at TATA Innovista, is one of the fastest-growing business units at TCS. It has transformed itself into the world’s most secure and scalable assessment platform, with over 200m candidate assessments. TCS Ignio was another winner. Ignio’s functions digitally transform operations, moving from outdated manual methods into digitally streamlined work. Overall, the TCS Manthan Program was acknowledged in the 2019/20 annual report for shareholders as being critical in developing the right culture for business sustainability.

Receive news, case study insights and event updates straight to your inbox.

We respect your privacy. By completing this form you are subscribing to receive our updates and can unsubscribe at any time.

We need a secure, cost-effective and efficient way to store CCTV cameras’ output,” said World's Leading IT Services Company.

case study on tata

Customer Success Story

Cctv cameras, sites and offices, the challenge:.

The IT team at Tata Consultancy Services (TCS) was spending valuable time handling and storing a multitude of CCTV tapes from 150+ sites and offices across India. Not only was this an unsustainable business practice, but it also slowed down access and retrieval processes.


Tata Communications and TCS collaborated to design and implement an end-to-end digital solution architecture using the IZO TM Cloud Storage, NDE links, firewalling, and innovative data routing and transmission technology.


Now, CCTV tapes are a thing of the past. The content from cameras is sent to and retrieved from operational and DR storage at three Tata Communications data centres in India. Access takes minutes rather than days and there are huge environmental benefits too.

“Tata Communications was the company capable of engineering a complete end-to-end digital solution.”

Zankar Abhyankar

Senior Consultant, Tata Consultancy Services

Case study of tata motors

Malhar Shah

Check these out next

tata motors

This is about the journey of Tata Motors hoe they started with Indica the passenger car to Jaguar "A global Brand"


STP of tata Motors

More Related Content

Slideshows for you ( 20 ).

tata motors

Viewers also liked ( 9 )

Strategic Analysis of TATA Motors with emphasison JLR acquisition

Similar to Case study of tata motors ( 20 )


Recently uploaded ( 20 )

달림포차【DaLPØChA 12ㆍcØm】【역삼오피】역삼키스방げ ?

SAFE integrates with the world’s leading technology platforms to quantify cyber risk. It ingests real-time telemetry via read-only APIs from 50+ technology tools.

The first interactive, transparent, and trustable cost model calculating dollar-value risk per attack vector

Get the maximum return on your cybersecurity investments with SAFE’s ROSI calculator

The world’s first inside-out quantification and underwriting platform to provide real-time, continuous assessment of Cyber Risk.

At Safe we have fostered a company culture dedicated to enhancing customer satisfaction and building strong customer relations. We place our customers' feedback and needs ahead of everything else.

A quantified cyber breach likelihood of business critical applications storing PHI

A real-time & quantified enterprise-wide cyber risk posture to address CXO concerns

Dynamic cybersecurity risk and compliance management

Safe Security is a global leader in cybersecurity and digital business risk quantification. With SAFE, we are managing cyber risk posture of Fortune 500 companies. Explore our journey since our inception in 2012.

Our mission is to become the de-facto industry standard to measure, manage, and transfer cyber risk.

Get to know more about us

Meet the brains behind Safe Security

Learn how we secure our customers's data

Connect with our team for any queries

Read our latest product & company updates

Join our rocketship in a role that excites you

We’re hiring! Join our rocketship and kickstart your career in a workplace where talent is nurtured and innovation is encouraged at every step. Get a chance to work with top industry leaders and global teams.

Browse Safe Security's resources curated by our team of experts on various topics and trends in the cybersecurity domain.

Trending cybersecurity insights

Real world customers using SAFE

Our research & innovation hub

What are our experts are saying?

In depth guides to breach-likelihood

 logo of tata consumer

SAFE Provides a Quantified Visibility into Tata Consumer Products’ Enterprise Risk Posture and Addresses Crucial CXO-level Concerns

pawan satyawali

A centralized dashboard to visualize, track, and enhance organization-wide cyber risk posture

“SAFE offers us a single console that facilitates harvesting of all intelligence around the risk posture and breach likelihood score for our enterprise’s crown jewels. This tool branches out and ensures coverage of a significant portion of our technology stack - be it our on-prem assets or our cloud-based solutions.

