Tata steel Business Strategy Report

Tata Steel Business
Strategy Report
In thisReportwe will discussBusinessStrategyof TataSteel.TataSteel isanIndianmultinational steel
makingcompany.Itwas the 10th largestcompanyinthe world.

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Introductions
Business strategy is a long-term plan for action that has been designed to achieve the goals and
objectives of organization considering the various factors. This is a management game plan for
encouraging the performance, overcome the impact of issues and implement the new plan for
growing the business (Acemoglu.et.al. 2010). Business strategy TATA Steel will assess how the
mission, vision and objectives and core competencies are informed about the strategic planning
as well explain the effectiveness of BCG matrix and GE McKinsey that would be used for
developing the strategy.
In the next part, the report will analyses the strategic positioning of TATA steel Europe and
assess the significance of the stakeholder analysis for formulating the strategy. TATA steel is a
subsidiary of TATA groups that operating the business in the UK. Organization has
headquartered in London and main operations have been performed at Netherland and another
part of UK. Moreover, the report will present the new strategy for the organization to expand the
business as well justify the selection of strategy. At the end, the report will assess the role and
responsibilities of personnel who are charged with the implementation of the strategy and
evaluate the contribution of SMART objectives.
AC 1.1 Assess how business missions, visions, objectives, goals and core competencies
inform strategic planning
The strategy is the direction and scope of an organization over the long term, which achieves
advantages in the changing business environment and competencies with the aim of fulfilling
the expectations of its stakeholders. Thus, it is essential for Tesco and Tata steel Europe to be
rational while taking the strategic decisions for an organization. The strategic decisions must
always be taken for important and crucial goals and matters for sustainable growth of business
visions.
Mission statement: The mission statement of a company provides the basic information about
the organizational core values, core purposes and the visionary purpose that a company will
pursue to fulfill its mission. The mission statement of Tesco and Tata steel Europe defines the
clear picture about the purpose of its business and its goals to be achieved. For example, the
mission of Tata steel Europe has been divided into following purposes that a company aims to
achieve:
 To bring inspiration and innovation to every athlete in the world.
 To be the most powerful company and most admired for its people, partnership and
performance (Ackermann and Eden, 2011).
 To achieve all the probability level of customers by fulfilling all their needs and to achieve
greater customer satisfaction level.
Vision statement: The business vision statement includes certain core ideals of a business that
relatively remains steady and also provides the guidance in the process of strategic decisions

making. This statement provides a picture to a stakeholder to predict and analyze the way that
how the company will meet its objectives. In the similar manner, Tesco and Tata steel Europe’s
vision statement is specific about their potential growth in the organization. It has been noticed
that the companies having a leading position in the international market.
Goals and objectives: An objective of an organization is a short-term and long-term goals that
an organization seeks to accomplish. These objectives play an important role in developing
organizational policies and determining the allocation of organizational resources (Álvarez-
SanJaime.et.al. 2013). From the annual report of 2014 of both Tesco and Tata steel Europe, it is
has been observed that their business objectives are not only limited to offer suitable products
but also to provide better services to their regular potential customers. The goals of a business
are used to describe their approaches in such a way that they are capable of accomplishing their
desired task in a fundamental way.
Core competencies of the organization: The core competencies are a harmonized combination
of multiple resources and skills that distinguish a firm in the marketplace. The core competency
of Tata steel Europe is helpful in achieving its competitive advantages in the market. Better
human resource planning, strength-weakening analysis, helping with outsourcing options, use of
advanced analysis tools, etc. are some major core competencies identified in Tesco.
Figure 1: strategic planning steps
AC 1.2 Analysis of the factors that have to be considered when formulating strategic plans
Strategic planning is an activity which is carried on by the management which used to set the
priorities, focus energy and resources, strengthen operations, ensures that employees and all
other stakeholders of an organization are working towards the common goal, etc. Following are
some critical factors that will ensure that our strategic plans are successfully implemented:

 Communication: The strategic planning process is successful only when a bottom up and top
down communication approach is used. It starts off with a communication to all the levels of
employeesinformingthemthata strategicplanningprocesswill be undertaken(Ausubel, 2012).
In bottom-up communication, employees will provide input to the strategic planning process
and through top-down communication; senior management shares the strategic plan with
employees.
 Culture: If there is a failure to understand the culture of the organization then it will lead to
failure to develop values and culture to support the plans. Organizational Culture is the
commonly held attitudes, values, beliefs and behavior of its employees.
 Environmental factors: The internal and external environmental factors should also be
consideredwhile formulating strategic plans. Managers should try to anticipate, recognize and
deal withthe change in the internal and external environment (Bamasak, 2011). Change in the
certainty and for this reason, business managers must actively involve in the process that
identifieschange andmodifiesthe businessactivity to take the best advantage of change. Such
process is called strategic planning.
Figure 2: Environmental factors
AC 1.3 Evaluate the effectiveness of techniques used when developing strategic business
plans
BCG matrix: The BCG model is also known as growth-share matrix. This model is based on the
product life cycle theory which is used to determine what priorities should be given in the
product portfolio of a business unit. The BCG matrix plays a crucial role in strategic planning
and it has got a single grouping of lower and higher shares in the market by combining lower and
higher development rate. The BCG matrix uses four cells.

