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Tata Strategic assisted the client in segmenting the CV market in its target geographies, identifying critical success factors, analysing competition in an open economy. Tata Strategic evaluated various product market and pricing options based on lifetime value for the customer and identified various strategic options for the client. Following a detailed evaluation, Tata Strategic recommended a time-based implementation plan to grow volumes in the target market.

Based on the recommended strategy, the client is on its way to becoming a one of the large players in the CV market in the target geography as well.

Tata Strategic was commissioned to outline the possible scenarios that could emerge with respect to the use of radial tyres in passenger cars and commercial vehicles in India. Tata Strategic estimated the business potential in India and identified economic manufacturing capacity to be set up in the country.

SMG also undertook a study to identify the most optimal location for setting up such a manufacturing capacity based on geographic, economic and political considerations.

The client has presented Tata Strategic’s findings to its board of directors and the India entry decision is under consideration.

Tata Strategic estimated the market potential for various product applications, analysed the competitive scenario and established benchmarks for key performance indicators. It also identified strategic initiatives for each business unit and detailed an implementation plan. In a highly participative exercise, cross functional team for each SBU formulated their individual strategy and business plans based on guidelines and facilitation by the Tata Strategic team. The teams also identified product categories with export potential and detailed plans to capitalise on such opportunities.

The business plans so developed have been approved by the client’s global management team and is under implementation.

Tata Strategic assisted the client in developing its BSC and prepared a PMS which linked individual performance metrics to strategic objectives. Work plans for 46 senior managers which included performance metrics, targets and degree of difficulty for each target were developed. Interdependencies and support required from other departments were also defined. Key executive buy-ins were obtained at each stage of the assignment to ensure ownership and accountability.

Tata Strategic has further assisted the client to refine its long term strategy and BSC apart from enabling implementation of the PMS. The client has used the PMS to effectively track progress on improvement initiatives while rewarding performance leading to realization of strategic objectives.

One of India’s largest automobile manufacturing companies was losing its competitive edge due to high material costs and total cost of ownership.

Tata Strategic employed process mapping techniques to outline manufacturing, quality assurance and supplier development processes. A benchmarking exercise was carried out to identify performance on critical parameters affecting manufacturing productivity, product and process quality, supplier quality, cost and delivery.

The performance metrics were then compared with those of ‘best in class’ manufacturers as well as the local manufacturing units of the client organisation. These benchmarks have since been deployed internally as targets for the local units. A mechanism was developed to enable seamless transfer of best practices across plant locations. Based on the benchmarking, Tata Strategic also identified areas for improvement at the Korean unit and action points were developed to enable this.

The client has successfully acquired the target company and is making steady progress in the integration process. Actions points identified by Tata Strategic are being pursued by the integration teams and are in advanced stages of implementation.