Ratan Tata
| Line 35: | Line 35: | ||
"I hate to see corporations disappearing from the scene because someone has cashed out, because managers are unable to escape their comfort zones, or because boards have not been sufficiently nimble to change with the times." | "I hate to see corporations disappearing from the scene because someone has cashed out, because managers are unable to escape their comfort zones, or because boards have not been sufficiently nimble to change with the times." | ||
| − | = | + | =2000= |
[http://indiatoday.intoday.in/story/Top+10+global+takeovers/1/22819.html ''India Today''] | [http://indiatoday.intoday.in/story/Top+10+global+takeovers/1/22819.html ''India Today''] | ||
Nandini Vaish | Nandini Vaish | ||
| Line 43: | Line 43: | ||
In 2000,Tata Tea took over Tetley Tea, the company which was twice Tata Tea’s size and had introduced the world to tea bags, for £271 million via a leverage buyout. The move turned the company into the world’s second-largest tea marketer. While Tata was strong on the production front, Tetley’s strengths lay in marketing. | In 2000,Tata Tea took over Tetley Tea, the company which was twice Tata Tea’s size and had introduced the world to tea bags, for £271 million via a leverage buyout. The move turned the company into the world’s second-largest tea marketer. While Tata was strong on the production front, Tetley’s strengths lay in marketing. | ||
At the time of acquisition,The two companies were merged a year later. The Tetley brand name would give Tata Tea access to markets in Saudi Arabia, Iran, Iraq, and the CIS countries, said the company’s vicechairman, R.K. Krishna Kumar,whose mandate for the acquisition was simple: to eliminate the competition, Unilever. “Tata Tea’s transformation is an eloquent example of the group becoming market-focused and consumer centric”(India Today, February 2003). | At the time of acquisition,The two companies were merged a year later. The Tetley brand name would give Tata Tea access to markets in Saudi Arabia, Iran, Iraq, and the CIS countries, said the company’s vicechairman, R.K. Krishna Kumar,whose mandate for the acquisition was simple: to eliminate the competition, Unilever. “Tata Tea’s transformation is an eloquent example of the group becoming market-focused and consumer centric”(India Today, February 2003). | ||
| + | |||
| + | =2006= | ||
| + | The year 2006 proved to be the ‘year of buyouts’ by Indian companies. In October 2006, Tata Steel acquired Anglo-Dutch firm Corus Group for Rs 60,000 crore. | ||
| + | |||
| + | “Many thought our bid was audacious but this was really the commencement of our global strategy,” Ratan Tata said at a press conference. “Tata’s victory symbolises the new confidence of Indian corporates and its growing global ambitions.” (India Today, February 2007) In line with this, the group acquired automaker Ford’s Jaguar and Land Rover car brands for $2.3 billion in March 2008, amid severe opposition from Jaguar’s dealers in the UK and US which expressed concern about selling a luxury brand to an Indian company. | ||
Revision as of 17:34, 9 July 2015
This is a collection of articles archived for the excellence of their content. |
A profile
He remains India's most respected industrialist, passionately involved in new businesses despite stepping down as chairman of the Rs.6 lakh crore salt-to-software Tata Group in December 2012.
In June 2014 he took up the mantle of chief adviser to AirAsia India, a new venture the Malaysian airline has set up with Tata, and tied up with Singapore Airlines to launch Vistara, a new carrier, and invested in e-commerce firm Snapdeal and online jewellery retailer Bluestone in his personal capacity. As chairman of four philanthropic Tata trusts, he oversees the group's contribution to charity, where it offered Rs.310 crore for the underprivileged in 2012-13.
New power centre
South Mumbai's Bakhtawar building in Colaba, where Ratan Tata has set up his office.
Confession of the yearbb
That it was a mistake to pitch Nano as the world's cheapest car; it should have targeted the two-wheeler owner with "an all-weather, safe form of affordable transportation"pitch.
Must Love dogs
Known for being a dog-lover, he feeds strays in his Colaba neighbourhood regularly.
Ahead of the curve
"I hate to see corporations disappearing from the scene because someone has cashed out, because managers are unable to escape their comfort zones, or because boards have not been sufficiently nimble to change with the times."
2000
India Today Nandini Vaish
December 19, 2008
In 2000,Tata Tea took over Tetley Tea, the company which was twice Tata Tea’s size and had introduced the world to tea bags, for £271 million via a leverage buyout. The move turned the company into the world’s second-largest tea marketer. While Tata was strong on the production front, Tetley’s strengths lay in marketing. At the time of acquisition,The two companies were merged a year later. The Tetley brand name would give Tata Tea access to markets in Saudi Arabia, Iran, Iraq, and the CIS countries, said the company’s vicechairman, R.K. Krishna Kumar,whose mandate for the acquisition was simple: to eliminate the competition, Unilever. “Tata Tea’s transformation is an eloquent example of the group becoming market-focused and consumer centric”(India Today, February 2003).
2006
The year 2006 proved to be the ‘year of buyouts’ by Indian companies. In October 2006, Tata Steel acquired Anglo-Dutch firm Corus Group for Rs 60,000 crore.
“Many thought our bid was audacious but this was really the commencement of our global strategy,” Ratan Tata said at a press conference. “Tata’s victory symbolises the new confidence of Indian corporates and its growing global ambitions.” (India Today, February 2007) In line with this, the group acquired automaker Ford’s Jaguar and Land Rover car brands for $2.3 billion in March 2008, amid severe opposition from Jaguar’s dealers in the UK and US which expressed concern about selling a luxury brand to an Indian company.