The limitation or concern in regards to the BCG matrix is what should be plotted on the matrix?
The BCG matrix was initially developed for large corporation organizations that had multiple,
and often unrelated, business units in their overall portfolio. Another limitation of BCG matrix is
the definition of the market (Boguslauskas and Kvedaraviciene, 2015). How the organization
will decide to define the actual market that will change the outcomes.
Figure 3: BCG matrix
GE McKinsey matrix: The GE McKinsey matrix generalizes the axes as “Industry
Attractiveness” and “Business Unit Strength”. It uses nine cells instead of four cells of BCG.
It considers many variables and does not lead to simplistic conclusions. The industry
attractiveness and business unit strength are calculated by first identifying the criteria for each;
determine the value of each parameter in the criteria and multiplying that value by a weighting
factor. The result will be the quantitative measure industry attractiveness and business unit’s
relative performance in that industry (Bouckaert.et.al. 2010). The drawbacks of GE McKinsey
matrix is that it can get quite complicated and burdensome with the increase in businesses and it
cannot effectively depict the position of new business units in developing industry.

Figure 4: The nine cells of GE McKinsey matrix
AC 2.1 Strategic positioning of TATA steel (SWOT)
In order to analyze the current position of TATA steel Europe, SWOT analysis is being used
that will help to identify the key strength, weakness, opportunities and future threats. By
considering the information, management of company would be able to frame the sustainable
business strategy to achieve the goals and objectives.
Table 1: SWOT analysis
Strength Weakness
Good adaptabilityinfastchangingenvironment
TATA steel hasexcellentintegration with Corus
Good economic forecasting and planning
High quality of raw material and finish goods
Strong brand value
Operating business in more than 50 countries
(Chen and Yu, 2012).
Lack of efficiency
Lagging in use of technology
Proper utilization of resources
Increasing debt-to-equity ratio.
High dependence on the domestic and
international market
Opportunities Threat
Use of advance technologies like Cortex
Increase in coal prices

process, His melt and Direct iron smelting
Public and private partnership
Changes in the business policy of UK and
Europe
Improvement in human resources capabilities
Changes in the land acquisition
Additional taxes
Government and regulatory norms
High level of competition
AC 2.2 Environmental audit of TATA steel
To understand the current situations of external environmental factors that have the significant
impact on the business strategy of TATA steel Europe, PESTLE analysis is being used which is
as follows:
 Political factors: By considering the current state of political conditions in the UK, it will be a
hard time forthe organization to sustain the business as UK has come out of the EU region and
government is not stable which will affect the business planning of TATA steel. The changing
environment will bring new policy and regulations for taxation and export (Clastres, 2011).
However the growth of the organization is made through acquisition but now it will risk
investing in EU region as political instability.
 Economic factors: The world economy is going not up to the desired standard due to certain
changes in the economic activities, export and import regulations, tax and change in the
currencyexchange policy in the UK as well in the Europe. By considering these facts, it is been
carried out that slow economy will create the barriers for the organization that working in
partnership with the Corus in Europe.
 Social factors: This factor is not having the direct impact on the steel production and business,
still, TATA still can encourage the brand by performing the CSR activities. This will help to
promote the businessin the remaining areas of UK and Europe as well helps to retain the staff
members by offering respect to their social values.
 Technological factors: The organization is needed improvement in the utilization of
technological toolsformonitoring,production,training and communication with the suppliers,
clientsandotherproductionunits.Inadditiontothis,toreduce the emersions of the co2 in the
environment the Tata steel is on with the research of the ultra-low carbon steel. Use of
technologywillhelptoanalyze the conditionsmore professional and reliable manners to meet
the business objectives.
 Legal factors: For Tata steel, this would be the area of concern in Europe as the changes in the
business policy, a partnership of counties and bond with EU could affect the existing business
strategyof the organizationaswell create the issuesforpricingandraw material (Cosgrove and
Rijsberman, 2014). However organization is following all rules and regulations according to
norms but changes in the legal process will affect the business of the organization.
 Environmental factor: According to the current scenario, global warming and changes in the
climate are majorissuesfor business organization especially for production units that produce
high emission of co2 as well chemical waste. Tata steel has to look into this matter for
developing the business as well requires taking initiative for protecting the environment.

