新西兰作业：塔塔化工有限公司的市场营销策略分析

塔塔化工有限公司(TCL)是一个全球性的公司,在化工，作物养分和消费者产品方面都是世界领先的，它也是世界上第二大纯碱的生产商，与在印度、英国、荷兰、肯尼亚和美国的生产设施相比，塔塔化工是世界上最分散的纯碱的公司,为客户提供一个高效的供应链,可以在全球范围内更好更快地服务客户。塔塔化工于1939年建立于米塔普尔(在印度古吉拉特邦)，塔塔化工是塔塔集团的一部分。塔塔化工是印度化工产业的市场领导者和先驱。
 

塔塔化工在全球范围内产纯碱的能力是每年550万吨左右,其中60%的电量来自于位于美国的怀俄明州，马加迪湖和肯尼亚等地，除了纯碱(碳酸钠),该公司还生产碳酸氢钠和散装化学品如硫酸、磷酸、磷酸和磷酸五钠(STPP)。公司业务还扩展到服务业，通过在农业、动物营养上的运用，同时还有涉及到建设、消费产品、玻璃、金属、制药、肥皂和洗涤剂、纺织和皮革工业等。塔塔化工致力于满足公司治理和商业实践的最高标准，所有的产品都秉持着可持续发展的原则。
 

About Tata Chemicals Limited Marketing Essay
 

Tata Chemicals Limited (TCL) is a global company with interests in chemicals, crop nutrition and consumer products. It is the worlds second largest producer of soda ash. With manufacturing facilities in India, UK, the Netherlands, Kenya and USA, TCL is the world’s most geographically diversified soda ash company, with an efficient supply chain that can service customers better and faster across the globe. Established in 1939 at Mithapur (in Gujarat, India), TCL is a part of the Tata group. The company is a pioneer and market leader in the Indian branded iodized salt segment and Indias leading producer of nitrogenous and phosphatic fertilizers.

 

TCL’s global soda ash capacity is around 5.5 million tonnes per annum, out of which 60 per cent capacity is from natural soda ash deposits at Wyoming, USA and Lake Magadi, Kenya. Along with soda ash (sodium carbonate), the company also manufactures sodium bicarbonate and bulk chemicals such as sulphuric acid, phosphoric acid, and sodium tripoly phosphate (STPP). The company has extended its operations into the services sector and touches lives through applications in agriculture, animal nutrition, construction, consumer products, glass, metals, pharmaceuticals, soaps and detergents, and textiles and leather industries. Tata Chemicals is committed to meeting the highest standards of corporate governance and business practices. All of its activities integrate the principles of corporate sustainability.

 

QUESTIONS Is TCL a dominant business corporation, related business corporation or unrelated business corporation? Why? (Draw Diagram. Considering four of Tata Chemicals Ltd’s SBUs (Soda Ash, Fertilizers, Table Salt and Fresh Produce), Comment on TCL’s horizontal scope based on relevant tests. Which of these four SBUs are recommended to be retained? Why?Identify and explain briefly any three CSI opportunity areas for TCL. Explain your strategic rationale.

 

Outline the key changes in TCL’s International Business Environment since July ’08. What are the key challenges facing TCL today? Outline your strategic recommendations for 2009-12 for TCL in terms of portfolio of SBUs and countries.Dominant or Related or Un-Related Business Corporation
 

TCL’s HORIZONTAL SCOPE BASED ON RELEVANT TESTS

csi OPPoRTUNITY AREAS FOR TCL
 

"In free enterprise, the community is not just another stakeholder in business but in fact the very purpose of its existence" — this principle is an inheritance from the founding fathers of the Tata Group. Central to the corporate philosophy of Tata Chemicals is its passionate commitment to the social development of the communities in which it operates improving the quality of life and fostering sustainable and integrated development in the communities where it operates is central to Tata Chemicals' corporate philosophy. This objective of social responsibility is equally well-entrenched in the minds of its employees, who play an active part in providing financial support and empowering rural communities to chart their own development.

