and analyze in detail • To analyze detailed case study of 5 companies of Tata Group • To analyze percentage cumulative abnormal return of one month both before acquisition and after acquisition Research Design • Exploratory Research Scope of the study • To do a relative analysis between BSE Sensex and the share price of the TATA Group of companies • Limited to 5 companies of TATA • Limited to daily prices of stocks both before and after one month of acquisition
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Strategies 17 5.0 Conclusion 19 6.0 References: 20 1.0 Introduction Tata group was built in India by Jamsetji Tata at 1868. The Tata group operates more than one hundred subsidiaries in worldwide. Tata group set up Tata Motor for the purpose of entering car manufacturing industry at 1998. Besides‚ Tata Motor launched Tata Nano in 2009 (Tata‚ 2014). Tata Nana was known as the cheapest car around the world. Tata Motor produces Nano for the market of lower - and - middle - income segments
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2. Some of the growth of knowledge management systems in TCS and how the sytems helped its business are listed as below: KBASES AND GROUPWARE It is a knowledge repository in the corporate and branch servers accessible to all employees through the intranet. It contained wide range of information regarding processes‚ line of technology and the line of business. The groupware was a body which automated various in house systems such as training and many other functions. CLOSELY KNITS COMMUNITIES
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The Marketing Mix (The 4 P’s of Marketing) Marketing decisions generally fall into the following four controllable categories: • Product • Price • Place (distribution) • Promotion The term "marketing mix" became popularized after Neil H. Borden published his 1964 article‚ The Concept of the Marketing Mix. Borden began using the term in his teaching in the late 1940’s after James Culliton had described the marketing manager as a "mixer of ingredients". The ingredients in Borden’s marketing
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to send me copies of such books. 1994 Franz Edelman Competition Videotapes SiNHA‚ GOPAL P.; MnTER‚ N.; SINGH‚ S. B.; DUTTA‚ G.; ROY‚ P. N.; CHANDRASEKARAN‚ B. S.; and CHOUDHURY‚ A. R. 1995‚ Strategic and Operational Management with Optimization in Tata Steel‚ No. 94.01‚1" VHS: $150‚1" U-Matic: $185. CosARES‚ STEVEN; DEUTSCH‚ D . ; SANIEE‚ I.; and W A S E M ‚ O . 1995‚ Copyright © 1996‚ Institute for Operations Research and the Management Sciences 0092-2102/96/2604/0078$01.25 SONET Toolkit: A
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A SUMMER INTERNSHIP PROJECT REPORT ON A STUDY OF PROMOTION PRACTICE OF TTEB Prepared by:- Paghadar Sagar. PGP+MBA Stevens Business School Company Guide:- Mr. Chetan Gurjar Mobility Head Of (Gujarat) TATA Teleservices Ltd. College Guide:- Dr. Himani Joshi Acknowledgement:- In the realization of one’s objective man is not an independent identity. It is the combined efforts of the people from diverse circle. Keeping this
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Research Brief for Tata Nano In the light of the current issues plaguing the company especially the low sales volume numbers recorded in the recent past‚ most notably in the month of December‚ the potential research areas and corresponding questions that must be addressed through a detailed market research are as follows: * Facts regarding the market segment (% of customers) based on income (upper/ middle class)‚ demographics and ethno graphics who would buy a Nano. * Identification and
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1. Company background: Mention the sectors that the company operates in‚ main products/brand names‚ market share‚ geographies of operations‚ new developments‚ main competitors etc. Which business segment and/or geographical segment - generates most revenues‚ is the most profitable‚ employs the most capital & tangible assets 2. Company Management: Board Size & Composition –is the board diverse enough with reference to Gender‚ Age‚ Educational Background‚ Experience‚ independence etc. Has the
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For financial year 2008‚ the TATA motors reported the consolidated revenues (net of excise) at Rs. 356.51 bn posted a growth of 10.2% over Rs. 323.61 bn in the previous year. The Consolidated Profit after tax (PAT) for the year was Rs. 21.67 bn‚ a marginal decrease over Rs. 21.69 bn in the previous year. Standalone EBITDA impacted by 6.6% to Rs.30.92 bn in FY08 from Rs 33.12 bn in FY07; EBITDA margin stood at 10.76% in FY08 as compared to 12.06% in the previous financial year. Following are
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Contents PART I 3 Mahindra and Mahindra 3 Brief history of M&M tractors 3 History of alliances and acquisitions which helped them in the tractor space 4 Why did they go in for Ssangyong 4 Technology benefits which Ssangyong possesses 4 Mahindra’s experience of the acquisition 5 How Mahindra handled the situation 5 Successes of the acquisition 5 PART II 7 TATA MOTORS 7 Brief history of Tata Motors 7 Why did they go in for JLR deal? 8 But Why Acquisitions? 8 Technology
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