Madhavi Irani

What Tata International offers to the group companies is its varied and vast experience of overseas markets. ''While we draw product expertise from the concerned companies, we will deploy our varied international marketing skills and expertise in funding and international procurement, to market that company’s products and services in a cogent, cohesive manner,'' avers Mr. Deoras.

In effect, what the synergy meet hoped to drive home was the point that a good deal of additional efficiency could be obtained if international procurement and marketing for a particular product is handled by the specific SBU, rather than by myriad international trading divisions.

Already, this clearly defined strategy and larger playing field has excited interest in group companies such as Tata Chemicals, Voltas and Telcon, which had hitherto not done business through Tata International. Tata Engineering has been working closely with Tata International in Africa and its export spares business has recently been merged with Tata International.

Similarly, Tata Steel’s international steel trading business and international mineral business has been integrated with TIL. Mr. Deoras is also optimistic about the so far uncharted, though potentially profitable, IT markets in developing countries. He says that his company is looking forward to marketing the services of Tata Infotech and Tata Consultancy Services in these growing economies.

Mr. Deoras is equally bullish about his company’s eagerly awaited entry into the Indian market in the value-added leather accessories segment. ''We are already acknowledged as the country’s leading finished leather exporters. However, as long as we continue to manufacture finished products only for international labels, we will simply be identified as level 3 vendors,'' he says. The company did attempt to break into the value-added products market with its Rafael line of shoes ten years ago. Unfortunately, the brand never took off for lack of support.

This time Mr. Deoras is not willing to leave any stone unturned. Though undoubtedly profitable -- the company’s finished leather exports account for eight per cent of the total volumes exported from the country -- Tata International is no longer content to be branded a leather product converter alone. But, he hastens to add, ''We are leather specialists, not chappal-sandal makers.''

The company recently launched the Stryde brand of shoes in the domestic market, with franchises for leather boutiques in Delhi, Punjab and Haryana. Tata International has access to excellent technical expertise through its extensive manufacturing facilities, its international experience and its strategic alliances with Graziella and Dona Elena. The company will use its extensive facilities at Dewas in Madhya Pradesh, Chennai, Delhi, Calcutta and even China to manufacture the range. Also on the anvil are plans to extend the Stryde range to leather accessories such as briefcases, folders and wallets.

Mr. Deoras acknowledges that his company is somewhat a late entrant in the branded shoe market which is already surfeit with brands. Yet, as he says, ''We are here for the long haul, to build a brand and carve a niche in the domestic market. Tata International has been in the leather business for a long time and growing slowly, but the new strategy calls for rapid growth in line with the vision of making it a billion dollar company by 2003-04.''

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