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This projectis a part of

theinternalasse

ssment forthe subject 

BusinessPolicy & 

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CompetitiveStrategy 

. I havedeveloped a

Porter’s FiveForces

analysis fortheorganizati

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on. Iidentified

strategicstrengths

andweaknesses

andidentifiedcore

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competenciesof the

organization . The company

that Ihavetaken into

account toanalysis the

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Porter’s FiveForces is the 

TataMotors. 

The Specificproduct that I

will be taking

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into analysisis the 

NANO CAR  . This

segment hasa great

growthpotential in

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developingcountries ,

especially in acountry like

India.1.Potential Entrants – 

Threat of newentrants2.Bu

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yers – Bargaining

power ofbuyers3.Sub

stitutes  –a.Threat of

substituteproducts or

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servicesb.Rivalry among

existingfirms4.Suppli

ers -Bargaining

Power ofSuppliers5.Ot

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herStakeholders

 – RelativePower of

Union,Governments

etc. 

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A brief Informatio

n aboutthe

product : The TataNano is

arear-engine,

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four-passengercit

y carbuilt by Tata Motors,

aimedprimarily at

theIndianmarket. The

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car is veryfuelefficient,

achievingaround

78mpgon thehighway and

around 92 inthecity. It was

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firstpresented at

the 9thannualAuto

Expoon 10January2008,

atPragatiMaidaninNew

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Delhi,India.Nano had a

commerciallaunch on

March 23,2009 and, a

bookingperiod from

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April 9 toApril25,

generatingmore than

200,000bookings for

the car. Thesales of the

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car will beginin July 2009,

with astarting price

of Rs115,000(rupe

es), which isapproximatel

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y equaltoUK£1,467

orUS$2,421as of June

2009. This ischeaper than

theMaruti800, its main

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competitorand next

cheapestIndian car

priced at184,641

Rupees.Tata

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hadsought toproduce the

leastexpensivepro

duction carinthe world —

aiming for astarting price

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of Rs.100,000(approximatel

yUS$2,000 inJune 2009). 

Page | 2 

TATA 

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BusinessPolicy &

CompetitiveStrategy 

Porter's 5

ForcesModel of 

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the NANOcar 

There iscontinuing

interest in thestudy of theforces that

impact on

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anorganisation,

particularlythose that

can beharnessed to

providecompetitive

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advantage.The ideas

and modelswhich

emergedduringthe

period from1979 to the

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mid-1980swere based

on the ideathatcompetiti

veadvantage

came fromthe ability to

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earn a returnoninvestment

that wasbetter than

the averagefor the

industrysector.

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AsPorter's 5Forces

analysisdeals with

factorsoutside an

industrythatinfluence

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the nature ofcompetition

within it, theforces inside

theindustry(microenviro

nment) thatinfluence the

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way in whichfirmscompet

e, and so theindustry’s

likelyprofitability is

conducted

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inPorter’s fiveforces model. 

Page | 3 Business

Policy &CompetitiveStrategy 

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BARRIERSTO ENTRY• 

Time and

cost of entry – T 

ime is mostessential

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thingwhilelaunchin

g a productinany market.

The launchof the NANO

isquite viableas the

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demand ofthe smallcar

is on the risein the market.

By the cost ofthe entry we

meantheinitial capital

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required toset up a new

firm is veryhigh, itmakes

the chancesof the

chances of

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new entrantsare very less. • 

Knowledgeand

Technolog

y - Ideas and

Knowledge

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thatprovidescompetitive

advantageover others

whenpatented,pre

venting othersfrom using it

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and thuscreates

barrier toentry. The

TATA motorshave great

knowledge/ experience

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intheautomobil

e industryand has

renownedtechnological

advantagebecause of the

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recentacquisition

and mergers. • 

Product

Differentia

tion andCost

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Advantage– 

Thenewproduct

has to bedifferent and

attractive tobe accepted

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bythecustomers

.Attractivenes

s can bemeasured in

the terms ofthefeatures ,

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price etc. Atthis level the

price of theNANO car

wasone thingthat is

attractingcustomers.

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And aboveall this

theimage ,trust the name

TATA carrieswith it. • 

Governme

nt Policy

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andExpected

Retaliation- 

Althoughgovernment's jobis topreserve free

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competitivemarket,

itrestrictscompetition

throughregulations

andrestrictions.