The poster is presented in appendix 1
AC 2.3 Significance of stakeholder analysis for formulating the strategy
Stakeholder analysis is the processes of identifying the effectiveness of key people that have a
significant impact on the business planning of organizations as well take active participation in
the decision making. For Tata steel Europe it is essential to know the strengths of stakeholders to
develop or make changes in the strategy for increasing the business (Cummings and Worley,
2014). For starting the new project and implementing the changes in the existing business
strategy, Tata steel management has to consider the analysis of stakeholder that will help to
assess the attitude, potential, issues and interest of stakeholder.
Figure 5: Stakeholder analysis tool
By using the stakeholder analysis, Tata steel management will be able to identify the key player
within the organization whom the management could assign the new role and responsibility in
the changing business environment. For that purpose, the organization requires monitoring the
approach of individual to analyze the effectiveness as well frame the new business strategy to
sustain in the market of UK. In addition to this, by keeping the stakeholder informed about the
required changes the management would gain the advantage in the planning of new business
strategy for encouraging business in the UK.
AC 2.4 New strategy for organization
For developing the business and meeting the goals and objectives, Tata steel Europe could use
the market entry strategy. In order to gain the competitive advantage and overcome the financial
burden, organization could use the following market entry strategy:
Joint venture: This is an effective strategy for developing the business, by considering the
factors that could affect the outcome of Tata steel. According to this strategy, Tata steel
management would analyze the conditions and identify the steel organizations that performing
well in their market to establish the joint-venture (Day and Tosey, 2011). This kind of business
strategy will require the low funds for infrastructure development, hiring of skilled staff

members as the organization should continue with the existing staff that has good knowledge of
local market and production activities. In addition to this, the risk would also be low as both
organization share the resources and contribute according to contract.
Following are the SMART target objectives for new business strategy:
 To increase the production 5% by the end of 2016 financial year.
 To enhance the profit up to 4% by January 2017.
 To increase areas of sales 6% by January 2017.
The poster is presented in appendix 2
ReadAboutAspectsof Contract Negligence inBusinessLaw
AC 3.1 Alternative strategies for Tata steel
Following are the alternative strategies that could be used by Tata steel management for meeting
the objective and goals.
 Substantive growth strategy: This strategy involves horizontal and vertical integration that
couldbe usedfor encouraging the business. It provides the benefits of the inherent resources
which are used by their competitors to pursue similar segments of business. The growth
strategyof the businessisabout diversification of their activities. For fulfilling this aspect Tata
steel hasbeensellingtheirproductsinthe different new marketplace. This will help to analyze
the trends and activities to make changes in the production process and gain the competitive
advantage.Inadditiontothis,the unrelateddiversificationhasnothingtodobutthe only utilize
qualitiesandshortcomingsof theircurrentbusiness(Dib,2010).Making changesinthe products
and services Tata steel can encourage the business which will be more beneficial as a level of
competitionisincreasing.Several visionariesinnocently apply this method by including various
inconsequential within organizations.
 Growth strategy: In orderto developthe business and achieve the objectives of business, Tata
steel management could implement the market penetration strategy of growth. According to
this strategy, the organization could promote the existing products and services into the new
marketwithsome additional benefits.Thiskindof processwill require highamountof fundsand
human resources. In addition to this, another way to increase market share is by using this
strategyisloweringprices(Ellison,2014).For example,in markets where Tata steel found little
differentiationamongproducts,alowerprice mayhelpthe organization to increase its share of
the market.
AC 3.2 Justification of strategy
By considering the facts that have been analyzed from internal and external market audit of Tata
steel, market growth (Joint-venture) strategy is being proposed to management. In order to
implement this strategy, organization do not have to make major changes in the functions as well
in the policy for staff members as the organization has done this kind of partnership business in
the past and had desired outcomes. So, it can be considered that organization will accept it. In
addition to this, this strategy would suitable for the organization as Tata steel will have to invest

