House of Tata
HOUSE OF TATA
The Business
Agricultural Products
Base Metals
Non-Metallic Mineral Products
Chemicals
Construction & Allied Activities
Electrical and Non-Electrical Machinery
Electricity & Non-Conventional Energy
Electronics
Services
Shipping & Exports
Hotels
Financial
Drilling
Real Estate
Other
Watches
Pulp & Paper Press
Engineering & Locomotive
Vertically integrated
Focus in domestic market (India)
Resources
Financial Capital
Managerial Expertise
Business Network
Established brand
Structures, Systems & Processes
Corporate communication
Weekly cross-company director’s meetings
Autonomous business unit operations
Uniform Policies across the Tata Group
SBU’s annual contribution system (franchise)
J.R.D. Quality Value Award
Uniform code of conduct
High quality
Ethical business practices
Recruitment process
Hand picking chairmen
Head hunting talented individuals for SBUs (Tata Administrative Services)
Controlling interest
0.01 to 15% in current SBUs
25-50% in new ventures
Investors with +26% have legal right to block take over resolutions
Strategy
.Convert Tata Group into a tighter, leaner organization to deliver a stronger collective identity.
Synergize
Merge Tata’s 3 electric companies
Divest
Loss Making Tata Oil Mills Company Ltd.
Increase SBU’s control/ownership
Purchase equity in SBU’s
Branding
SBUs adherence via contribution system
Promote brand in foreign markets
Growth
Partner up with other companies
Jardine Matheson Group (Hong-Kong)
Singapore Airlines
Singapore Consortium
Bell Canada
Raise investment capital via selling 20% of TIL equity
Explore JVs with Government Revitalise its management development program
Characteristics
Private Equity - Expansion Capital
1.Which, if any, of the following initiatives undertaken by Ratan Tata do you think were good ideas?
•Creation of a Group Brand
•Building of equity interlocks among the
The Business
Agricultural Products
Base Metals
Non-Metallic Mineral Products
Chemicals
Construction & Allied Activities
Electrical and Non-Electrical Machinery
Electricity & Non-Conventional Energy
Electronics
Services
Shipping & Exports
Hotels
Financial
Drilling
Real Estate
Other
Watches
Pulp & Paper Press
Engineering & Locomotive
Vertically integrated
Focus in domestic market (India)
Resources
Financial Capital
Managerial Expertise
Business Network
Established brand
Structures, Systems & Processes
Corporate communication
Weekly cross-company director’s meetings
Autonomous business unit operations
Uniform Policies across the Tata Group
SBU’s annual contribution system (franchise)
J.R.D. Quality Value Award
Uniform code of conduct
High quality
Ethical business practices
Recruitment process
Hand picking chairmen
Head hunting talented individuals for SBUs (Tata Administrative Services)
Controlling interest
0.01 to 15% in current SBUs
25-50% in new ventures
Investors with +26% have legal right to block take over resolutions
Strategy
.Convert Tata Group into a tighter, leaner organization to deliver a stronger collective identity.
Synergize
Merge Tata’s 3 electric companies
Divest
Loss Making Tata Oil Mills Company Ltd.
Increase SBU’s control/ownership
Purchase equity in SBU’s
Branding
SBUs adherence via contribution system
Promote brand in foreign markets
Growth
Partner up with other companies
Jardine Matheson Group (Hong-Kong)
Singapore Airlines
Singapore Consortium
Bell Canada
Raise investment capital via selling 20% of TIL equity
Explore JVs with Government Revitalise its management development program
Characteristics
Private Equity - Expansion Capital
1.Which, if any, of the following initiatives undertaken by Ratan Tata do you think were good ideas?
•Creation of a Group Brand
•Building of equity interlocks among the