Through a continuous and quantified view of SAFE scores, SAFE helps us to visualize, track, and enhance the organization-wide cyber risk posture leading to clear enterprise-aligned actionable insights

SAFE covers most of our critical workloads. We have a roadmap and a theoretical plan in place for onboarding enterprise assets on the platform.”

A team that is ready to listen, act and improvise

“We don’t believe that enterprise security can ever be one-size-fits-all. Instead, one needs to take an agile, proactive approach to deal with security threats and opportunities. The SAFE team has been extremely flexible and open to incorporating our requests for product enhancements into the platform.

The team’s active engagement and readiness to resolve customer’s deep-rooted security challenges has ensured that the platform is now grown to be well-aligned to our cybersecurity risk management roadmap.”

Addressing CXO-level security concerns

“SAFE has helped us overcome the constant struggle to objectively communicate and quantify Tata Consumer Products’ cybersecurity posture for the board-level executives. With its unique positioning around monitoring and reporting cyber risk posture at the enterprise or asset level, SAFE helps bolster confidence in our board members assuring them that enterprise-wide security efforts and investments are made in the right direction.”

“SAFE serves as a thermometer for our enterprise that gauges the breach likelihood of our organization and gives a comprehensive and clear picture to our board indicating how secure we are.”

Tata Consumer Team’s Vision for SAFE: Strengthening Zero trust implementation with SAFE

“With the adoption of cloud and emerging technologies gaining pace, the enterprise perimeter is gradually fading away. This paves way for a new security approach embracing zero-trust; in other words, trust no one.

The way we envision cybersecurity risk management is that we narrow it down to implementing zero-trust at the user and device levels and at wherever the enterprise chooses to keep the data - be it on-prem or cloud. This way we are ensuring that every incoming connection within the modern digital environment is scrutinized with zero-trust. We envision SAFE to monitor and strengthen zero-trust implementation in an enterprise environment in times to come.”

About Tata Consumer Products

Tata Consumer Products unites the food and beverage interests of the Tata Group under one umbrella. Tata Consumer Products was formed when the consumer products business of Tata Chemicals Ltd. merged with Tata Global Beverages Ltd. in February 2020. They are amongst the Top 10 Food & Beverage companies in India with a vision to become a multi-category FMCG major.

The Beverages product portfolio spans tea, coffee, water and ready-to-drink beverages. The Foods product portfolio spans, salt, pulses, spices, ready-to-cook mixes, breakfast cereals, snacks and mini-meals.

Besides a combined reach of over 200 million households in India, Tata Consumer Products has a significant brand presence in over 40 countries. Some of its major brands include Tata Tea, Tetley, Tata Salt, Eight O’Clock Coffee and Tata Sampann as part of its portfolio.

No of Employees : 2200+

Industry : FMCG - Food and Beverage

Benefits of SAFE Enterprise

About Safe Security

Get started with safe, explore other case studies.

case study on tata

Top Searches

Got Questions?

Share your details and we will call you back.

case study on tata

Case Studies

The true essence of our work lies in the impact it creates. That is why our case studies are an in-depth account of the difference we make.

Connect With Us

Request a Call Back

We will be happy to address your queries over a call.

Connect on WhatsApp

Mon - Fri 10 am 6 pm

Connect on Whatsapp Connect on Whatsapp

Connect Toll-Free

Call us on 1800 266 1800 or email us

[email protected]

Email us at [email protected]

Call 1800 266 1800

Connect on Whatsapp

Call us on 1800 266 1515 or email us

[email protected]

Email us at [email protected]

Something went wrong.

Thank you for submitting your details. Please check your WhatsApp messenger

Please fill in your details and we'll call you back.

Your request has been submitted successfully.

Great! Your details have been submitted successfully. You will soon hear from us.

TATA is a registered trademark of TATA Sons Ltd.   © 2023 Tata Teleservices Ltd.

to give you a better experience. By using our website you agree to our policies .

Your Article Library

Case study on tata steel | company.

case study on tata


This article provides a case study on Tata Steel.


Tata group was founded by Jamsetji Tata in 1860 inspired by the spirit of nationalism. The group turnover is 18 US dollar billions approximately 2.5 percent of GDP of India. It has 85 large companies in the group and employ more than 2.3 lakh people.