 

As TCL grew and touched new horizons, it strengthened it’s believe in this principle and the principles of good corporate governance while pushing the profitability envelope forward. TCL takes the greatest possible care to ensure the safety, health and welfare of its staff and the communities living around its facilities. Protecting the environment is a crucial component of this equation. The company is a signatory to Responsible Care, a voluntary global initiative of the chemical industry which calls on enterprises to demonstrate their allegiance to safety, health and environmental issues. TCL does all its CSR activities through a passion driven set of objectives which look on to create the shared value for the society and the organization both. The roots for this are entrenched deep in the corporate vision and mission of the company. TCL is a Signatory to UN Global Compact  Signatory to Responsible Care – A global Initiative of Chemical Industry Signatory to CORE (Corporate Round Table on Environment) Company addressing stakeholders expectations through The Balanced Score Card Approach Company having trusts and societies for driving community & conservation Initiatives TCL aims at corporate sustainability through Returning back to the society manifold  Reduction in energy consumption, Transition from chemical products / processes to those based on Green Chemistry

 

Most of the CSR initiatives of TCL have been proactive in nature and hence qualify to be a termed as strategic CSR. TCL, along with maintaining a good corporate citizenship, has mostly been involved in activities which hold the key for future. It has always believed in addressing the issues which affect its value chain and are affected by its value chain. It has always been at the forefront of transforming value chain activities to benefit society while reinforcing strategy and doing strategic philanthropy that leverages capabilities to improve salient areas of competitive context.

        

TCL has been involved in following CSI initiatives having the potential of shared value creation

 

Tata Chemicals Limited (TCL) set up the Tata Chemicals Society for Rural Development (TCSRD) in 1980 to promote its social objectives for the communities in and around Mithapur, where its facility is located. This service was further extended to the communities in and around its Babrala and Haldia facilities. The Society works to protect and nurture the rural populations in and around TCL's facilities, and helps people achieve self-sufficiency in natural resource management, livelihood support and the building of health and education infrastructure. Taking into account the different geographical spread of the three regions and their individual subcultures, different agricultural, economic and development programmes have been implemented in these regions. Some of the programs undertaken by the society include Land reclamation, Integrated Watershed development, Integrated agriculture growth program and pond management. The society has also promoted Okhai-Handicrafts to promote the exquisite handicrafts of the region along with other initiatives such as rural enterprise development and promoting women’s empowerment through Self-help groups.

 

TATA Salt’s Desh Ko Arpan Programme was launched by the pioneers and undisputed leaders in the packaged and iodized salt category - Tata Salt in association with CRY in 2002 and raised around Rs. 33 lakhs in a period of one month. Through the Desh Ko Arpan programme, Tata Chemicals Limited contributes 10 paise for every kilo of Tata Salt, sold during specific periods, to the education of underprivileged children and enable underprivileged children have an opportunity to develop their sports ability and pursue higher education.

 

Reinforcing the implicit beliefs the Tata group brings to its mission of sustainable development is an explicit set of structures, embodied most notably by the Tata Council for Community Initiatives (TCCI). A centrally administered agency that helps Tata companies through specific processes, TCCI's charter embraces social development, environmental management, biodiversity restoration, climate change initiatives and employee volunteering.

 

TCL’s fertilizer unit at Babrala is the most energy-efficient, uses the least amount of water, has achieved zero effluent discharge levels (100 % Effluent generated from plant used for watering of trees in Green Belt), has commissioned 30 Bio-Gas plants and 15 Plants are under construction and has started production of organic fertilizer (Vermi Compost ) plant. All these are having a distinction of either best or first in the Indian fertilizer industry. This has led to a tremendous value creation for the company and has led to significant gains for the environment by remaining pollution free. Finally, this has helped the company making strides towards compliance with the Kyoto protocol.

