SHAKY START Left to himself‚ Ratan Tata would probably have stayed on in the United States after training as an architect at Cornell University. But the son of deputy group chairman Naval Tata and the nephew of JRD Tata couldn’t be allowed to work outside the group (he had an offer from IBM). In 1962‚ Ratan joined the family business‚ working on the Tata Steel shopfloor at Jamshedpur‚ just one of several thousand employees. He got his first independent assignment less than a decade later --
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The Tata Group Managing a Conglomerate in an Emerging Market Environmental Analysis In 1991 the Indian government introduced a series of drastic reforms‚ liberalizing its government owned and controlled economy. Product expansion and new market entry became easier for companies in virtually every sector of the economy. This presented Tata with many opportunities to leverage its strong brand equity and financial resources to enter new markets
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www.iPhoneZen.com How to make a nanoSIM card from a SIM or a microSIM 1. Iden0fy your SIM card from the descrip0on below: 25.0mm 25.0mm 15.0mm 12.3mm 12.0mm 15.0mm 15.0mm SIM first genera0on[1989] NOT Compa*ble for 4FF nanoSIM Actual SIM 2FF[non micro] resizable to nanoSIM Actual microSIM
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Tata Tea Ad Analysis Tata Tea “ Jaago Re” Ad Campaign Analysis Tata Tea Overview o Formed in 1983 from the erstwhile Tata Finlay Company‚ a joint venture company formed in 1964‚ Tata Tea Limited is a group Company of TATA Group. Positioning in the market o Tata Tea announced a new chapter in its evolution by unfolding an innovative positioning and presentation of its largest tea brand – Tata Tea. o The brand shifted its positioning from a brand
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CONSOLIDATED FINANCIAL STATEMENT PROJECT TATA- CORUS ACQUISITION SUBMITTED TO: Dean Dr. Badrinath Prof. K. Govindarajan SUBMITTED BY BADRI NARAYANAN - 112071013 TABLE OF CONTENTS SR NO 1. PARTICULARS PART 1 • Global steel industry • About TATA Steel • About Corus PART 2 • Legal form • Mergers and Acquisition • Method • Terms of transaction • Valuation Matters 2. 3. PART -3 • Reasons for the merger • Objectives for a merger • Culture differences • Post - Acquisition 4
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COST ANALYSIS OBJECTIVES INTRODUCTION MEANING DEFINITIONS TYPES OF COSTS MONETARY COSTS REAL COSTS OPPORTUNITY COSTS ECONOMIC COSTS ACCOUNTING COSTS INCREMENTAL COSTS SUNK COSTS FUTURE COSTS PRIVATE‚ EXTERNAL AND SOCIAL COSTS FIXED / SUPPLEMENTARY / OVERHEAD COSTS VARIABLE / PRIME COSTS REPLACEMENT COSTS PRODUCTION COSTS SELLING COSTS CONTROLLABLE COSTS DIRECT COSTS INDIRECT COSTS SHORT RUN COSTS CURVES LONG RUN COSTS CURVES OBJECTIVES To understand the meaning of cost. To discuss different types
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the importance of cost‚ revenue and profit for a business organisation 1. Cost Profit is the different between the selling price and the production cost. Product cost include not only the cost of manufacturing a product but also all the other costs incurred in the process of producing or delivering a product or service. 2. Revenue The revenue of a business is‚ the income from its operations. It is important for the business to make the gap between costs and revenue as wide as possible
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TATA TEA (GB) LIMITED The proposed acquisition: As part of Tata Tea’s strategic intent to rely less heavily on black tea revenues and position itself to benefit from the growing convergence between the tea beverages business and other beverage segments‚ Tata Tea and the Tata Group have recently acquired a 30% equity stake (the “Acquisition”) in Energy Brands Inc. (“Energy Brands”) for an overall consideration of USD677m. Energy Brands is a “new age”beverage company that was formed in 1996 and
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Strategist: Sir Ratan Tata When Ratan Tata became Group Chairman in 1991 he ushered an era of change. According to him “A company or business that remains static will die. A company that constantly changes and accepts that there are better ways to do things than they are done today is a company that will survive in the global market that we face.” He is admired not only for managing the Tata Empire but creating history by making Tata group an MNC by acquiring steel companies like Chorus
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its highest ever Profit after Tax (PAT) of Rs. 922.20 crores‚ as against Rs. 869.90 crores for the previous year‚ a growth of 6%.The Operating Revenue is also higher at Rs. 7‚236.23 crores‚ as against Rs. 5‚915.91 crores‚ a growth of 22.3%. Operating Revenue is higher mainly owing to new tariff approved by the Regulator in Mumbai Licensed Area‚additional power generated from new plants commissioned
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