Startegy, 7S, Core Competency, Growth Startegy, Mission , Vision

1. STRATEGIC MANAGEMENT
PREPARED BY:-
Ankit Rai B01
Parnika Gopal B04
Anurag Upadhyay B19
Akshara Kulkarni B33
Shaurya Chauhan B41
Pavak Panda B54
Pradeep Yadav B63
Sidharth Singh B67

2. TIMELINE • 1907: Tata Iron & Steel Co Ltd established
by JamshedJi Tata
• 1912: First company in world introducing 8
hour day job.
• 1920: Leave-with-pay introduced. This
practice was rare pre-1940s.
• 2004: Acquisition of Singapore based
NatSteel for ~$486m.
• 2005: Acquisition of 40% stake in Thailand's
Millennium Steel.
• 2007 : Wins bid for Corus against Brazil’s
CSM
• 2013: Tata Steel Europe reports record
GBP 1.2 bn loss.
• 2014: Plan announced to increase
capacity 60% to 16 mt by 2020.
Amongst the top-ten global
steel companies with an
annual crude steel capacity of
over 29 million tonnes per
annum
Now the world's second-most
geographically-diversified steel
producer, with operations in 26
countries and a commercial
presence in over 50 countries
The Tata Steel Group, with a
turnover of Rs. 1, 48,614 crores
in FY 14, has over 80,000
employees across five
continents and is a Fortune 500
company.

3. VISION STATEMENT
 Reflects the concerns of other stakeholders
such as shareholders, customers and the local
community
 Gives the view of Tata Steel’s future direction
and course of business activity
 Lays stress on their core ideology in vision
statement by taking People, Suppliers and
Ethics into account
 It also emphasizes on their innovative approach
for cost leadership and differentiation in
their products and process
 The vision statement of Tata Steel provides
managers with unity of direction that
transcends individuals, parochial and transitory
needs
Vision Analysis

4. MISSION STATEMENT
Mission
 Tata Steel strives to strengthen India’s industrial
base through the effective utilization of staff
and materials. The means envisaged to
achieve this are high technology and
productivity, consistent with modern
management practices.
 Tata Steel recognizes that while honesty and
integrity are the essential ingredients of a
strong and stable enterprise, profitability
provides the main spark for economic activity.
 Overall, the Company seeks to scale the
heights of excellence in all that it does in an
atmosphere free from fear, and thereby
reaffirms its faith in democratic values.
Achieve sustainable, profitable growth in
steel and related businesses
Reflects the firm`s self-concept like being
the high performer and innovative
organization
Create differential value for our customers
through innovative offerings
Continuous improvement of business
processes and technologies
Foster partnership with key stake holders
Enhance employees' competencies to
create a high performing and innovative
organization. Be a responsible corporate
citizen and enhance the quality of life of
employees and key community
Analysis

5. Commenced central
warehouse management
operation at
Kalinganagar plant
Tie-ups with 65
distributors & 9000
dealers
Pan India distribution
network to serve 3
million customers a year
……………
PRIMARYACTIVITIESSUPPORTACTIVITIES
INBOUND OPERATIONS OUTBOUND SALES &
LOGISTICS LOGISTICS MARKETING
SERVICE
R & D IT SYSTEM EMPLOYEE FIRM INFRASTRUCTURE/GENERAL ADMINISTRTION
WELFARE
95% of raw material
transported by rail
60% of coal imported
from Australia
•UNLOADING-
Introducing
engine-on-load
system within the
plant to half
unloading time
Coal unloading
system & tipping
capacity revamped
HUB & SPOKE
model for
operational
excellence in SC
TQM used in
Policy,
Daily & Cross
Functional Mgmt
Process audits &
Quality reviews Investments in supply chain
logistics integrated with
downstream expansion
initiatives.
Production is
controlled &
monitored by highly
automated,
computer-based
systems.
Focus on technology
absorption.
The Automation
Division has a
dedicated team of
experts in various
disciplines from laser
to robotics
Well@Workplace
programmes
Social change
through SPORTS
Occupational
health & safety
committee meetings
Resettlement &
Rehabilitation
Progms for tribals
Growth-oriented
strategy in domestic
market
•Concentration of
sales mostly in
Northern & Eastern
part of the domestic
market
•In 2015,launches
two new products-
1.Steelium Neo-CR
steel
2.Pravesh-wood
finished steel doors
•Opening 23
service centers for
SME customers
•Feedback from customers-
STEELNOVATION-for Key
Account Customers
•Marketing communication
programmes
5 research centers in
India, Netherland &
United Kingdom
Separate dept for its
India & South East
Asia markets-The
Scientific Services &
Refractory
Technology Group
•NPD & process
developments
creating competitive
advantage &
sustainability
•The Tata Code of Conduct (TCOC) is an
integral part of the Company's value
system.
•Brownfield expansion at Jamshedpur
•Greenfield expansion at Odisa
•Fosters culture of
innovation
& continuous
review
of product mix
VALUE
CHAIN
ANALYSIS