 

The initiatives of a dedicated group of people from Tata Chemicals and organizations such as the Wildlife Trust of India and the International Fund for Animal Welfare in the effort to save the whale shark has really paid off to a greater extent. Tata Chemicals had partnered with various organizations to create awareness among the population about the significance of these gentle animals and this had contributed to the success of the programme. The project succeeded in creating an emotional bond between the coastal communities and the whale shark, through interpretation of Indian traditions.#p#分页标题#e#

 

TATA Kisan Sansar is a TCL initiative through which it is currently trying to address a small part of the rural population by reaching out to farmers. The approach is to offer Advisory services

 

Soil testing

 

Insurance of input investments

 

Output purchase

 

Crop loans

 

Farm machines

 

All these initiatives hold a great potential for improvement in the lives of the farmers and their dependents and also holds the promise of creating value for the company by providing new vistas for expansion and earnings. TKS is also being developed as a platform for providing good quality primary education.

 

TCL entered the biofuels business, looking to the rapid depletion in the world’s fossil fuel reserves, the escalation in oil prices and the planet’s need for cleaner fuels. The company believes that issues of food versus fuel although highly relevant today, can be addressed over a period of time through the use of appropriate feedstock and promising technologies that dramatically alter the economics of this business. TCL can leverage its strengths in farming and agriculture, chemical processing skills and scientific research to build this business in a sensible and sustainable manner. The company’s innovation centre is in parallel exploring novel feedstock options and developing more efficient technologies for the manufacture of biofuels.

 

KEY CHANGES IN INTERNATIONAL BUSINESS ENVIRONMENT AND CHALLENGES FACED BY TCL

Tata Chemicals (TCL) is an industry leader operating in two business segments of Inorganic Chemicals and Fertilizers. TCL is a market leader in Soda Ash globally and has domestic market leadership in Iodized Salt, besides being a major producer of Nitrogenous, Phosphatic and Complex fertilizers. TCL serves broadly three sectors of Agriculture, Industry and Households straddling a range of diverse customers – from glass to detergent manufacturers and from farmers to housewives. TCL has built these businesses on the platform of strong understanding of chemistry and intimate knowledge of customer needs. This focus on Chemistry and Customer has helped TCL, develop unique competitive advantages for each of its businesses. A strong reinforcement of this belief has been recognition by industry through several awards the Company received during the year. TCL is now the second largest player globally in Soda Ash. Some of the key changes are

 

After acquisition of General Chemicals Industrial Products Inc., USA (GCIP) in March 2008, close to 60% of its soda ash capacity comes from natural sources, placing TCL in a stronger position to face adverse cycles in the commodity business. Besides building a strong entity in an essentially commodity business, TCL continues to build stronger relationships with key customers while actively working with smaller players so that they are able to serve customers at the bottom of the pyramid.

 

TCL is a major player in nitrogenous and phosphatic fertilizers in the Indo-Gangetic agricultural belt. TCL forayed into other agri-businesses like crop protection, fresh produce and specialty crop nutrients to serve specific needs of the farmer spanning a range of products as well as services. TCL has developed deep knowledge of the rural hinterland of India and established strong relationships with the farming community, through its extensive Tata Kisan Sansar network, which now boasts of over 600 outlets. Simultaneously, TCL has successfully built strong brands (“Paras”) out of commodities like Urea and DAP, and created a loyal customer base, built on quality and efficacy. The foray into Agri-business and Fresh Produce is built on this strength of farmer intimacy.

 

Tata Salt continues to build on its strong Brand equity, reaching over 50 million households in India and being recognized as the most trusted consumer food brand in India.

 

What started out as a sub-prime crisis triggered by a housing-bubble in August 2007 transformed into a financial crisis by September 2008 and finally spilled over to the real economy late last year. The massive de-leveraging in financial markets has culminated in one of the worst economic contractions in history. With investors pulling out from overseas markets, a tightening credit market and declining consumption, company has been forced to scale back production and defer capital expenditure plans.

 

As a result of the foregoing developments, there has been a significant change in fundamentals of the economy, foremost being decline in availability of cheap credit. These changes have led to a major shift in assumptions on the basis of which industry operates and plans for the future.

