Case Scenario 2: Tata Making Inroads into China Not content with just India, Mumbai-based Tata Group, the maker of the $2,500 Nano small car, is developing a small car for China. The platform is being designed and developed by a joint Indian and Chinese team based in China. The alliance won a new project for the complete design and development of a vehicle platform for a leading original equipment manufacturer for a small car for the China's domestic market. The team is integrating components in automotive modules to radically improve manufacturability and bring down total cost. Meanwhile, in 2009, Nanjing Tata AutoComp Systems began supplying automotive interior products to Shanghai General Motors and Changan Ford Automobile Company Products, including plastic vents, outlet parts, and cabin air ventilation grilles. In the same year, Nanjing Tata began supplying General Motors Corporation Europe. Eventually, the plant will supply global automakers in North America and Europe as well as emerging markets such as China Nanjing Auto is a wholly owned subsidiary of Tata AutoComp Systems, which is the automotive part manufacturing arm of India's Tata Motors. The company has 30 manufacturing facilities, mainly in India, and production capabilities in automotive plastics and engineering. It also has 15 joint ventures with Tier 1 supplier companies, mainly in India. The company has almost completed construction of the 280,000-square-foot Nanjing plant at a cost of approximately $15 million. The first phase included capacity to make parts for air vents, handles, cup holders, ashtrays, glove boxes, and floor consoles. When completed, the plant will have double the current capacity and will als produce instrument panels, door panels, and larger parts. The plant is operated by local Chinese employees; only a few managers are Indian In its bid to become a $1 billion global automotive supplier by 2008, Tata AutoComp had to expand into China. Total passenger car sales in India in 2007 were slightly more than 1.4 million units; in China, the number was more than 5.2 million units, according to data from Automotive Resources Asia, a division of JD Power and Associates Tata Motors sold 221.256 passenger cars in India in 2007. In the same year, Shanghai General Motors sold 495,405 cars. "We see huge potential in China Tous China is not just a manufacturing base, but a window to the global market. Our investments are keeping this promising future in mind," says the Tata AutoComp's chief executiveSubmit In its bid to become a $1 billion global automotive supplier by 2008, Tata AutoComp had to expand into China Total passenger car sales in India in 2007 were slightly more than 1.4 million units; in China, the number was more than 5.2 million units, according to data from Automotive Resources Asia, a division of 10. Power and Associates Tata Motors sold 221,256 passenger cars in India in 2007. In the same year, Shanghai General Motors sold 495,405 cars. "We see huge potential in China Tou, China is not just a manufacturing base, but a window to the global market. Our investments are keeping this promising future in mind says the Tata AutoComp's chief executive officer. Source from: https://www.opentextbooks.org.hk/ditatopic/26913. Retrieved date: 10 May 2022. a) Explain the element of CAGE distant framework and discuss ONE (1) advantage of Tata Group using this framework to enter China. Provide examples in the case study. (25 marks) b) Analyse FIVE (5) institutional void that the company like Tata Group needs to consider before entering to certain countries. Support your examples from the case given (25 marks) officer