![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-1](http://images.happyhaksul.com/thumb/555/554169-0001.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-2](http://images.happyhaksul.com/thumb/555/554169-0002.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-3](http://images.happyhaksul.com/thumb/555/554169-0003.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-4](http://images.happyhaksul.com/thumb/555/554169-0004.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-5](http://images.happyhaksul.com/thumb/555/554169-0005.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-6](http://images.happyhaksul.com/thumb/555/554169-0006.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-7](http://images.happyhaksul.com/thumb/555/554169-0007.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-8](http://images.happyhaksul.com/thumb/555/554169-0008.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-9](http://images.happyhaksul.com/thumb/555/554169-0009.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-10](http://images.happyhaksul.com/thumb/555/554169-0010.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-11](http://images.happyhaksul.com/thumb/555/554169-0011.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-12](http://images.happyhaksul.com/thumb/555/554169-0012.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-13](http://images.happyhaksul.com/thumb/555/554169-0013.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-14](http://images.happyhaksul.com/thumb/555/554169-0014.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-15](http://images.happyhaksul.com/thumb/555/554169-0015.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-16](http://images.happyhaksul.com/thumb/555/554169-0016.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-17](http://images.happyhaksul.com/thumb/555/554169-0017.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-18](http://images.happyhaksul.com/thumb/555/554169-0018.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-19](http://images.happyhaksul.com/thumb/555/554169-0019.gif)
![[경영전략] 타타모터스 `NaNo(나노)` 전략적 의사결정(영문)-20](http://images.happyhaksul.com/thumb/555/554169-0020.gif)
분야
pptx2.Market Analysis
3.Industry Analysis
4.Company Analysis
5.Strategic Decisions
- After years of dominating the commercial vehicle market in India, Tata Motors entered the passenger vehicle market in 1991.
- Tata Estate (1992, a station wagon design based on the earlier 'Tata Mobile' (1989), a light commercial vehicle), Tata Sumo (LCV, 1994) and Tata Safari (1998, India's first sports utility vehicle.
- Indica in 1998, the first fully indigenous passenger car of India.
- Best selling cars in the history of the Indian automobile industry.
- The success of Indica in many ways marked the rise of Tata Motors.
http://en.wikipedia.org/wiki/Tata_motors
Existing Tata’s technology and brand image are so high
There will be much competition in the long-run with international companies
Tata decided to focus on design.
Tata passed the risk in production of large scale to suppliers.
Lower income group has low power.
