1. Describe the various advantages that firms like Tata employ to become large industrial conglomerates. How can Tata use these same advantages to succeed in foreign markets?

2. What makes emerging markets attractive for international business? Discuss emerging markets as target markets, as platforms for manufacturing, and as sourcing destinations.

3. What is the relationship between trade barriers, bureaucracy, country risk, and the emergence of Tata as a major player in world trade? What is the role of declining government intervention in Tata’s success in India and its ability to internationalize? What should Tata do to manage country risk in India and other emerging markets?

4. Given growth rates and other characteristics of emerging markets, what markets should Tamo target for sales of Nano cars? What country-level factors should Tamo consider as it evaluates the potential of various emerging markets?

5. As it prepares to expand abroad, how can Tamo improve its corporate social responsibility toward future customers in emerging markets? What can Tamo do to minimize the impact of its operations on the natural environment in Asia and elsewhere?

Tata, India’s largest company, operates in seven distinct business sectors, including automobiles, chemicals, IT, consumer products, engineering, and consulting. Altogether, Tata comprises more than 90 separate firms. The chairman of Tata Group is Ratan Tata, the charismatic descendent of the company founder. Now in his seventies, he has emerged as a popular and respected corporate titan, known around the world. An avid aviator, he often flies his own Falcon 2000 jet to meetings around India.