An In-depth Analysis of Tata Group's Business Development Strategies

This essay provides an in-depth analysis of the Tata Group's business model, focusing on innovation, e-business, and sustainable development. It explores the application of the Tata Business Excellence Model (TBEM) as a strategic tool for driving business performance and achieving stakeholder value. The essay highlights the group's diversification strategies, including the development of e-business platforms like TataCliq, and the adoption of a three-pronged approach to encourage technology and innovation across different sectors. The analysis covers key aspects such as leadership, strategic planning, customer focus, and business results, emphasizing the importance of adapting to changing business environments and fostering continuous learning. Furthermore, the essay discusses the group's global focus, revenue streams, and its commitment to fostering innovation through academic and research projects, ultimately aiming to create a sustainable market presence and meet the evolving expectations of its stakeholders.

RUNNING HEAD: INNOVATION AND SUSTAINABLE BUSINESS DEVELOPMENT 1
Innovation and
Sustainable Business
Development
The Tata Group
Submitted by:

The Tata Group 2
The Tata Group is an Indian Multinational conglomerate holding company established by
Jamsetji Tata in the year 1868. The head office of Tata Group is in Mumbai, Maharashtra. It has
gained global recognition after purchasing a number of international companies. The essay
determines the innovative business model: E-business and IT, Strategy and Technology and
innovation management.
The Tata Business Excellence Model has been envisaged as a strategic direction to drive
the business at Tata. The conglomerate aimed at developing the best global business process
practice. The business process model developed by the group has an intrinsic dynamism to
develop and keep in pace with the changing business performance structure. The primary
objective of the Tata is to develop business excellence model in order to enhance value for all the
stakeholders. This has helped in contributing to the marketplace success, maximization of
business capacities. The group is adhered on delivering organizational and personal learning. The
TBEM matrix is used as an important tool for gaining organizational self-assessment, awards and
feedback. The business mode at Tata focus over improving business excellence practices,
competencies and results by facilitating communication with a common language. The purpose
is to gain excellence and sharing best practices amongst Tata companies (Investing in innovation,
2017).
The business model serves as an operational tool for indulging and managing act, for
giving guidance, and for recognizing learning opportunities.
TBEM’s foundation concepts are personified in the seven categories: i.e.: Leadership,
Strategic planning, Customer focus, Measurement, analysis and knowledge management,
Workforce focus, Operations focus and Business results(Rao,2012).

The Tata Group 3
The e-business model at Tata deals in various forms by coordinating in between the
consumer and business. Tata is working internationally by forming alliance with the local
organization. This is providing it with an effective business management feature. The overall
purpose is to compete with the other business organizations by providing e-business solutions.
TataCliq is an online shopping website by the business organization with a well-defined business
architect. The purpose is to diversify in the market by providing consumers with the multifaceted
functions (Tata Review, 2014).
In cost-revenue architecture, the primary feature is to channelize the profits through
overcoming market changes due to disrupt value positioning, new market strategies and
ineffective marketing and sales strategies (Osterwalder & Pigneur, 2010). Tata has diversified its
business into various units where the primary focus is to compensate the loss occurred at one
company with the other. In this way the group is able to meet up with the expectations of the
stakeholders. Tata companies have a considerable business that includes Tata Steel, Tata Motors,
Tata Consultancy Services, Tata Power, Tata Chemicals, Tata Global Beverages, Tata
Teleservices, Titan, Tata Communications and Taj Group. By diversifying the business the
organization has achieved effectiveness.
The Tata group is responsible for gaining effectiveness in the business operations by
recasting itself. They are planning to offer a next generation solution. They are in the forth way
of diversification and redefining their position by developing model. The strategy is to grow and
evolve for the new age in vertical direction by defining various categories. This is to meet the
complexities taking place in the business environment (Johnson, Christensen & Kagermann,
2008). The revenue for the company is due to the non-Tata client’s account which accounts