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Thegovernment tried to

promote theTATA Motors

to start aplant

byprovidingland and tax

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rebates. Butthe

unexpectedretaliation

bythe localpeople

surface inthe setting

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up of theplant

whichcostedthe company

a lot. • 

Access toDistributio

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n Channels– 

When a newproduct

alaunched awell

developeddistribution is

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must for itssuccess. The

TATA motorshad a

advantage ofwell

establisheddistributionch

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annel acrossthe world. 

BUYERS Page | 4 

BusinessPolicy &

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CompetitiveStrategy • 

Switching

Costs - If switching to

anotherproduct is

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simpleandcheap the

customersdoes not think

much beforedoing it. In

caseof NANOcar the

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switchingcost from

bike to car istoo high.

Thusincreasing the demand

of the carmany fold. • 

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Number of customers

/ Volumeof sales - 

If there arefewbuyersthen they areable to

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dictate theterms. They

pull downthecost by

Bargaining.The

bargainingpower of buyer

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is high asthere are lot

of choiceavailable to

thebuyer andthe service

do not varyfrom one

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manufacturerto theother.

They forcethe

manufacturesto improve

the quality. Allthiscan be

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clearly seenin the case

of NANO carthe price tag

atwhich ithas been

offered orthe quality of

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the NANOcar

nocompromises has been

done at anyfront. • 

Brand

Image - 

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The brandimage of the

TATA and thesegmentin

which theNANO has

been themost

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attractivething in

theentirepackage. 

SUPPLIER S • 

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Numberand Size of 

Suppliers  – A company

tomanufacture

itsproductsrequires raw

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material,labor etc. If

there arefewsuppliers

providingmaterial

essential tomake a

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productthenthey can

set the pricehigh to

capture moreprofit.

Powerfulsuppliers can

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squeezeindustry

profitability togreat extend.

Incase ofNANO the

supplier arelimited and

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the size ofthesuppliers

are bigenough to

bring aboutthe

controllingpower inthe

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price of thecar. The

NANO carhas more

than 128suppliers inall

and themajor portion

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of thebuilding cost

of the car istheparts

supplied bythe suppliers. • 

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UniqueService /

Product - Suppliers’

productshave

fewsubstitutes. Supplier

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industry isdominated by

a few firms.Thesome

parts of theNANO car

are obtainfrom the

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supplierwhothem are

big enoughand limited

substitutesare available

againstthem.So the entire

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productionline depends

upon themonly. 

Page | 5 Business

Policy &

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CompetitiveStrategy • 

Ability to

substitute - Suppliers’

productshave high

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switchingcosts. In many

case evenwhen

substitute areavailable its

notthat easyto opt for

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substitute asthe next

product intheassembly

line dependsupon it. If the

change in theany part

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isbroughtabout the

long list ofdepended

parts alsohave to

bechanged ,which in most

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cases is notfeasible to do. 

SUBSTITUTES • 

Price band

- 

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The threatthat

consumer willswitch to a

substituteproduct if there

has been anincrease in

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price of theproduct

orthere hasbeen a

decrease inpriceof the

substituteproduct. If

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the price ofthe NANO

carwillincrease

the mainexpected

customers iethe one

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switchingfrombike to

car will notmove to car

and willremain in the

bike only.Thus the

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price is keptchecked in

this manner. • 

Substitutes

performan

ce - The

performance

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of thesubstitutesect

or will alsoplay a

important rolein the

success ofthe NANOcar.

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If the price ofthe Bike

segmentincreases or

the priceband of the

smallsegment fall

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, it will haveeffect on the

quantityrequired in the

market. Its just on the

price but alsothe

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featuresandthe other

servicesassociated or

it may be thestatus

symbolstory.The success

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of the electriccar segment

with playerlikeREVA can

also effect thedemand of

the NANO. • 

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Buyerswi l l ingn

ess–

 Products

withimprovingpri

ce/performance tradeoffs

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relative topresent

industryproducts.It

willdetermine

thewillingness of

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newproductin the market

ie ‘NANO’.They might

be willing togo forthe test

products like

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Maruti 800 ,Santro etc. 

