英文论文范文塔塔集团市场

　　本文是英文论文范文，主要是研究和分析塔塔集团的市场营销，及其全球扩张战略。《电子科学技术与应用》(ISSN刊号：2251-2608)衷心邀请来自世界各地的学者们投稿，来稿会进行同行评审。本刊属开放获取刊，可以即时查看或访问研究结果，同时允许免费使用学者的研究成果。本刊致力于出版电子和电子工程领域全面和最新发展的高质量学术论文。我们为电子和电子工程领域广泛的研究人员和专业人士提供了一个交流和信息交换平台。

　　塔塔集团采用全球扩张战略，使其集团进入全球市场。作为一个结果，成为世界上最大的企业，塔塔已经扩展到多个企业通过汽车、电信、电力、采矿、钢铁、酒店行业、化工行业等的收购，最根本的问题是在不同市场的运作，在80多个国家的100家公司业务多元化。于是，塔塔集团面临的最大挑战是在二十一世纪全球竞争中，不断培养优秀人才，保留传统价值体系，同时提高管理带宽，保持同样的道德原则。

　　Source problems

　　Tata group uses the global expansion strategy to bring his group into a global market. As a result of becoming one of the world’s largest businesses, Tata has expanded into multiple businesses through acquisition of the automotive, telecom, power, mining, steel, hotel industries, chemical industries, etc. The fundamental problem is the diversification of businesses in different market that operate for over 100 companies in more than 80 countries. Thereupon, the biggest challenges faced by Tata Group are the continuum of recruiting talented individuals and retaining traditional value system while increasing the management bandwidth and carry the same ethical principal in the 21st century global competition.

　　Secondary problems

　　Short term

　　Diversification of businesses

　　Tata’s group has grown too broad of its investments and businesses through mergers and acquisition (Luthans, Fred & Doh, 2009). The diversification of the businesses over different countries would result the group to have a problem regarding working environment and national cultural difference of each individual market where the acquisition takes place.

　　Continuation of CSR and sustainability of business during economy recession

　　Promoting Corporate Social Responsibility (CSR) is a mission to the group which was developed by Tata’s great grandfather, Jamsetji Tata. To sustain business while promoting corporate social responsibility culture would remain a challenge for Tata Group. It will be a difficult situation for Tata Group to decide between fulfilling the mission and sustaining its businesses during an economy slowdown especially there is $7.4 billion in debt.

　　Long term

　　Lack of successor after retirement of Ratan Tata

　　Ratan who is single and childless could even be the last Tata to oversee the group. He hasn’t titled a successor after he retires from Tata. The problem would be the lack of a successor for his position.

　　Organization structure

　　The diversification of its investments and businesses in different regions has led to insufficiency of the central system. There is a scarcity in the centrally focused objective of the group. Accordingly, eccentric structure gives individual companies a way to handle new opportunities and threats.

　　Struggles with owning Corus

　　Acquisition of Corus, an Anglo-Dutch steel firm which is four times larger than its size and the largest steel producer in the U.K. Post-acquisition issues faced by Tata Steel with $7.4 billion of debts and higher-cost operations of Corus will weaken its profit margins as well as cross-cultural issues.

　　Analysis

　　Tata Group is managing nearly 100 companies with 300 subsidiaries in seven broad sectors and operates in more than 80 countries, which is an extremely daunting task. This is a long-term problem towards its diversification of investments and businesses, as there is no common objective. The dilemma arises from the proper management and cultural difference of companies under Tata Group will lead to the challenge of the group.

　　The persistence of cultural value contrasts is relevant for multinational organizations that are exposed to numerous national cultures in their regular operations. According to Hofstede’s Cultural Dimensions Theory (Appendix 1), Indian culture is under the power distance which all individuals in societies are facing inequality (Pankaj, G. & Sebastian, R. 2011). Nevertheless, the UK is categorized into Individualism (Appendix 1) and therefore points to the fact that British culture promotes equality and individuality. Acceptance of un-equal rights of Indian culture towards working environment would affect the whole organisation’s profitability as well as employees’ attitudes toward work, for instance, the acquisition of Corus Company from Europe.

　　According to Kurt Lewin’s Force Field Analysis (Appendix 2), this method would help organisations in its effective management. In force field analysis change, it is to test whether it will lead to the desired state while restraining forces will hold the organisation back. In order to change organisation to the desired state, it has to strengthen the forces supporting the change and weakening those against it (Stephen, 2006). Due to future threats to Tata may lie in its diversification strategy, a lack of central control of Tata Group is a restraining force to achieve a desired state in the global.

　　From the article, the management style of Tata Group seemed to follow an ethnocentric strategic predisposition and an organizational culture of “family culture”.

　　The management style used by Tata Group is a centralized system that follows the organisational culture of ethnocentric predisposition. In this predisposition, plans and decisions for overseas market are developed in the home country (Yoram, 1973). It could be an issue for a company that’s entering into a foreign market. In the passage, Mr Ratan is the chief dealmaker who is negotiating the major deals and manages all the details of his business (Luthans and Doh, 2009). The ethnocentric predisposition may influence the parochialism in Ratan Tata regarding his logical strategic thinking.

　　According to Trompenaars’ Four Diversity Cultures (Appendix 3), Tata Group has adopted “family culture” which power is concentrated in specific leaders. This type of organizational culture is emphasized on the hierarchy, orientated towards persons, tasks directed from the leader as well as taking good care of the employees (Adrian & Michat, 2011). For instance, Tata ensures employees are given benefits and enjoy continued employment (Luthans and Doh, 2009). This would affect their annual spending in the company’s home base.

　　As mentioned above, ethnocentric strategic predisposition was applied in Tata Group’s management. The acquisition has led Tata Steel to face some major issues. By owning Corus, Tata Group was facing the high expenses of Corus and Tata’s profit margin will be weakened based on the new debt of $7.4 billions. Solid Research and Technology advancement is one of the reasons that Tata Group obtained the Corus, which added to the upper hand of Tata Group. Specialist issues with respect to increments in labour expense were high need for the unions to speak to Corus specialists. An additional $600 million in Port Talbot for assurance of their livings, but Tata executives declined after assuming control.

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