COMPANY CAPABILITY ANALYSES, TATA TECHNOLOGIES

COMPANY CAPABILITY ANALYSES, TATA TECHNOLOGIES

Introduction

For any business organization to be in a position of competing with the rest of the organizations in the market, it must exhibit some unique features which enable it stand out above the rest. Such features are not normally a one day affair but developed gradually from the moment a business is launched and will continue in the entire existed of such a business because the business environment keeps on changing. This paper scrutinizes the changes in the business organization operations for competition purposes also known as the maturity model of a business using Tata Technologies as the case study company.

Tata Technologies was established in the year 1989 under Tata Group of companies with an aim of contributing both design and engineering services to the leading manufacturing firms’ globally. Its mother branch, the Tata Group had already established itself since 1868 as a conglomerate holding company in India and through it Tata Technologies established itself quickly as a reputable engineering organization the country (Apte & Ravi, 2016).

While Tata Technologies was developing, INCAT Company, an Automotive and Aerospace Engineering Corporation carved its name as a design and engineering leader to the top automotive OEMs in the world. Also, the Integrated Systems Technologies (IST) Company was also busy establishing itself in North America as a Product Lifecycle Management and a system integrator software service provider (Bruche, 2010). The two merged organizations however merged in 1998 to form INCAT International providing both products and services in aerospace and automotive fields. This company was going to become a major competitor of Tata technologies and with added advantage because of its coverability compared to Tata Technologies. Luckily, in 2005 it was acquired by Tata Technologies setting the first step towards the promising future of Tata Technologies by expanding its market and the level of expertise.

The headquarters of Tata Technologies are based in Singapore but with regional branches in UK, US and India. Also, the company has established offices in countries like Germany, Ireland, Thailand, Mexico, Canada, Korea, France, Japan, Netherlands and many others.

Today, the company is among the leading global engineering consulting organizations specializing in automotive and aerospace. It also provides product lifecycle management services, design and engineering; IT services management, manufacturing and product development to both the aerospace and automotive original manufacturers. Mainly, the company focuses on manufacturing industries (Patel, Alavandi, Subbian & Midoun, 2012); dealing with every aspect of value chain right from basic concepts to recycling. It also provides support to clients through its integrated engineering and IT services and the tools to facilitate product development cycle in the manufacturing ecosystem.

Tata Technologies maturity model

Tata Technologies Company has been using a resource based strategy to achieve its competitive advantage over its competitors like ConRes and ProductSpace Solutions. Through this strategy, the company has been providing distinctive products and services to their consumer which has been achieved through acquiring competence engineers globally.

Resource Based strategy in Tata Technologies

As a unit of Tata Group following its establishment in 1989, Tata Technologies was under restrictions because all the business decisions were supposed to come from above. Although this may not appear as a challenge as such, to some extent it is especially considering the fact that these two companies offered different products and services and a decision which favored one of them may not favor the other as well (Patel et al, 2012). Therefore, Tata Technologies step of spinning off as an independent business unit in 1994 was a superb idea which enabled its management to be in a position of making favorable decisions based on the company’s products and services.

Mainly, Tata Technologies had been established with an aim of contributing both design and engineering services to the leading manufacturing firms’ globally but that was challenging especially without technological experts (Apte & Ravi, 2016). To bridge that gap, in 2005 it acquired INCAT International, a partnership of INCAT Company and Integrated Systems Technologies (IST) (Bruche, 2010). That move made it a unique global provider of IT Development services, Engineering Services Outsourcing and PLM solutions with integrated expertise, experience and resources that are unequalled in the industry.

The acquisition of INCAT international by Tata Technologies made the company expand as far as market coverability was concerned because of the wide range of services it was capable of providing when compared to its initial services. Also, this global footprint created a wide access to more talented and experienced engineers and fresh graduates who were able to come up with the largest and most experienced group of engineering talents in the industry (Bruche, 2010). As a result the company scaled up rapidly and flexing resources and other important skills to enable it meet project demands for its clients and helped them shift from fixed to variable costs while retaining its access to top talents, with deep understand of their products as well as processes.

As a way of winning the loyalty of its consumers, Tata Technologies established a strategy of helping its partners in the manufacturing sector in tackling the challenges related to shortage of skills and engineering resources. The company has partnered with world’s top automotive OEMs and tiered one auto suppliers, the top aerospace companies and leading manufacturers of OEM machinery to supply high-end capability machines and with variable capacity (Apte & Ravi, 2016).

The Key Success Factors of Tata Technologies

Among the major factors contributing to the current successful state of Tata Technologies is its stable market which has been established through its customer relationships (Patel et al, 2012). For instance, the company has nurtured the strategy of helping its partners in the manufacturing sector in tackling the challenges related to shortage of skills and engineering resources which has ensured customer loyalty and trustworthy environment giving the company a competitive advantage over its main competitors like ConRes and ProductSpace Solutions.

The company’s focus on innovation has also played a major role in its milestones up to where it current stands. Considering the fact that consumers will always be excited with what’s new in the market, Tata Technologies has greatly invested in the sector to capture the attention of consumers of its products and services.

In 2005 Tata Technologies absorbed the INCAT International, a partnership of INCAT Company and Integrated Systems Technologies (IST), step that made it a unique global provider of IT Development services, Engineering Services Outsourcing and PLM solutions with integrated expertise, experience and resources that are unequalled in the industry. Keenly looking at this move, the company had a lot to gain from the decision (Patel et al, 2012); one, engineering services go hand in hand with IT services and secondly, the company directly managed to create larger markets for its products and services. The company has continually kept this phase by partnering with more organizations to ensure provision of quality services to its consumers.

Tata Technologies Capabilities in Relation to its KSF

Innovation has been one of the strongholds of Tata Technologies enabling it to stand out among other companies providing similar services in the industry like ConRes and ProductSpace Solutions and which has been achieved through its global footprint which has created a wide access to more talented and experienced engineers and fresh graduates who form the largest and most experienced group of engineering talents in the industry. As a result the company has scaled up quickly with flexing resources and other important skills to enable it meet project demands for its clients and helped it shift from fixed to variable costs while retaining its access to top talents, with deep understand of their products as well as processes.

The company has also utilized consumer loyalty as a way of obtaining large markets over its competitors in the industry (Patel et al, 2012). Through this approach, Tata Technologies has established a strategy of helping its partners in the manufacturing sector in tackling the challenges related to shortage of skills and engineering resources. The company has also partnered with the world’s top automotive OEMs and tiered one auto suppliers, the top aerospace companies and leading manufacturers of OEM machinery to supply high-end capability machines and with variable capacity to its consumers.

References

Apte, A.A. and Ravi, H., 2016. FE prediction of thermal performance and stresses in a disc          brake system (No. 2006-01-3558). SAE Technical Paper.

Bruche, G., 2010. Tata Motor’s transformational resource acquisition path: A case study of            latecomer catch-up in a business group context (No. 55). Working papers of the institute           of management berlin at the berlin school of economics and law (HWR Berlin).

Patel, D., Alavandi, B., Subbian, T. and Midoun, D., Ford Global Technologies LLC,       2012. Underrun energy-absorbing structure for a vehicle. U.S. Patent 7,399,015.