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Tata Motors Acquiring Daewoo

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Tata Motors Acquiring Daewoo
The company was started in 1868 as a Tata group company that was involved in textile manufacture. The company was invented by Jamsetji Tata at Nagpur in Maharashtra. He brought first textile mills in the country as well one of the most luxurious hotels in India. In addition, he made it possible for the India to have the first airline. Tata Company did very well growing from textile to automobile company. In recent years, its turnover has raised significantly. For example in 2004, the company turnover was $14.25 billion. This made a 2.6% GDP contribution in India. In 2010, the company had a turnover of $27.3 billion, which is almost twice times growth. This may have been brought by the recent acquisition that they have done towards several companies (Center of management research, 2005).

The company had 91 companies world wide in 2004 with objectives to get more. These companies deal with diverse functions such as Engineering, energy, consumable products chemicals as well as communication and information services. Of the whole group, Tata motors is rated as the biggest and has been ranked as fifth largest manufacturers of commercial vehicles worldwide.

As a part of the bigger bracket of the Tata Group Company, it started as Tata Engineering and Locomotive Company Limited (TELCO) at around 1920. TELCO was originally a company that was owned by the Peninsular Locomotive Company that came into existence in 1923. This company was taken by the East India Railways to ensure that it was used in, manufacturing passage carriers for the Indian railways. It was until 1945 when the Tata sons bought it from the government of India using it to manufacture steam boiler engine locomotives. They continued their manufacture under the TELCO name. Afterwards they joined with Marshals Sons from United Kingdom as they manufacture steam roads roller. They also worked together with Krauss Maffei from West Germany in the continuation of their steam engine locomotive manufactures.

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