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E-book
Author Pratap, Sankalp

Title From chaos of steel cycles to the promise of 'joy of building' : Tata Tiscon eyeing the next big leap / Sankalp Pratap and Biswatosh Saha
Published Bingley, U.K. : Emerald, 2016
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Emerald Emerging Markets    View Resource Record  

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Description 1 online resource (28 pages) : illustrations, charts
Series Emerald emerging markets case studies 2045-0651 ; vol. 6, no. 1
Summary The case refers to India's leading steel company Tata Steel. Tata Tiscon, the steel rebar brand, is the organization's leading retail brand. The case chronicles the period between the birth of the retail brand in the year 2000, its dramatic rise and dominance, to the end of 2013 when some of its initiatives had failed. Tata Tiscon was established as a pan India brand on the dint of a distribution network comprising 33 distributors and over 2000 retailers, many of them exclusive to the brand. The brand spawned a series of innovation in the category like 'selling by piece', fixed price concept and 'free' home delivery. Together with its channel partners, the company achieved dramatic success which was reflected in its leading market share coupled with significant price premium in a category where price had traditionally being the only selling pitch. Post 2010, the company saw an emerging challenge in the form of a new business model where some companies were gearing to provide the complete portfolio of construction material including cement, steel et cetera and a turnkey construction solution for house builders. Tata Tiscon responded by attempting to enter the service space by launching a building design solution and later a construction supervision solution. Both of these initiatives failed. The protagonist of the case is Mr. Keshav Viswanath (Chief of Marketing for retail business at Tata Steel) who is concerned with the failures of these key initiatives and is wondering how to ensure the 'leader' status of Tata Tiscon in coming years
Notes Expected learning outcomes: 1) Understand how a core strategy like differentiation is implemented successfully in 'practice' 2) Understand the exploitation-exploration dichotomy in an organization 3) Appreciate difference between radical innovation (based on new organizational routines, new business partners and new relationships) and incremental innovation based on fine tuning of existing organizational routines and relationships
Teaching Notes are available for educators only. Please contact your library to gain login details
Bibliography Includes index and bibliographical references
Audience The case is designed for a) MBA students b) Short duration executive MBA courses
Subject Strategic planning
Total quality management
Genre/Form Case studies.
Form Electronic book
Author Biswatosh, Saha