Which are India's True Multinational companies of India?
History of Indian companies acquiring in foreiggn countries
Tata acquisition of Daewoo
Tata acquisition of Tetley
Strategic Management
We Also Provide SYNOPSIS AND PROJECT.
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This Presentation about Tata motors limited. We can see their journey and their products and much more.
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Strategic Management
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: 9971223030
This Presentation about Tata motors limited. We can see their journey and their products and much more.
If you have any ideas or suggestions please comment.
Attock petroleum limited is a subsidiary of the Attock group of Companies
popularly known as Attock Group, which is a combination of multinational
group of Pakistan. APL, was incorporated in Pakistan as a public limited
company on December 3, 1995, sponsored in conjunction by Pharaon
Investment Group Limited Holding (PIGL) and Attock Oil Group of
Companies (AOC) and is one of the four Licensed oil marketing companies of
Pakistan in February, 1998. It is the only fully integrated group in the oil and
gas sector of Pakistan involved in exploration and production, refining and
marketing and its portfolio consists of lubricants, commercial and industrial
fuels.
APL has a large storage capacity 35,950 metric tons, transportation, and is
growing heir network of modern gas stations targeting specially to remote areas
of Pakistan like Khyber Pukhtunkwa & Punjab. APL has over 600 retail outlets
across Pakistan.
In the fuel category, APL markets and supplies fuels to manufacturing industry,
armed forces, power producers, government/semi-government entities, FMCG
companies, developmental sector, agricultural customers etc.
Other subsidiaries of this group includes
Pakistan Oilfields Limited (POL)
Attock Refinery Limited (ARL)
National Refinery Limited, Karachi (NRL)
Attock Petroleum Limited (APL)
Attock Cement Pakistan Limited (ACPL)
Attock Information Technology Services (Private) Limited
Attock Gen Limited
APL’s main product is lubricants, oil and gas and is engaged in the production
and refining, oil exploration, manufacturing of petroleum products and in
selected retail outlets also provide CNG as well as non-fuel retailing options
such as tuck shops, car services and lubricants.APL has plants in Attock
District – Khaur,Rawalpindi District – Morgah,Dhulian Gujrat Punjab,Meyal
and Toot.
APL supplies a range of petroleum products in Pakistan. It offers various
petroleum products, such as Liquefied Petroleum Gas (LPG)
Petroleum Solvent Grade , Naphtha, Unleaded Premium Motor Gasoline
(PMG),Mineral Turpentine (MTT),JP-1,JP- 8,Kerosene Oil, High Speed Diesel
(HSD),Light Diesel Oil (LDO),Jute Batching Oil (JBO),Furnace Fuel Oil
(FFO),Low Sulfur Fuel Oil (LSFO),Residual Furnace Oil (RFO),Paving Grade
Asphalt,Cut Back Asphalts, Polymer Modified Bitumen (PMB)
The cover embodies the Cairn India principle of creating
long term value for our stakeholders through sustainable
business processes. While the horizon is a reflection of our
diversified portfolio of producing assets, the heart of the
report is the people or communities around our areas of
operation. Just as the principles of Respect, Responsibility
and Relationships are embedded in our business
processes and carried forward by every employee, we
hope the essence and impact of sustainability will also
act as a bridge between older and younger generations
of communities. The tree of life embodies the fruit of
hydrocarbon development and the children the catalyst
and carriers of this sustainability journey.
Attock petroleum limited is a subsidiary of the Attock group of Companies
popularly known as Attock Group, which is a combination of multinational
group of Pakistan. APL, was incorporated in Pakistan as a public limited
company on December 3, 1995, sponsored in conjunction by Pharaon
Investment Group Limited Holding (PIGL) and Attock Oil Group of
Companies (AOC) and is one of the four Licensed oil marketing companies of
Pakistan in February, 1998. It is the only fully integrated group in the oil and
gas sector of Pakistan involved in exploration and production, refining and
marketing and its portfolio consists of lubricants, commercial and industrial
fuels.
APL has a large storage capacity 35,950 metric tons, transportation, and is
growing heir network of modern gas stations targeting specially to remote areas
of Pakistan like Khyber Pukhtunkwa & Punjab. APL has over 600 retail outlets
across Pakistan.
In the fuel category, APL markets and supplies fuels to manufacturing industry,
armed forces, power producers, government/semi-government entities, FMCG
companies, developmental sector, agricultural customers etc.
