Lakshmi Iyer, Laura Alfaro, Namrata Arora
Harvard Business School (709029-PDF-ENG)
February 11, 2009
In October 2008, Tata Motors closed its car factory in West Bengal in response to widespread protests by farmers over land acquisition problems. This meant ditching a project the company invested $ 300 million in and postponing the launch of the Nano, the cheapest car in the world. What strategy could Tata have followed to avoid this outcome? Would similar problems arise in the state of Gujarat where the project was relocated?
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