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ManagementGrowth StrategyGamingAdvanced2008
Dream11: Fantasy Sports Legalisation
The challenge
In 2003, Ratan Tata saw a family of four on a scooter in the rain and committed to creating a safe, affordable car for India's middle class. The target price was ₹1 lakh (approximately $2,500) — lower than any car ever made. Engineers said it was impossible.
The strategy
The strategy was to rethink every assumption in car manufacturing. Instead of making a cheaper version of existing cars, Tata designed the Nano from scratch with the minimum requirements for a safe four-person vehicle at the target price.
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Try the full case free →Key lessons (preview)
- Engineering constraints can drive innovation that conventional thinking never would.
- Positioning as 'cheapest' can destroy aspiration even for genuinely good products.
- Global media attention from a bold product claim has immense but uncontrollable PR value.