More from these Authors

• Case | HBS Case Collection | February 1992 (Revised September 2019)

  The House of Tata

  James E. Austin and Ashish Nanda

  The case traces the evolution of the Tata group, one of the largest and highly respected Indian business houses, from its 19th century founding and early growth in diverse industries, to its response to changes in government regulation in independent India, up to its 1991 leadership transition from longtime chairman J.R.D. Tata to his successor, Ratan Tata. The case first describes how Tata group founder Jamsetji Tata and his sons entered into the steel, hotel, hydroelectric, cement, air travel, and insurance industries (among others). It then explores how the evolving role of government in business in post-Independence India impacted the Tata group. The case also outlines the acceleration in the Tata group’s growth during the 1980s, following government liberalization. In addition to discussing how the group’s leadership navigated through the external pressures of policy and economics, the case also examines how they managed internal pressures – reduced synergy between the diverse and legally-independent companies under Tata’s umbrella, and, at times, reluctant adjustments in company culture that corresponded to Tata’s generational leadership transitions. The case invites comparison between J.R.D. Tata’s compassionate management style and his successor Ratan Tata’s no-nonsense, analytical approach. The case closes by outlining some of the challenges facing the Tata group amidst the changing political and regulatory environment of the 1990s.

  Keywords: Indian economy; international business; government and business; Government Regulation; Synergy; conglomerates; Business Conglomerates; Developing Countries and Economies; Business and Government Relations; Business History; Steel Industry; Electronics Industry; Chemical Industry; Insurance Industry; Air Transportation Industry; India;

  Citation:

  Austin, James E., and Ashish Nanda. "The House of Tata." Harvard Business School Case 792-065, February 1992. (Revised September 2019.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Teaching Note | HBS Case Collection | August 2018

  Wilderness Safaris: Ecotourism Entrepreneurship

  James E. Austin, Megan Epler Wood and Herman B. "Dutch" Leonard

  Teaching Note for HBS No. 318-040.

  Keywords: strategy; social enterprise; sustainability; social entrepreneurship; conservation planning; corporate social responsibility; ecotourism; Strategy; Social Enterprise; Social Entrepreneurship; Tourism Industry; Entertainment and Recreation Industry; Travel Industry; Africa; Botswana;

  Citation:

  Austin, James E., Megan Epler Wood, and Herman B. "Dutch" Leonard. "Wilderness Safaris: Ecotourism Entrepreneurship." Harvard Business School Teaching Note 319-042, August 2018.  View Details

  CiteView DetailsPurchase

  Related

• Case | HBS Case Collection | April 2018

  Wilderness Safaris: Ecotourism Entrepreneurship

  James E. Austin, Megan Epler Wood and Herman B. "Dutch" Leonard

  Wilderness Safaris sees itself as a conservation company that is built on a business model of providing high-end, premium-priced wildlife safaris in various locations in Africa. Dependent on functioning, healthy ecosystems for its long-term survivability as a business, it invests heavily in conservation efforts, both directly, with communities and governments, and with partners and competitors. It may be reaching saturation of the high-cost, high-priced, low-volume, luxury travel product in its existing locations; so to continue its growth, it is now trying to expand into East Africa, where the traditional safari approach by most providers has been a high-volume, low-cost, low-priced product. As a publicly listed company, can Wilderness Safaris find a sustainable growth path that will allow it to profitably expand its business and meet its shareholders’ interests while still achieving its priority purposes of protecting and investing in the ecosystems and communities on which its services are based?

  Keywords: strategy; social enterprise; sustainability; social entrepreneurship; conservation planning; corporate social responsibility; ecotourism; Strategy; Social Enterprise; Social Entrepreneurship; Environmental Sustainability; Corporate Social Responsibility and Impact; Expansion; Growth and Development Strategy; Tourism Industry; Entertainment and Recreation Industry; Travel Industry; Africa; Botswana;

  Citation:

  Austin, James E., Megan Epler Wood, and Herman B. "Dutch" Leonard. "Wilderness Safaris: Ecotourism Entrepreneurship." Harvard Business School Case 318-040, April 2018.  View Details

  CiteView DetailsEducatorsPurchase

  Related