Topic: The Last Rajah

CASE STUDY ANALYSIS - THE LAST RAJAH: RATAN TATA AND TATA'S GLOBAL EXPANSION

1. Source problem:

This is a general statement of the underlying, fundamental problem or core issues. It is important to distinguish between symptoms of the problem, and the problem itself. Frequently the source of the problem precedes the current problems in the case.

• Expanding too fast (more than one Tata can chew?)
• Finance and thus funding issues
• The cost of social responsibility
• Where is Tata core competence? Focus? Too many businesses in too vast a spread
• Succession problem
• Conglomerate or concentric diversification?
• Shop (acquisitions) or grow?

2. Secondary problems:

These are more specific, current and observable problems and derive from the source problem. They frequently are the problems immediately evident in the case. Do not write three sections : all problems should be listed under short or long term.

Short term-
• Finance / funding
• Human capital issues (recruit / retain the right one to lead)
• Training & development; much to catch up and match up
• Control issues - especially on the "agent dilemma"
• Lost of focus

Long term -
• Developing Tata's core competence
• Developing and maintaining human capital
• Knowledge management issues
• Leadership & succession
• Change management, strategy review, and control

3. Analysis: suggested business model framework to guide expanding this section

Case facts which are crucial to the problems as defined as called "evidence". They should not be mere repetition of case facts, but should rather reflect the processes of evaluation, synthesis, careful interpretation and insight. The analyst should "read between the lines". This might involve the calculation of financial rations, trend lines, growth rates, etc. in order to reorganize data to yield not-so-obvious facts. These "new" facts can be used as case evidence in support of problem definitions and proposed solutions. Economic, financial and marketing data should be used to analyse. Theory, concepts, models and research evidence should be used as key to open the case. "Course language" should be integrated with "case language". Skilful integration of concepts and case evidence is required.
Mckinsey 7s' [PLC: Product Life Cycle] BCGMatrix

4. Criteria of evaluation: writing out the objective of Tata

Clear, concise statement of the goals, standards, tragets or objectives that the analyst will use to measure the effectiveness of alternatives considered. Alternatives are tested against three criteria to assess their effectivenesss in solving the problem. This is a statement of what you want to accomplish; alternatives describe how you plan to accomplish it. These are decision rules or decision criteria.

• What should the profit MARGIN be? 3% or 5% or 10% Has to be realistic

• What sort of human capital for what kinds of strategic business unit? Must consider the geographical location. If possible, the loyalty index.

• Should Tata prioritize on "star" industry, "Budding" industry, and "Bread & Butter" industry? Then organize its portfolio for optimal utilization of funds

• Industry leadership

• How about collaboration with governments?

Mission statement (What You Do):A one-sentence statement describing the reason an organization or program exists and used to help guide decisions about priorities, actions and responsibilities.

Vision Statement (Desired End-State): A one-sentence statement describing the clear and inspirational long-term desired change resulting from an organization or program's work.

5. Alternatives: courses of action (200words)( Short& Long Term )

A comprehensive listing of all major feasible courses of actions open to the decision-maker. The analyst should avoid repetition and duplication. Usually all available options can be reduced to five or six alternatives. Usually all available options can be reduced to five or six alternatives. These must be viable, practical and realistic. They need not be mutually exclusive, i.e. the analyst may opt for two or even three of these alternatives in her final recommendations. It is essential to decide whothe decision-maker will be, and the likelihood that she will take the action recommended by the analyst.

SHORT TERM - use this framework to assist.

6. Recommended strategy:

This is the action propose to solved the problem identified in (1) & (2) and is selected from the range of alternative presented. It must be restated.

Short term - what are strategies for:

• HR development
• Market segmentation
• What to buy, what to grow, and what to be an alliance
• Funds-outflow versus inflow
• Customers, employees and suppliers
• The 4Ps'
• Market penetration versus development
• Concentric diversification versus diversification base on future trends
Long term- what are strategies for: Use The balanced Scorecard as a guide:

7. Justification of recommendations:

In this section, the analyst demonstates why the alternative selected is the most effective in attacking the problem, and why the other alternatives were rejected. Evidence from (Section 3) is used to support the recommendations and to reject the actions not accepted. It should be shown howand whythe rejected strategies will fail or be less effective. Short term solutions should be related to short term problems and long term proposals to long term problem.

In this discussion, the analyst should describe the risks and opportunities, cost and benefits, strength and weakness of each alternative, and thus build a convincing case in favour of the decision he is recommending. Futhermore, it is essential to scruntinise all alternatives to ascertain whether the adoption of a particular solution to solve the problem, will create a new problem. It is essential to draw on research evident or theory to argue for the strategic choice.

8. Implementation / Control / Follow-up:

In this conclusion section, the analysis should list the clear, specific steps to be taken to adopt the proposed solution. What obstacles may be expected, and how should these be overcome? What policy or organization changes are indicated? What controls are needed to avoid a recurrence of the problem in the future?

• How would the strategies be implemented? Via what kinds of channels or media?

• What are the assumptions and difficulties foreseen and how can that be overcome?
- How would the implementation, the proceedings be controlled?
- Meetings? What and how often?
- Reports? And how to ascertain the accuracy and timeliness?
- Frequency of follow-up
- Who should champion the follow up
- In what circumstances should Ratan Tata show face?

Paper Type: Report

Paper Length: 9 Pages/2250 words

Referencing Style: APA

Number of References: 10

Attachment:- Case Study.pdf