Tata is pioneer in steel production in India in TISCO at Jamshedpur. It has many firsts to its credit in India. Tata consultancy services started four decades ago. It is Asia’s largest software company. Tata group has evolved with time and grown. Tata has its own brand apart from its hundreds of products.

Tata believes in its ethical values of highest standards. It has returned wealth to the society. Tata trust which hold nearly two thirds of its equity has built large national institutions apart from philanthropic work. These have worked over decades in the area of education, research, community development, hospital, education and scientific establishments.

Along with social responsibilities Tata’s have upheld principles of corporate governance in practice. It has earned the trust of stakeholders over decades. With the globalisation Tata’s have taken over large companies overseas. It is now a global player.

Tata Steel Group Operations:

Being a reflection of the global economic slowdown mainly in the UK and European operations, the turnover for the Group at Rs. 102,393 crores during FY 10 was 30.5% lower, when compared to Rs. 147,329 crores in the previous year.

EBITDA for the Group in FY 10 was Rs. 9,340 crores, lower by 49.5% against Rs. 18,495 crores in FY 09. The loss after taxes (after minority interest and share of profit of associates) of Rs. 2,009 crores during FY 10 registered a decline of 140.5% as compared to a profit of Rs. 4,951 crores in FY 09.

Tata Steel India:

During the financial year 2009-10, the Group recorded deliveries of 24 million tonnes against 28 million tonnes in the previous year, the decline

case study on tata


  1. Tata Steel case study by Chartered Institute of Management Accountants

    case study on tata

  2. PPT

    case study on tata

  3. Success Story Of The Tata Group Of Industries [Tata Group Case Study

    case study on tata


    case study on tata

  5. Case Study On Tata Salt

    case study on tata


    case study on tata


  1. TATA Nano Success to Failure

  2. How The Tata Group Shaped India’s Economy

  3. How big is Tata Steel?

  4. Tata 1mg Boosts On-demand Healthcare Adoption by Remarketing with InMobi

  5. Tata Motors' Business Strategy To Win Indian Automobile market| Tata Motors' Business Case Study

  6. Unheard Stories of TATA


  1. Case study: Tata

    The story. Tata is India's oldest and largest private sector business entity. Founded in 1868, the group now consists of more than 100 companies, with a turnover of more than $70bn. It has a ...

  2. Tata Group: An Indian Multinational Conglomerate Company

    Sep 4, 2022 — 15 min read. Tata Group is an Indian global aggregate holding organization headquartered in Mumbai, India. Established in 1868 by Jamsetji Tata, the organization increased worldwide acknowledgment in the wake of acquiring a few global companies. Perhaps the biggest aggregate, Tata Group is claimed by Tata Sons.

  3. The House of Tata

    The case first describes how Tata group founder Jamsetji Tata and his sons entered into the steel, hotel, hydroelectric, cement, air travel, and insurance industries (among others). It then explores how the evolving role of government in business in post-Independence India impacted the Tata group. The case also outlines the acceleration in the ...

  4. (PDF) Infallibility of Ratan Tata: A Case Study

    Tata Sons in 2012 or Mistry in 2016: A Case Study on Tata Group. IIUM Journal of Case Studies in Management, 9(1), 1-6. Show more. Recommended publications. Discover more. Chapter.

  5. Tata Nano: Case of Repositioning: Case Analysis

    T his case tracks Tata Nano, one of the favourite projects of Ratan Tata, Chairman of the $100 Billion Tata Group of India. Conceptualized initially as the people's car by Tata Motors, it was unveiled in the prestigious Delhi Auto Expo in 2008. It was the first ₹100,000 car globally, showcasing India's design, manufacturing and ...

  6. The TATA Group success story; Everything you need to know

    The Tata Group Case Study: Success Story of the Tata Group of Industries. With its headquarters in Mumbai, India, the Tata Group is an international holding company for aggregates. Jamsetji Tata founded the organisation in 1868, and after purchasing a few international businesses, it gained further recognition on a global scale. Tata Group ...

