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Essay / Research Paper Abstract
This 9 page paper is a case study examining the decision and strategy Tata Motors to create design and build the cheapest care in the world; the Nano. With a price tag of US $2,500 the car is initially designed for the Indian market, but has potential in many other markets. The paper looks at how and why this strategy was adopted, the underlying actions and theories that explain the strategy and whether it is likely to be transferable to other developed or developing nations. The bibliography cites 11 sources.
Page Count:
9 pages (~225 words per page)
File: TS14_TEtatanano.rtf
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Unformatted sample text from the term paper:
economic constraints which mean that the idea of a family owning a car was limited to the more affluent members of society, with the mass markets being highly constrained. When
Tata announced that they would build and sell a $2,500 car for the Indian market there were critics that claimed it could not be done (Overdorft, 2008). The car, officially
called the Nano, is also known as the peoples car and was unveiled on the 10th of January at the New Delhi Auto Expo (Overdorft, 2008). This car is
touted as being the cheapest car in the world, and has the potential of transforming Indian automotive market in the same way that Volkswagen had a major impact in Germany
in 1938 (Overdorft, 2008). The Nano; the name means small, is designed to appeal to the Indian working class and predictions indicate it could increase the sales in the
Indian car market by 20% in the first year of its release, and increase by 65% the number of families that can afford to own a car (Economic Times, 2008).
It is also predicted at having the potential to stimulate the local economy with the supply chain and the manufacturing supplying jobs. The idea of the car coming from
Tata Motors may be seen as unsurprising considering the background and culture of the company. The Tata Group, which is the parent company, is nearly 150 years, founded by Jamsetji
Nusserwanji Tata in 1874 with a lone textile mill today the group is made up of 96 operating companies (Goldstein, 2004). Overall the group employs 330,000 people and the revenue
in the financial year 2006/7 was equal to 2.9% of the GDP of India (Goldstein, 2004). The company has some core competences in the motor industry. Over the years
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