The past year has seen brand Tata grow in leaps, be it either the deliveries of the much-awaited Nano (which boosted Tata Motors’ equity by making it the second-largest seller of passenger vehicles in the Indian market) or the inorganic moves of Tata, which finally started showing promise during 2009. Of course, many buy the fact that it is the calculative Tata management’s inorganic strategies have made a huge contribution to building the goodwill that won this brand the 2010 Most Valuable brand crown. [It was #2 last year.] Says Prof. Alison Richard, Vice-Chancellor, University of Cambridge (UK), “In going global, various details are important to note, like the right time to venture and the choice of target. I think the Tatas do this sort of homework very well, which help its brand appreciate in value. For instance, when they acquired Daewoo, it was a loss-making company, but had the potential to make inroads for Tata into markets like Korea. And that’s exactly what has happened.”
So what are the key forces that gave the brand the desired torque? Recent quarters have seen a revival in the financials of Tata Steel’s Corus subsidiary, with the company reporting a consolidated bottomline of `1,825 crore in Q2, FY2010 – a happier tale than the loss of `2,209 crore that it posted in Q2, FY2009. The reason for this is obvious. With the revival of European market’s economic engine (fuelled by the automotive, construction, engineering and aerospace businesses), Tata Steel’s UK entity is finally up and running. All this, after a painstaking integration process, lasting three years. The company has even managed to lighten its interest liabilities by 32% (y-o-y) to Rs.597 crore as of date.
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Source : IIPM Editorial, 2011.
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
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