  7. Succession Planning in Tata Group: A Case Study on the Difficulties

    Narayana Murthy was back at Infosys when things were not rosy with the IT bellwether. Ratan Tata handed over the baton to Cyrus Mistry and returned back four years later in 2016. This case study discusses the succession planning of Tata GROUP after the retirement of Ratan Tata in the year 2012 and his comeback in the year 2016.

  8. (PDF) Learnings from TATA Group

    PDF | Purpose: Case study of an organisation depicts an issue pertaining to a problem and the strategies adopted by the company. ... Learnings from TATA Group - A Case Study. October 2022; DOI:10. ...

  9. PDF Corporate Social Responsibility: A Case Study Of TATA Group

    1.3 Objectives of the study To understand the concept of CSR To find out the scope of CSR To know how the Tata group has fulfilled its responsibility towards all stakeholders; what specific activities, programs and strategies it has set, devised and implemented for the same. 1.4 Research Methodology

  10. Ethical Leadership Case Study: Ratan Tata and India's Tata Group

    The case study deals with the challenge the group is facing in India-corruption. It also discusses how ethical play an important role in the group's success and what Ratan Tata should do to ensure the group carry forward this valued legacy and not view it as a burden.

  11. (PDF) Case study on Tata Group

    Case study on Tata Group. Khan Habib Kheshkiwal. TATA Group founded in 1868, is an Indian multinational conglomerate headquartered in the Mumbai, India. The Group has 500,000 employees spread over six continents (more than 80 countries). TATA Group current market capitalization is worth $80bn and is the largest private corporate group in India.

  12. Case Study: Tata Motors JLR

    This case talks about struggles that Tata Motors is facing. JLR is like two-edged sword for Tata Motors. If JLR performs well, Tata Motors earn its profit nearer to 80% from JLR. When JLR doesn ...

  13. Case Study

    Background. Tata Consultancy Services (TCS), a multinational organization in IT Services, Consulting and Business Solutions, with over 469,000 of the world's best-trained consultants in 46 countries, has established itself as a pioneer in Software Research and Innovation. TCS' investment in Research and Innovation is significant and runs ...

  14. Tata Consultancy Services Case Study

    The content from cameras is sent to and retrieved from operational and DR storage at three Tata Communications data centres in India. Access takes minutes rather than days and there are huge environmental benefits too. Read The Full Case Study Here. "Tata Communications was the company capable of engineering a complete end-to-end digital ...

  15. Corporate Social Responsibility: A Case Study Of TATA Group

    This research paper moves around developing an understanding about the corporate social responsibility (CSR), delving into its concept and finding out its scope taking the case study of the TATA ...

  16. Case study of tata motors

    Jahangir Alam • 0 views. Case Study of TATA Motors A Journey From Indica to Jaguar Prepared By: Malhar Shah (147340592121) History Started in 1954 in a joint venture of Germany's Daimler-Benz. Founder- J.R.D. Tata First SUV car launched in India-TATA Sierra (1991). First passenger car of tata - Tata Indica (1998).

  17. Case Study: Tata Consumer Products

    Tata Consumer Products was formed when the consumer products business of Tata Chemicals Ltd. merged with Tata Global Beverages Ltd. in February 2020. They are amongst the Top 10 Food & Beverage companies in India with a vision to become a multi-category FMCG major. The Beverages product portfolio spans tea, coffee, water and ready-to-drink ...

  18. Case Study

    Please Fill in Your Details and We'll Call You Back! Name. Organization. Email. Mobile Number (required) Select Category. Select Services. I consent to receive communications about Tata Tele Business Services (TTBS), in accordance with the Tata Tele Services privacy policy. I understand that I can opt-out at any time.

  19. Case Study on Tata Steel

    ADVERTISEMENTS: This article provides a case study on Tata Steel. Introduction: Tata group was founded by Jamsetji Tata in 1860 inspired by the spirit of nationalism. The group turnover is 18 US dollar billions approximately 2.5 percent of GDP of India. It has 85 large companies in the group and employ more than 2.3 lakh […]

  20. Tata Group Case study Free Essay Example

    TATA Group Case study. Introduction Tata group is a multinational conglomerate company with its headquarters located in Maharashtra, Mumbai, India. The group comprises of seven sectors: engineering, information and communications technology, materials, services, energy, consumer products and chemicals. It was started by Jamsetji Tata in 1868 as ...