Jaguar Land Rover Essay

Sale of a part of Tata Industries Limited to the Hong Kong-based Jardine Matheson group

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

After a one-year long and difficult negotiation, on March28 2010, the China Geely Group went where no Chinese auto firm has gone before, buying a luxury car brand, Volvo, for $1.8billion from Ford, including the 100% shareholder and the relevant assets. It was China's largest overseas automotive industry acquisition, which was also the first wholly-owned merger. Besides, it was the first time for a Chinese own brand to merge a luxury brand. This deal proved to be a most ambitious action for the Chinese automaker’s desire to transform itself into an international auto player and wrote a new chapter for the Chinese automotive industry.

It formed joint venture with Fiat Chrysler that manufacturers automotive components and Fiat Chrysler and Tata branded vehicles. Tata Motors assured is also one of its key partners that includes pre-owned vehicle brand from Tata Motors limited.

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.

Teradyne is a 45 year old enterprise with practical experience in testing hardware for transistors and other electrical parts of the semiconductor business.

|Tata can reduce at least 25-30 years to build global business on its own.|Tata has to confront with the making-loss of Jaguar. |

Jaguar and Land Rover were acquisitioned by India’s Tata Motors and Volvo was purchased by China’s Geely Motors.

For example, Tata motors just acquired Jaguar and Land Rover from Ford Co. To gain success through these newly acquired companies they must fully understand the laws and regulations that United Kingdom practices. Tata Motors headquarters is located in Mumbai, India and is strictly controlled by the local government. The Indian government regulates operations of all dealerships. Regulations are different in every country. Tata Motors has manufacturing plants all over the world and have to be constantly watched for political change. The reason why Tata Motors is so successful in the international market is because its understanding of the countries economic situation, customer needs, and government regulations.

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.

In the late twentieth century, demand growth was strongly low. In contrast, the twenty –first century saw a boom in demand. For instance, Tata bought weaker players internationally, such as NatSteel in 2004, which was Tata Steel’s first overseas acquisition, and the Anglo – Dutch giant Corus in April 2007. Through the investment in Corus, Tata has created a manufacturing and marketing network in Europe, South East Asia and the pacific – rim countries. These acquisitions were also the result of using a strategy of

Tata Engineering and Locomotive Co. Ltd was established in 1945. In 1954, the company launched its first automobile; between 1954 and 1969, it collaborated with Daimler Benz to produce commercial vehicles. By the 1990s, the company had entered the passenger vehicle market. In 2004 Tata Motors acquired Daewoo commercial Vehicle Co. Ltd., Korea’s second- Largest truck manufacturer, and became the first Indian company to be listed on New York Stock Exchange. The next year, it acquired a 21% stake in a Spanish bus manufacturer, and in May 2008, it bought British automotive icons Jaguar and Land Rover from Ford Motor Co. The auto mobile industry in India benefited significantly from liberalization in the 1990s, when the

Tata Motors is India 's largest automobile company, with revenues of US $ 7.2 billion in 2006-2007. With over 4 million Tata vehicles plying in India, it is the leader in commercial vehicles and the second largest in passenger vehicles. It is also the world 's fifth largest medium and heavy truck manufacturer and the second largest heavy bus manufacturer. Tata cars, buses and trucks are being marketed in several countries in Europe, Africa, the Middle East, South Asia, South East Asia and South America. Tata Motors and Fiat Auto have formed an industrial joint venture in India to manufacture passenger cars, engines and transmissions for the Indian and overseas markets; Tata Motors also has an agreement with Fiat Auto to build a pick-up vehicle at Cordoba, Argentina. The company already distributes Fiat branded cars in India. Tata Motors’ international footprint includes Tata Daewoo Commercial Vehicle Co. Ltd. in South Korea; Hispano Carrocera, a bus and coach manufacturer of Spain in which the company has a 21% stake; a joint venture with Marcopolo, the Brazil-based

With international firms now able to own equity in the newly opened Indian market, the automobile sector was flooded with many players who were drawn to its huge market potential, and became intensely competitive

Today Tata Motors ranks as the world’s fifth-largest manufacturer of medium and heavy trucks—it has a 61 percent domestic market share in this segment—and has taken the number-two position for sales of passenger vehicles in the Indian market. It has also built a significant global presence, both through sales efforts in overseas markets (such as the former Soviet republics, the Middle East, South Africa, South Asia, and Turkey) and through acquisitions such as the takeover of Daewoo’s commercial-vehicle business in South Korea and the purchase of a 21 percent stake in the Spanish bus