 

Commodity prices that peaked in July 2008 have more than halved now (crude oil is hovering in the $50-60 range, down by ~60% from 2008 peaks). Factors that drove prices higher including a weak dollar, low pre-boom investment in extractive industries, supply restrictions, diversion of farmland for bio-fuels and export restrictions by governments have all moved in the opposite direction since. In sharp contrast to high levels of inflation seen last year, deflation is now a potential threat to economies already suffering from low investment and consumption. Commodity prices have stabilized within a broad range since December 2008 and are expected to remain so for the remainder of 2009.

 

Some of the key challenges faced by the company are

 

Global economic slowdown – The unprecedented economic slowdown in the global economy has impacted markets and resulted in reduced consumer wealth and consequent demand. While the breadth of TCL’s portfolio and geographic spread has helped mitigate the crisis to an extent, it is important to protect profits through a rigorous enterprise-wide cost compression exercise.

 

Financial Risks – Turbulence in the financial markets has led to unprecedented volatility and also lower availability of funds. Even though TCL’s strong balance sheet and active treasury/financial management have ensured minimum adverse impact, Focus has been on liquidity and several enterprise wide initiatives are in place to ensure optimized cash management. Because of TCL’s breadth in international operations, its foreign currency borrowings and dependency on imports for phosphatic fertilizers, it is subject to risks from changes in the relative value of currencies.

 

Government Subsidy on sale of fertilizers – Uncertainty regarding the timing of receipts of government subsidy in the fertilizer business is a major factor affecting cash flows and working capital requirements. While Government has attempted to address this through issue of bonds, the marketability and value of bonds continues to be an issue.

 

Input costs and securitization of raw materials for fertilizer business – Prices of raw materials for phosphatic fertilizers are subject to economic conditions and global demand-supply balances. The fertilizer policy provides for a subsidy based on Import Parity Price. Hence it is imperative that imports are competitive. While TCL has entered into long term supply contracts for its key raw materials, pricing of these are normally formula based. TCL actively monitors the environment for opportunities and maintains good supplier relationships to ensure minimal impact of commodity price fluctuations.

 

People and Talent – Attracting and retaining talented employees is core to the success of the business. TCL has, over the years, embarked on several “people initiatives” to enhance the environment and help employees achieve their personal and professional goals but it has still remained as a bigger challenge.

 

Safety and Environment related risks – Since the chemical industry is a kind of industry which has inherent risks in it, TCL is conscious of its strong corporate reputation and the positive role it can play by focusing on social and environmental issues. Setting exact standards in safety, ethics and environmental management still remains a challenge.

 

The strategic plan for the SBU should be in sync with the overall corporate plan of the TCL which is basically to focus on Expansion, Innovation, Diversification and Acquisition.

 

Some of the strategic recommendations for 2009-12 for TCL in terms of portfolio of SBUs and countries are given below:

 

Expansion should be aimed with increasing the capacity of production at all the facilities. The Babrala plant has been under debottlenecking which on completion of the project would lead to significant jump in the production capacity.

 

Innovation and diversification should go hand in hand and the new products need to be developed through a continuous R&D and then planted in the market as per the needs. The company should increase focus on crop-specific, high-value fertilizers to improve realizations and profitability.

 

Raw material substitution and newer methods of production should be encouraged like double stock feeding and use of LNG and natural gas as the source of nitrogen. The company should look at new lines of business allied to the agri-industry. This can further help in improving the breadth of the agri and food business.

 

The new lines of business aligned to the fertilizers should be using biotechnology and nano-science as a base. In nanotechnology, smaller particles are programmed to perform the same function as its bigger counterpart. So using nanotechnology, minute amounts of fertilizer could be made to achieve greater results.#p#分页标题#e#

 

The company should try to weave around the different business opportunities around the entire agricultural value chain. Agriculture is a lifeline industry and its importance will grow with time and with the increasing population the demand for food will rise more and more leading to generation of stupendous business opportunities to be cash upon in the long run, fertilizer being the main input to it.

 

TCL should capitalize on the enhanced availability of natural gas and create new capacities in nitrogenous fertilizers segment for becoming globally competitive. The negotiation with government regarding the urea and phosphates policy should be done to encourage the fresh investments in capacities. The company should look for further opportunities to tie up key raw materials supplies such as rock phosphate and phosphoric acid which are not available in India.