Other subsidiaries of this group includes
Pakistan Oilfields Limited (POL)
Attock Refinery Limited (ARL)
National Refinery Limited, Karachi (NRL)
Attock Petroleum Limited (APL)
Attock Cement Pakistan Limited (ACPL)
Attock Information Technology Services (Private) Limited
Attock Gen Limited
APL’s main product is lubricants, oil and gas and is engaged in the production
and refining, oil exploration, manufacturing of petroleum products and in
selected retail outlets also provide CNG as well as non-fuel retailing options
such as tuck shops, car services and lubricants.APL has plants in Attock
District – Khaur,Rawalpindi District – Morgah,Dhulian Gujrat Punjab,Meyal
and Toot.
APL supplies a range of petroleum products in Pakistan. It offers various
petroleum products, such as Liquefied Petroleum Gas (LPG)
Petroleum Solvent Grade , Naphtha, Unleaded Premium Motor Gasoline
(PMG),Mineral Turpentine (MTT),JP-1,JP- 8,Kerosene Oil, High Speed Diesel
(HSD),Light Diesel Oil (LDO),Jute Batching Oil (JBO),Furnace Fuel Oil
(FFO),Low Sulfur Fuel Oil (LSFO),Residual Furnace Oil (RFO),Paving Grade
Asphalt,Cut Back Asphalts, Polymer Modified Bitumen (PMB)
The cover embodies the Cairn India principle of creating
long term value for our stakeholders through sustainable
business processes. While the horizon is a reflection of our
diversified portfolio of producing assets, the heart of the
report is the people or communities around our areas of
operation. Just as the principles of Respect, Responsibility
and Relationships are embedded in our business
processes and carried forward by every employee, we
hope the essence and impact of sustainability will also
act as a bridge between older and younger generations
of communities. The tree of life embodies the fruit of
hydrocarbon development and the children the catalyst
and carriers of this sustainability journey.
2012 DS100 Ranking: Top 100 Companies of the Muslim World - PresentationDinarStandard
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Valid also for latecomer companies in
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
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What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
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2. CASE METHODOLOGY
2
Team of Outlook Business correspondents took four months
to put together 'The Global 50' list
The first true and comprehensive listing of Indian
multinationals based on their revenues and profits earned
overseas, employees working abroad and assets owned
beyond Indian shores
NOT a plain-vanilla compilation of India's leading exporters
As on March 2007,
India's top 50 multinationals employ about 124,000 people
abroad
India's top 50 multinationals earn almost Rs 1,15,284 crore in
revenues overseas (2.22% of GDP) Asset owned overseas
PARAMETERS USED
3. 3
THEORY INTRODUCTION
TOP INDIAN MULTINATIONALS
THOUGHT LEADERS STRATEGY
ORGANIZATION FOREIGN REVENUES IN
CRORES
(% total revenue)
ASSET ABROAD IN
CRORES
(% total assets)
EMPLOYEES OVERSEAS
(% total employees)
Tata Steel 97700 (73.5%) 75700 (60%) 45829 (56%)
Motherson Sumi Systems 10500 (70.4%) 8900 (74%) 15359 (35%)
HCL Technologies 19900 ( 95.6%) 10800 (55.5%) 15201(19%)
Hindalco 61800 (76.25%) 46600 (54.8%) 12000 (36%)
Suzlon energy 13300 (61%) 22300 (66%) 4179 (34%)
Tata Motors 111500 (67%) 76100 (62.8%) 18090 (30%)
Dr. Reddy’s Laboratories 8000 (82.4%) 5100 (50%) 3007 (20%)
Infosys 33000 (98%) 10100 (25%) 10350 (10%)
Tata communications 10700 (71%) 8600 (64%) 2276 (27.8%)
4. 4
THEORY INTRODUCTION
CHANGE IN THE PYSCHE OF INDIAN CEO
Focus on exports and considered as a primary metric of measuring global influence
Produce where it is cheap to produce or where the customer is located
Hire talent where it is available and needed
Obtain natural resources irrespective of where in the globe it is available
Seek and satisfy global customers
EARLIER
NOW
THOUGHT LEADERS
47% Bharat Forge’s employees, 24% of Asian paints employees are either foreign nationals or
Indians working abroad
STRATEGY
5. 5
THOUGHT LEADERS
• Tata Motor’s $102 million acquisition of Daewoo’s commercial
vehicles unit
• Tata Steel’s $484 million acquisition of NatSteel and $404 buyout of
Millennium Steel
• Tata tea buyout of Tetley in 2000 for $407 million
• Crafted the ’dual shoring’ strategy
• Decided that at least 20% of the company’s production must happen
near client’s location
• Set up a global manufacturing footprint ensuring proximity to the
global customer and greater intimacy with the client
THEORY INTRODUCTION THOUGHT LEADERS STRATEGY
7. 7
CHOICE OF ENTRY MODE
THEORY INTRODUCTION THOUGHT LEADERS STRATEGY
CHOICE OF ENTRY MODE
Non Equity
Modes
Contractual
Agreements
Direct
Export
Alliances
Export
Licensing
Indirect
Export
Equity
Modes
Equity JV
Minority JV
Majority JV
WOS
Greenfield
M&A
8. 8
CHOICE OF ENTRY MODE
THEORY INTRODUCTION THOUGHT LEADERS STRATEGY
WOS offer companies the highest level of control and the lowest
levels of technology risk, but they also require the highest level of
resource commitments.