COMPETITIVE

RIVALRY• 

Numberand

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Diversityof 

Competitor - 

Thisdescribesthecompetition between the

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existing firmsin an industry.

the current Page | 6 

BusinessPolicy &Competitive

Strategy 

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scenario, thesmall car

market inIndia is very

competitivewithplayers

like MarutiSuzuki, Tata

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Motors,Hyundai etc.

whichwaspretty

muchdominated by

Maruti. Butwith launch of

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Nano the1lakh car the

wholemomentum of

the markethas shifted.

Now tobecompetitive

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in marketother

companieshave to

eitherslashrates of

their existingmodel or

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have to goback to the

drawingboardand build

again. • 

PriceCompetitio

n - 

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Advertisingbattles may

increasetotalindustry

demand, butmay be

costly to

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smallercompetitors 

. Products with

similarfunction limit

the pricesfirms can

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charge.Pricecompetition

often leavesthe entire

industryworse

off.NANO isthe only

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player so ithas the price

freedom butas theMaruti

and Hondaare also

planning tolaunch the

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car inthesame

segment theprice

competitionwill start. • 

Exit

Barriers–

 

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Even if theproduct fails

in the marketits not

thateasy forthe company

to exit themarket just

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like thatbecause of

the heavyinvestment it

has made inthe initial

stage. If theNANOfails or

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falls flat theTATA motors

will not be ina state to

slowdone theproduct even

when NANOproduction

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line can beusedby the

otherproducts after

fewmodification

as for NANOonly thenew

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product linewere setup

and huge costwere

incurred. • 

ProductQuality - 

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Increasingconsumer

warranties orservice

isverycommon

these days.To maintain

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businesscompetitive.

Thisrequires

additionalcapitalexpen

diture whichtends to eat

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upcompany's

earning. Ontheother

hand if noone else can

provideproducts/ 

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competitors inthis segment. 

Page | 7 Business

Policy &CompetitiveStrategy 

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and to onlytransplant a

couple ofsenior

managersfrom India

into the newmarket. The

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benefit isthatTata has

been able toexchange

expertise. Forexample

aftertheDaewoo

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acquisitionthe Indian

companyleaned

workdiscipline and how to

get the final

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product 'rightfirst time.' • 

Tata MotorsLimitedacquired 

DaewooMotor's 

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since 2006.This has

enhancedthe

productportfolio for Tata

and Fiat interms of

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2008 TataMotor's

successfullypurchased

the Land Rover

and Jaguar 

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brands fromFord Motors

for UK£2.3million.

Two of theWorld's

luxury carbrand have

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been addedtoits portfolio

of brands,and has

undoubtedlyoff the

companythechance to

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marketvehicles in

the luxurysegments. • 

NANO is thecheapest carin the World. 

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BusinessPolicy &

CompetitiveStrategy • 

The range of

Super 

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Milo fuelefficient

buses are powered

bysuper-efficient, eco-

friendlyengines. 

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are basedupon 

3rd and4thgeneration

platforms , which put

Tata MotorsLimited at

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Land Roverbrands Tata

has not gotafoothold in

the luxury car

segment 

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in itsdomestic,

Indianmarket. The

brandassociated

withcommercial

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vehicles andlow-

costpassenger cars to the

extent that ithas isolated

itself fromlucrativesegm

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ents in amore 

aspiringIndia 

. • 

Othercompeting car

manufacturer

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s have beenin the

passengercarbusiness

for 40, 50 ormore years.

Therefore

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Tata MotorsLimitedhas to 

catch up interms of 

quality andlean

production. • 

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Sustainability and

environmentalism 

could meanextracostsfor thislow-cost

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producer.This could

impact itsunderpinning

competitiveadvantage.

Obviously, asTata

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globalisesand buys

intootherbrands this

problem couldbe alleviated. 

Page | 9 of 9

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nice layout, the best

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Est-ce nous nous somme deja rencontres?

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ditto

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awesome

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Ik verontschuldig me voor het houden niet omhoog met uw guestbook.

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Michael Porter's Five Forces Analysis - 

TATA Motors 

Michael Porter's Five Forces Analysis of TATA Motors

• The rivalry between existing sellers in the market. 

• The power exerted by the customers in the market. • The impact of... (More) 

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