Since the opening of the Indian economy in 1991, Tata has been subject to global competition, making it imperative for the group to become competitive in India against the new entrants. To gain scale, reduce their exposure to the cyclicality of India’s economy, survive, and achieve a sustainable competitive position in industries that are globalizing, most Tata companies then looked overseas. Tata’s recent experience is an excellent case for analyzing ‘accelerated internationalization’.
This project report evaluates the struggling periods of TATA, how TATA Group get such worth and stability in Indian Economy.
As it pertains to a challenger conglomerate from formerly peripheral areas that goes international in order to access resources, the Tata group has been driven by multiple factors, including the need to access new markets (e.g., in BPO services), the opportunity to integrate the value chain (e.g., in steel), and the quest for brand control (e.g., in tea). This strategy proved feasible because Tata possesses strong leadership combined with vision; can exploit the possibility of leveraging increasingly developed financial markets in India, a large domestic market, and global liquidity; and reacted fast to the opening
of specific opportunities at given times.
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