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How did the Manor structure life for most peasants in the Middle Ages? What innovations increased the productivity of medieval agriculture? What factors strengthed the powers of medieval kings? How did feudal ties limit those powers? Most people during the Middle Ages lived on the land. Describe the manorial system. What was the relationship between lord and peasant? The dominant political and military system during the period after about 1000 A.D. is usually called "feudalism". What does this term mean? What was the basis of the feudal tie? One of the important developments during the Middle Ages was the growth of cities and towns as centers of manufacture, trade, and administration. What classes of people lived in a medieval city? What were some distinctive characteristics of city-life (as opposed to life in the countryside)? What were the causes, both immediate and underlying, of the crusades? How did the Crusades affect European society? Note their impact on economic and cultural life as well as their military aspects On January 10, 2008, Ratan Tata, chairman of Tata Motors Limited (Tata Motors), drove onto the stage at the New Delhi Auto Expo in the world’s cheapest car. As he parked next to two other models of the Nano, he thought back on the day several years prior when he had promised the world an affordable car that could be bought for under $2,500.1 At the time, India was an emerging economy that had begun to invest millions of dollars in transportation infrastructure. Ratan saw the influx of roads and new prosperity for Indians as the perfect environment to debut a car that could be pur- chased by almost anyone. Like his personal hero, John F. Kennedy, Ratan challenged the people around him to design and produce something that had previously been unthinkable. Ratan’s ability to deliver on such a bold aspiration instilled in his investors and him the confidence that Tata Motors was capable of competing in the international automobile market. The Nano’s production was made possible by a wide range of capabilities within the Tata Group, which, along with Tata Motors, owned 98 other companies operating in 80 countries. Such a diverse and complete range of resources made Tata’s future bright.2 And even as Ratan stood on the stage introducing his accomplishment, he wondered what the next step ought to be to move his company forward. A lifelong interest in automobiles and an appreciation of the Western car market led Ratan to believe that he would have to estab- lish a firm foothold in the United States and the United Kingdom to be considered a contender in the global automotive industry. His mind turned to the ongo- ing bid and negotiations to acquire Jaguar Land Rover (JLR) from Ford Motor Company (Ford). Establishing a luxury brand would go a long way toward separating Tata Motors from regional automotive firms. Yet he had to think about whether the firm was well positioned to execute the ac ...
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Mergers and acquisitions are being considered as one of the most important parts of any internationalisation strategies practised by any multinational company. When any organisation is involved in mergers and acquisitions, they generally used it to accelerate growth and to have access to various valuable assets of other company such as human capital and also to reduce competition in the marketplace to gain absolute competitive advantage in the market. Furthermore there are multiple empirical evidences proved that many mergers and acquisitions fail and being a reason to loss of market shares and exit of key top management personnel from the company. Different examples of failed mergers and acquisitions are found in almost all industries in different contexts. Many failure cases show us genuine discrepancy between the expectations, motivating acquisitions and the difficulty encountered to realise the expected value in the market and a complete miscalculations by the company and without knowing the ground reality they opted for or the acquisition. In June 2008 India based Tata Motors Limited had announced that it had completed the acquisition of the two extremely glamorous and iconic British brands Jaguar and Land Rover from the US based food Motors for 2.3 billion USD. There are many experts who had shared their comments and it was mentioned that such acquisition would eventually help the parent company in several ways especially to attract the global audience, to get an international footprint and it will also help the parent company to enter the high end premium segment of the global automobile market and with the help of that the company would able to strengthen their presence in premium segment. Pritam Chattopadhyay "Tata Acquired Jaguar Land Rover: A Strategic Decision towards Liquidity, Cost Control and New Product" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd42361.pdf Paper URL: https://www.ijtsrd.commanagement/business-policies-and-strategies/42361/tata-acquired-jaguar-land-rover-a-strategic-decision-towards-liquidity-cost-control-and-new-product/pritam-chattopadhyay