The Tata Group 4
approximately: 55 percent of revenues. This is expected to go up to 70 percent in the coming
years. TSMG’s global focus is increasing as well creating well-defined opportunities. Overseas
revenues currently account for about a fifth of the total. It is growing at a brisk pace. At present
the organisation has a total portfolio of 500-plus actions with more than 100 clients broaden
across the globe and different sectors.
The Tata Group has adopted a three pronged strategy to encourage technology and
innovation across the different sector. The three key drivers to gain a better result are an effective
business communication and recognition of innovative across business sector, facilities ad
initiatives and enabling continuous learning. This is done by collaborating with the international
brands. The company has a wide business network and a vibrant leads over the world. This is
providing the company in stimulating innovation and fostering collaboration at a large scale
(Zott, Amit & Massa, 2011). The group has a set of platform to provide international
organization with innovative concepts and ideas. The group is investing in the academic and
research project in order to create an innovative procedure. The major focus of the organization
is to improve the experience of the individual through an effective concept (Chesbrough, 2007).
The workforce needs to be aligned with the business environment in which the
organization is working. The plan regarding the business development needs to be directly
related with the growth and development in the new technology. What is actually developing in
the business has a direct correlation with the business activities. TBEM provides with a
wonderful platform to assess the team roles and utilize the business in most effective way. The
latest practice of the company is to engage directly with the board and providing with a vital
process in order to gain continuous innovation and progress. In the recent time, the business

The Tata Group 5
organization has developed an effective growth and development plan. By implying an
innovative business model it is possible to match up with the expectations of the customers. The
purpose of an organized business environment is to match up with the changing business model
(Lindgardt et al 2009).
The focus of the conglomerate is to focus over the changing business environment and to
gain sustainable changes taking place in the business. The primary focus of Tata Group is to
bring innovation in different investment they have done. In this way the business organization is
able to gain a sustainable market place. In the changing business environment it is evident that
the business is gaining growth in a better way. The group has already developed the best global
business process practice. The business process model developed by the group has an intrinsic
vitality to progress and keep in pace with the varying business environment (Lindgardt, Reeves,
Stalk & Deimler, 2009).
These parameters allowed the business organization in dealing with the problems.
Recently the world has seen changes in the way business is been done. The organisation's
business model has been impacted by change taking place in surroundings. There is a consistent
growth and changes in the organization. It is adapting the changes taking place in the business
environment and making effectiveness in its operations. They are moreover diversifying business
by expanding business internationally. In this way the brand is able to match up with the
customers’ expectation. The growth in the sector is wide and Tata Group has a diversified market
strategy providing with a direct focus (Johnson, 2010).
To conclude, Tata is known across the world for its effective business strategy. The
business model at Tata focus over improving business excellence practices, competencies and

The Tata Group 6
results by facilitating communication. This allows the business in meeting up the necessary
changes taking place in the business world. Tata Business Excellence Model (TBEM) is the
foundation for conducting organisational assessments. In addition, the criterion has three
significant roles in intensifying competitiveness by improving organisational performance
practices, capabilities, and results. This is helping the organization in meeting the targets and to
aid communication and sharing best practices information among its subsidiaries. In order to
serve as a operational tool for managing performance. Tata is continuously making
organisational planning and prospects for learning.
References
Chesbrough, H. (2007). Business model innovation: it's not just about technology anymore.
Strategy & leadership, 35(6), 12-17.
Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long range
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Investing in innovation, (2017). (ONLINE). Retrieved from:
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August 2017)
Johnson, M. W. (2010). Seizing the white space: Business model innovation for growth and
renewal. Harvard Business Press.

The Tata Group 7
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business
model. Harvard business review, 86(12), 57-68.
Lindgardt, Z., Reeves, M., Stalk, G., & Deimler, M. S. (2009). Business model innovation. When
the Game Gets Tough, Change the Game, The Boston Consulting Group, Boston, MA.
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Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future
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