RESOURCE
COMMITMENT
LEVEL OF
CONTROL
TECHNOLOGY
RISK
DEMANDS
PERFORMANCE OUTCOMES
DEPEND UPON
Acquisitions are the fastest way to build a market presence in a
foreign market, yet they involve risks of overpayment, inability to
assess the real value of acquired assets, and post-acquisition
problems like cross-cultural assimilation.
Greenfield investments offer the greatest control over subsidiaries,
yet they often require the longest time to establish and need the
greatest transfer of resources and capabilities
WHOLELY OWNED SUBSIDIARIES
ACQUISITIONS
GREENFIELD INVESTMENTS
9. 9
INDIAN STRATEGIES
Almost all big global strides made through
acquisitions, most of them friendly. Very few of
the global moves have been organic
Deals like Tata Steel-Corus ($12.2 billion),
Hindalco-Novelis ($6 billion), Suzlon Energy-
REpower (€1.35 billion)
’Soft-touch' approach to integration: Indian
acquirers have not fired CEOs, shut down
plants or laid-off workers or even shipped jobs
back to India
IMPACT
made the task of integration easier, even
though returns may have been slower (Tata)
built a reputation for being benign acquirers
(Ford-JLR-Tata)
INTRODUCIONTHEORY INTRODUCTION THOUGHT LEADERS STRATEGY
10. 10
TATA CASE STUDY TETLEY
TETLEY ACQUISITION BY TATA TEA
In 2000, Tata Tea (now known as Tata Global Beverages) acquires the Tetley group, UK. This is the first major acquisition of an
international brand by an Indian business group.
DAEWOO OTHERS
11. 11
TETLEY ACQUISITION BY TATA TEA
GLOBAL
LEADERSHIP
GLOBAL SALES
AND DISTRIBUTION
TATA CASE STUDYTATA CASE STUDY TETLEY DAEWOO OTHERS
12. TATA MOTORS & DAEWOO
MajorAcquisitionsforinternationalexpansion
2003-04
Daewoo Commercial Vehicle
Company(100%), South Korea
FAILURE OF DAEWOO GROUP
2004-05
Hispano Carrocera(21%)
2008-09
Jaguar Land Rover(100%)
2010-11
Remaining 79% in Hispanno
• Established by Daewoo Group in 1982 and built into
the second largest automobile and truck
manufacturer in Korea
• Daewoo Group’s bankruptcy lead to the bankruptcy
of Daewoo Motors in 2000
• Car business of Daewoo Motors sold to GM in Nov
2002
• Tata Motors was considered to be inapt for
acquisition due to financial and technology prowess.
Tata Group was fairly unheard.
• Management of Daewoo was inclined to sell to
American or European Company
TATA CASE STUDYTATA CASE STUDY TETLEY DAEWOO OTHERS
13. EXISTING SYSTEM
The TATA WAY – EMPLOYEE MARKETING
WINNING DWCV EMPLOYEES MANAGING KOREAN CULTURE
Respecting hierarchy and values
Managing Unions
TATA CASE STUDY TETLEY DAEWOO
‘THE TATA EFFECT’
“I was wrong in thinking that an American or
European company would have been better.
With Tata Motors, we have a just partnership.
We have retained our voice; the company has
grown and employees have benefited."
Ki-Hee Won, MD, Administration Division
OTHERS
Structured program to educate DWCV about
India, Tata Group and Tata Motors
Communication (in Korean) to management,
unions and employees emphasizing Tata Motors
capabilities and Tata Group’s reputation for
good corporate governance
Respecting strong work ethics of Koreans
through significant efforts during the due
diligence process
Building the psyche “TATA is more strategic
partner than a venture capitalist”