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-.....:......:..- 188 International Business Strategy CASE 18 Tata Motors in 2014: Its Multibrand Approach to Competing in the Global Automobile Industry David L. Turnipseed University of South Alabama Tata Motors, Ltd.• was India's leading automo-biIe manufacturer by revenue and the number-three passenger-vehicle brand in India in 2012. However, in 2013 and 2014, the company's name- sake brand slid into a decline, hath domestically and internationally, with the company eventually losing its number-three rank in automobile sales in India to Honda. Also, the company's sales of commercial vehicles declined in 2013 and 2014, causing the company to drop from fourth-largest seller of com- mercial vehicles to fifth. Some of the company's poor performance could be attributed to poor macro-economic conditions in India, increasing competition, and a variety of other external factors such as the possible elimina- tion of diesel subsidies by the Indian government. However, much of the company's poor performance was a result of a flawed strategy and poor execution. For example, it was imperative that the company's managers consider how to expand the market for its low-priced Nano, which had required substantial investment during its development and had fallen far short of sales expectations. Plus, the company's entire strategy for its Tara-branded vehicles seemed to be in disarray. However, the company's Jaguar Land Rover divi- sion was achieving great success, with a 23 percent year-over-year increase in revenues and a 55 percent year-aver-year increase in profit after tax in fis- cal 2014. In fact, Jaguar Land Rover accounted for 88 percent of the company's total automotive rev- enues in fiscal 2014 and 89 percent of its income John E. Gamble Texas A&MUniversity-Corpus Christi before other income, finance cost, tax, and excep- tional items in fiscal 2014. Tata Motors' manage- ment would be forced to evaluate its strategy for its Tata passenger cars, Tata commercial vehicles, and Jaguar Land Rover division if it was to compete successfully with the world's leading automobile producers. THE HISTORY OF TATA MOTORS Tata MOlars was a division of the Tata Group, which was India's largest corporation, owning more than 90 companies spanning seven business sectors (chemicals, information technology and communi- cations, consumer products, engineering, materials, services, and energy). In 2012, the corporation had operations in over 80 countries, and it had gross rev- enues of $83.5 billion in 2011. The company's gross revenues dipped to $96.8 million in fiscal 2013, after having reached $100 million in 2012. Nearly 60 percent of the Tata Group's revenues were gener- ated outside India. The Tara Group was a powerful symbol of India's emergence as a world economic powerand was India's largest private-sector emplo- yer, WIth over 425,000 employees. A financial sum- mary for theTaraGroup for fiscal 20 I0 through fiscal 2013 IS presented in Exhibit I. COh ...
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Toyota case: Mission: safety, quality, volume Strategy: Toyota way: -‐>Led to among other thing l Plan for long term Just-‐in-‐time –>Lean prod l High light problems l Encouraged team work l Instill a self-‐critical culture TPS (eliminate way): 1. Judoka-‐when a problem occurred-‐ shut down assembly line 2. “Just-‐in-‐time-‐produce only what you need” PULL system Year 1995 -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐ Different strategy Mission Global Growth Strategy (supply chain): l need a lot of cash l Cost leadership Operations: l Design Reduce number necessary components Increase speed of new product -‐-‐-‐market Engine sludge TB0243 Copyright © 2010 Thunderbird School of Global Management. All rights reserved. This case was prepared by Michael Greto prepared this case under the supervision of Professors Andreas Schotter and Mary Teagarden for the purpose of classroom discussion only, and not to indicate either effective or ineffective management. Michael Greto Andreas Schotter Mary Teagarden Toyota: The Accelerator Crisis The root cause of their problems is that the company was hijacked, some years ago, by anti-family, financially oriented pirates. Jim Press, former President & Chief Operating Officer (COO) Toyota Motor Sales, U.S.A., Inc. On February 24, 2010, Akio Toyoda, the grandson of Toyota Motor Corporation’s founder, Kiichiro Toyoda, endured a grueling question-and-answer session before the U.S. House of Representatives Committee on Over- sight and Government Reform. The committee represented just one of three Congressional panels investigating the 2009-2010 recall of Toyota vehicles related to problems of sudden acceleration and the company’s delay in responding to the crisis. Signs of the coming recall crisis began as early as 2006 when the National Highway Traffic Safety Ad- ministration (NHTSA) opened an investigation into driver reports of “surging” in Toyota’s Camry models. The NHTSA investigation was closed the next year, citing no defects. Over the next four years, Toyota, known in the industry for its quality and reliability, would quietly recall nearly nine million Toyota and Lexus models due to sudden acceleration problems. Toyota’s leadership, widely criticized for its slow response in addressing the problems, now had to move quickly to identify a solution that would ensure the safety of its vehicles, restore consumer confidence, protect the valuable Toyota brand, and recoup a plummeting share price. Akio Toyoda testified: I fear the pace at ...
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Tata JLR acquisition case study
1.
2.
Examine Tata Motors'
inorganic growth strategy.
3.
Examine the rationale
behind Tata Motors' acquisition of Jaguar and Land Rover.
4.
Understand the advantages
and disadvantages of cross-border acquisitions.
5.
Understand the need
for growth through acquisitions in foreign countries
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