less funds for developing the infrastructure as well the organization will retain the skilled staff
members who can support to expand the business and maintain the low cost of production. Apart
from that, market entry strategy of the joint venture will increase the capacity of production by
sharing the risk and cost with the partner organization which make the implementation of
strategy more feasible (Elmelund-Præstekær and Klitgaard, 2012). Additionally, by
implementing this strategy organization will gain the greater access of resources, expert staff to
perform the tasks and use of better technology.
AC 4.1 Role and responsibility of personnel
The role of following personnel would be important for implementation of market entry strategy
proposed earlier:
 Research and development manager: To implement the new strategy role of research and
developmentmanagerwouldbe collectandcommunicate the informationrelated to the use of
strategyand majorchangesthe Tata steel Europe will face.The managerwill analyzethe market
and effectiveness of existing policy to merge with a new plan.
 Production manager: For the implementation of new strategy role of production manager
would be critical as he has to provide the training and direction to new and existing staff for
utilizing the resources as well allocation of resources considering the skills and capabilities of
individual (Foss and Klein, 2012). Moreover, production manager will identify the issues by
evaluating the strategy before implementation.
 Finance manager: In order to implement the strategy of the joint venture, the role of finance
managerwill be to estimate the additional cost in first three and four months and provide the
essential guideline tosenior management to implement the changes that may not hamper the
financial conditionsof Tatasteel. In addition to this, he will evaluate the return on investment
considering the efforts of partnership organization.
AC 4.2 Requirements of resources for implementation of strategy
Following resources would be required for implementing the strategy:
 Technology:There are variousinnovativetechniqueswhich are obtained by the competitors of
the organization. Inventions could support Tata steel in the achievement of key business
operational goalsandobjectivesthroughimplementingthe jointventure strategy (Gault, 2010).
The moderntechnologyfocusesondifferentbusinesssituationslikemanagement of innovative
methods to market and the management of innovations and major abilities.
 Human resources: Organization will require expert’s human resources for implementing the
strategy as it will change the whole perspective of working due to working in partnership. In
addition to this, for managing the increased production as well activities like monitoring and
training Tata steel will need the human resource.
 Financial resources: For the implementationof the new strategyandstartingthe joint venture,
Tata steel will require the fundstointegrate the communication,equipmentanddocumentation
for licensingactivitieswhich are essential for establishing the new business strategy (Giessen,
2011). Additionally, to pay the salary and wages organization also requires the funds.
AC 4.3 Evaluation of SMART target for achievement of strategy

This is important for Tata steel to work according to SMART objectives that have been slated for
new business strategy. These targets will help the organization to maintain the focus on the tasks
and operational activities as well follow the standard. The major strength of define targets is the
improvement in the level of business encouraging the production and sales in the different areas.
This kind of approach is required for Tata steel to sustain the position in European steel market
that will face the major changes in the present time as a division of UK is going to affect the
process of business as well the growth (Goetsch and Davis, 2014). Apart from that, the by
considering the SMART target, Tata steel will able to maintain the flow of operations and
functions to accordingly which will increase the effectiveness of activities.
Apart from that, the major weaknesses of SMART target are a lack of consideration of the
technology and investment for implementing the strategy. In addition to this, management has
framed the targets according to the capability of one unit of production which will not be
beneficial for achieving the goals and objectives (Hamel and Prahalad, 2013). However, Tata
steel management has good knowledge and resources for implementing the strategy but the lack
of using technology for achieving the SMART target would affect the operations.
Conclusion
From the above study, it is been considered that business strategy of the organization plays a
critical role in growth and sustainability in the market. The report has provided the information
about the uses of the mission, vision and core competencies. The report has conducted the
internal and external audit of Tata steel Europe and assessed the need for stakeholder analysis.
Moreover, a report has proposed market entry strategy for Tata steel to sustain the business by
having a joint venture with potential organizations. At the end, the report has discussed the role
and responsibility of leading people and requirements of human, technological and financial
resources for implementing the strategy.
References
Acemoglu, D., Griffith, R., Aghion, P. and Zilibotti, F., 2010. Vertical integration and
technology: theory and evidence. Journal of the European economic Association, 8(5), pp.989-
1033.
Ackermann, F. and Eden, C., 2011. Strategic management of stakeholders: Theory and
practice. Long Range Planning, 44(3), pp.179-196.
Álvarez-SanJaime, Ó. Cantos-Sánchez, P., Moner-Colonques, R. and Sempere-Monerris, J.J.,
2013. Competition and horizontal integration in maritime freight transport. Transportation
Research Part E: Logistics and Transportation Review, 51, pp.67-81.Ausubel, D.P., 2012. The
acquisition and retention of knowledge: A cognitive view. Springer Science & Business Media.
Bamasak, O., 2011. Exploring
consumers’ acceptance of mobile payments–an empirical study. International Journal of
Information Technology, Communications and Convergence, 1(2), pp.173-185.
Boguslauskas, V. and Kvedaraviciene, G., 2015. Difficulties in identifying Company‘s Core
Competencies and Core Processes. Engineering Economics, 62(2).

Tata steel Business Strategy Report

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