Case Study Of Tata Motors Acquisition Of Rar Land Rover

Our case study deals with Mass Merger. Since the 90s, together with the globalization of business, Mergers and Acquisitions have developed at an incredible pace. Thus, companies from all over the world can be lead to work together as one single corporation. Moreover, the world has become interdependent not only economically, but also culturally, that is to say one culture may influence another one or different cultures can be mixed. It is then obvious that intercultural issues have to be solved.

This report is based on the comparison between two organizations that deals with the Retail Company that operates hypermarkets. The report consists of a comparison between Canadian business and Indian business. For this project I have chosen Canada’s Walmart and India’s D’mart the Canadian Walmart is the multinational retail corporation.And Indian D’mart deals within India only.

At this point, BMW showed interest in acquiring Rover. BMW was as cash rich. It wanted to double its market share and achieve economies of scale in production of parts, purchasing, logistics and sales. Rover series would complement BMW's product line and no additional R&D required. BMW would be able to move into sport utility segment and compete with

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private sector enterprise, with businesses in the energy and materials value chain. Group's annual revenues are in excess of US$ 66 billion. The flagship company, Reliance Industries Limited, is a Fortune Global 500 company and is the largest private sector company

The company produces vehicles under the names Ford, Lincoln, Mercury, Jaguar, Volvo, Land Rover, and Aston Martin. Ford likewise keeps up controlling enthusiasm for Mazda Motor Corporation

Jaguar was founded in 1922 as Swallow Chairs and originally operated as a sidecar and car trimmings company. In 1945 it officially became Jaguar Cars Ltd and had initial production of 1,132 cars. In the mid 1960’s it merged with other British motor companies to become British Leyland. After significant losses, the government found that BL was in serious financial trouble and acquired nearly all of their equity. During the next 20 years the government was able to turn the company around. The standards were increased and reputation for quality production was developed. Revenue growth grew 40% annually from 1980 to 1983 and employee morale and overall image improved with international races. In 1980, exports accounted for 60% of sales and by 1983 exports totaled 75% of sales. By 1984, Jaguar has come to be regarded as a leading manufacturer of luxury high-priced automobiles. However, the company

Here, from my readings, I will define the two related terms and concepts which are the corporate strategy and Strategic Operations Management. Then, I will discuss the link between them. Next, I will provide four perspectives of the operations strategy. Finally, I will highlight some examples from the operations strategy of Jaguar Land Rover and how it is helping the company to achieve its business objectives.

•  India's $250 billion retail business is the eighth largest in the world and has the potential to grow 7 per cent by 2011. [McKinsey Report] For a company already dominating the world markets, this is an un-passable opportunity.

Abstract- Tata Group, was founded by Jamsetji Tata in 1868 this group is India’s most respected institutions today. Tata Sons Limited holds major share of Tata Group which is a conglomerate. In this study we will look into how Tata Consultancy Service Ltd which is one of its conglomerate has risen to be one of the best in India.

Tata Motors on June 02, 2008 acquired the Jaguar Land Rover business from the Ford Motor Company for a net consideration of $2.3 billion.

Chapter 7: Merger and Acquisition Strategy ---- House of Tata: Acquiring a Global Footprint (written by Tarun Khanna, Krishna G. Palepu, and Richard J. Bullock)

What impact can your findings have on your company’s planning to invest in India and Brazil

After analyzing the case study we understand that the two companies Bharat forge and Suzlon are the Indian companies who were mainly focused to enter global market with different strategies bringing them closer to their objectives. Bharat forge and Suzlon trade in different products. Bharat forge deals with automotive industry where as Suzlon deals with textile manufacturing industry and later changes to wind turbine manufacturer. Both the companies started as small industry and made it big in the industrial domains. Below are the major key points and differences used by both the companies to establish themselves in the global market as global players.

23. Jawahar Babu K.V.S.N and B.Muniraja Selkhar, IOSR Journal of Business and Management (IOSRJBM) ISSN: 2278-487X Volume 2, Issue 5 (July-Aug. 2012), PP 01-05 www.iosrjournals.org

Mahindra and Mahindra is a leading multinational automotive manufacturer headquartered in Mumbai, India which started as a steel trading company in 1945 by two brothers J.C Mahindra and K.C Mahindra. M&M has a labour force of 13000 and in 2001 profit before tax was 45 billion rupees. Currently the company has also extended its operations to small turbo prop aircraft and has a presence in the transportation media across land, sea and sky. M&M see’s South Africa as a growth market which is competitive and fragmented. M&M will also use South Africa as a globalization strategy.