ISBMN-----TATA NANO-----KOMAL JHAMTANI

BHAVNA SHEWARAMANI-13170 KOMAL JHAMTANI-13067 DEEPAK VERMA-13039 GEO PAUL-13047 KVS BRAHAMAMISHAN DUTTA- 13059 DIVYA GOMBER- 13043 HARSHANG PATEL-13055

INTRODUCTION
The Tata Nano is an inexpensive, rear engined, four passenger city car build by the Indian company Tata Motors and is aimed primarily at the Indian domestic market. Tata Motors began selling its "one-lakh car" in March, 2009. Seeing an opportunity in the great number of Indian families with two-wheelers travelling with their kids sandwiched between the two riders or the second kid perched on the petrol tank, Tata Motors began development of an affordable car in 2003.The purchase price of this no frills auto was brought down by dispensing with most non-essential features, reducing the amount of steel used in its construction, and relying on low-cost Indian labor.

Effects of various environmental factors:

POLITICAL/LEGAL:
Tata Motors operates in multiple countries across Europe, Asia, Africa, the Middle East and Australia, it needs to pay close attention to the political climate but also laws and regulations in various countries it operates in while also paying attention to regional governing bodies. Laws governing commerce, trade, growth and investment are dependent on the local government as well as how successful local markets and economies due to regional, national and local influence. TATAs headquarters in Mumbai, strictly controls and regulates operations in all dealerships and subsidiaries, in addition to knowing and abiding by all labour laws in the multiple countries where they have manufacturing plants it has to watch political change. In America, there is not really any lobbying at the governmental level when entering the market, however they will have to get their cars approved by the governments agency in every country they are going to enter.

ECONOMIC:
Tata will have to adapt its strategy on the economic level, not only from the point of view of the consumers, but also internally. TATA will have to deal with exchange rates, inflation, and GDP trends. For example, with the recent economic crisis, there has been a significant decrease in car retail. When the GDP is low, it is probably not the best time to enter a new market.

Since TATA have an important competitive advantage with its pricing strategy, it could help them and could be the best choice for American consumers with lower budget. In the same trend, a low GDP brings unemployment, thus TATA might want to set up a factory and employ former auto workers who have been laid off. This environment could create a win-win situation for both Tata and the workers.

SOCIAL:
The beliefs, opinions and general attitudes of the stakeholders in a company will affect how well a company performs. Includes every stakeholder from the CEO and President down to the line workers who screw the door panels into place, from the investor to the customer, the culture and attitude of all these people will ultimately determine the future of the company and whether they will be profitable or not.

TATA motor tends to use an integration technique and rarely separation technique with foreign companies they acquire. The social environment also includes how the company interacts with its people and the communities around them. On that point, Tata is already doing an excellent job. In India, they are among the leaders in social responsibility and they operate many foundations.

TECHNOLOGICAL:
TATAS engine technologies will have to be adapted to their new markets. Furthermore,
they will have to come up with hybrid and electric cars in order to compete with the already strong competition of the market.

Conclusion:
In conclusion, Tata Motors has been enjoying a decent reputation in India, as well as good critics and reviews. In the light of the analysis, we can see that Tata has abundant environmental opportunities.