TATA-AIG Life Insurance Company Ltd. India CGAP Working Group on Microinsurance Good and Bad Practices Case Study No. 14 James Roth and Vijay Athreye – September 2005 Good and Bad Practices in Microinsurance TATA-AIG‚ India Good and Bad Practices in Microinsurance This paper was commissioned by the “Good and Bad Practices in Microinsurance” project. Managed by the ILO’s Social Finance Programme for the CGAP Working Group on Microinsurance‚ this project is jointly funded by SIDA
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Overview: Tata Motors‚ set up in 1945 to manufacture locomotives‚ is India’s largest automobile company. It launched Nano in Mumbai on March 23rd 2009. TATA NANO received huge response during its launch from people who dreamt of owning a four wheeler who could hitherto afford a motorcycle. The number of bookings registered during the prescribed period of 17 days from April 9th 2009 to April 25th 2009 more than doubled the initial production capacity. It was poised to revolutionize the face of
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Logistics SAP ‚ VCM SAP ‚ CRM - DMS Strategic Alliances Transporters‚ Convoy Drivers Association Dealer Network‚ Marketing Research Firms‚ Vehicle Financing Regional Warehouses‚ Dealer Workshops‚ Distributors‚ TASS 9 Value Chain Analysis: Tata Motors Inbound Logistics Long term contract with service provider’s – transporters and agents Personnel at regional offices for over seeing the smooth transit of goods Transparency and monitoring through deployment of IT – all transactions through
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Business Administration & computer Application‚ Lonavala without Whose help completion of the project was highly impossible. I take this opportunity and privilege to articulate my deep sense of gratefulness to the managing Director‚ and the staff of the Tata motors Car Plant for their timely help and positive encouragement. I wish to express a special thanks to all teaching and non- teaching staff members of Sinhgad Institute of Business Administration & Computer Application‚ Lonavala for their continuous
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Memorandum To: Thomas A. Hemphill From: (Your Name) Date: Spell Out! Subject: Name of Case ___________________________________________________________________ 1. Tata Nano is neither an incremental innovation nor component or architectural innovation. This is because of brainstorming session to create functionality with different material better in order to achieve cost effectiveness objective. This is a complete rethinking process for fewer parts. Nano development is competence enhancing
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hereby certify that Anirudh Subramaniam student of Masters of Business Administration at Amity Business School‚ Amity University Uttar Pradesh has completed the Project Report on “Service Process Improvement: Improving the order to cash process at Tata Teleservices Ltd.”‚ under my guidance. Mr. Shyamsunder Pal Professor Department of Operations and Decision Making Acknowledgement My indebtedness and gratitude to the many individuals who have helped shape this thesis in its present form cannot
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Company announced it will sell its Jaguar and Land Rover divisions to India’s Tata Group. The Tata Group already owns former British stalwarts Tetley Tea and steel company Corus Group PLC. Now‚ it’s looking at a couple more renowned brands -- Jaguar and Land Rover -- a quantum leap in class for a group whose main vehicle business has been making inexpensive cars and trucks for Indians. The luxury brands would give Tata access to the know-how and the networks it would need to expand its presence
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Analysis The New York Times: “Tata Motors finds success in Jaguar Land Rover” By Vikas Bajaj. Published: August 30‚ 2012 anas@students.mq.edu.au BBA340 Media Analysis The New York Times: “Tata Motors finds success in Jaguar Land Rover” By Vikas Bajaj. Published: August 30‚ 2012 The article ‘Tata Motors finds success in Jaguar Land Rover’ by Vikas Bajaj seeks to explore the acquisition of English car brands Jaguar and Land Rover by Indian based auto company Tata Motors. The article discusses
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of Tata companies are working overtime to place their people in the driver’s seat The crowd holds its collective breath as Pakistan speedster Shoaib Akhtar prepares to strike. But the batsman‚ B Muthuraman‚ is unperturbed. The delivery is sent flying into the stands. The cheers get louder as the Tata Steel managing director raises his bat in triumph. Not real life‚ but an inspirational film. "It’s a part of our Vision 2007 campaign‚" explains Niroop Mahanty‚ vice president (HRM)‚ Tata Steel
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Road or Smooth Ride? In June 2008‚ India-based Tata Motors Ltd. announced that it had completed the acquisition of the two iconic British brands - Jaguar and Land Rover (JLR) from the US-based Ford Motors for US$ 2.3 billion. Tata Motors stood to gain on several fronts from the deal. One‚ the acquisition would help the company acquire a global footprint and enter the high-end premier segment of the global automobile market. After the acquisition‚ Tata Motors would own the world’s cheapest car - the
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