Period | Strategy process Themes | Important outcomes |
‘85-‘90 | Technology upgradation, capacity expansion, joint ventures, TIS group synergy advantages realised | |
‘90-‘95 | Economies of scale, Flat products, value added, automation, computerisation, PPM, consultants-ADL, restructuring, change management | Hot Strip Mill installed, SAP and PPM practice, new IBM mainframes, automation benchmarked with BHP, MP III completed |
‘95-‘00 | Concentrate on core, CRM, divestments, Adopt TBEM for BE, SAP in M&S, strategies for coal, iron ore, other raw materials developed, re-engineering of key business processes | Higher revenue and profit, EVA trend reversed from negative to positive, cement and power units divested, Tata Timken shares sold, new JV with Ryerson Tull, Cold Rolling Mill commissioned in world record time and cost |
‘00-2002 | Portfolio of business, non-steel for making EVA positive identified, strategic thinking spread throughout the organization, branding one of the thrust area for differentiation | Sales of branded products on the rise, titanium and ferro chrome businesses under implementation, Tata SSL acquired, evolution of the four-tier strategy process |