The Tata Group has been transformed from a risk-averse, slow-moving giant into a more dynamic and aggressive conglomerate. How much of such a transformation can be attributed to one individual? Discuss the role of the leader in initiating and managing change.
Much of the transformation in the Tata Group could be attributed to Ratan Tata. He took several initiatives – rightsizing, exiting some businesses, injecting fresh talent, and changing the culture – to effect a transformation. He turned around some businesses and revamped the operations of several others. He also renamed some group companies and made them adopt a common logo. He integrated the various businesses and transformed the Tata Group companies into leaner and nimbler companies.
1. Based on the SWOT analysis provided in the case, what are the two or three factors that Mistine should stress in its strategic planning as it looks to continue its growth and dominance in the Thai market? How can Mistine match its strengths with its market opportunities to create competitive advantage moving forward?
After having analyzed the information about Mistine’s domestic market, there are several problems that need to be managed including a high employee turnover rate, limited channels of distribution, and an increased competition in the industry.
Employee turnover: The rate of salesperson turnover at Mistine is about 200%, which is very high. The reason is due to several reasons. Most of Mistine’s salespersons sell the products as their second job aside from their full time job, which leads a low sense of belonging to the company. In In order to create this sense of belonging, it is necessary for the company to construct a good employee relationship to make them feel that Mistine is a part of their life. The program can include beauty training for every salesperson across the country and distribute free samples so that they are able to recommend the products to their customers.