7. CORE COMPETENCIES
• Geographic Spread and global presence
• Presence in around 50 countries with manufacturing
operations in 26 countries including: India, Malaysia, Vietnam,
Thailand, UAE, Ivory Coast, Mozambique, South Africa,
Australia, United Kingdom, The Netherlands, France and
Canada.
• High Scale manufacturing
• The value chain of steel can be divided into two parts -
primary steel-making and finishing. Tata Steels strategy is
based on breaking up this value chain and putting each part
where its the most cost-effective.
• Driven by value and ethics : 2015-World's Most Ethical
Company
TATA Steel’s core
competency lies in
value creation
through
manufacturing
and distribution of
medium as well as
high grade steel at
considerably lower
cost.

8. 7 S FRAMEWORK
• Domestic Leadership and Global Competitiveness
• Expansion in addressable markets and Branded product
portfolio
• Creating long-term value - Kar Vijay Har Shikhar – Continuous
improvement program
Super
Ordinate
Goals
• Composition of the Board and the board of Directors
• Strategy and Integration committee
• The TATA STEEL GROUP Board
• TATA Steel Executive Committee
• Corus Executive Committee
Structure
• Efficient deployment and management of manpower
• Easy processing of ESS application –one window concept
• Development and Marketing of ESS Package
• Safeguarding Organization values and credibility
System

9. • Combines innovation, functionality and style, to offer a never-
before range in steel lifestyle products
• Keeping employees happy for increased productivity
• Growth through collaborations(JVs) and acquisitions
Style
• Right talent at right time, to enhance net worth of human
capital
• Being non-discriminatory on grounds of sex, race, or disability
• Tejaswini (women)and Shabbash (Reward) Scheme for
employees
Staff
• Open and collaborative leadership
• Understanding cultural issues at work
• Motivation through intense counseling and information sharingSkill
• Strengthen Indian Operation and focusing on Price stability
• Realize Synergies from the Corus Acquisition
• Seek and Maintain control over Raw Material
• Increasing Focus on High Value Added Steel Products
• Encourage cashing on the carbon market/ CDM projects
Strategy

10. GROWTH STRATEGIES
Integration strategy
Horizontal Integration
Major Acquisitions
 NatSteel, Singapore
 Millennium Steel, Thailand
 Anglo Dutch steel producer Corus
Major Mergers
 Tata Metaliks Limited (TML) and Tata
Metaliks Kubota Pipes Limited (TMKPL)
 Corus was a formed by a merger
between British Steel and Koninklijke
Hoogovens
Vertical Integration
 Acquisition of Labrador Iron Mines to
improve raw material security and
reduce transportation cost.
(backward integration)
 Greenfield integrated steel plant in the
Bastar region, Chhattisgarh
 Steel-cum-mining, Orissa
 Five-per cent interest in the
Carborough Downs coal project,
Australia

11. Diversification Strategy
 Mining coal
 Greenfield projects
 Industrial Park and SEZ projects
 Plant Modernization projects
 Energy and Power projects
 Packaging projects
 Consumer Goods
• Two biggest contributors to growth:
 Strategically targeted mergers and
acquisitions (Integration Strategy)
 Integration and use of state-of-the-
art technology making them cost
leader in the industry
GROWTH
STRATEGIES

12. THANK YOU