This investor presentation provides an overview of Tata Motors and the Indian automobile industry. It states that any projections or expectations described are forward-looking statements and actual results could differ materially. It then gives time periods for the quarterly and year-to-date financial data referenced. Finally, it establishes Tata Motors as the market leader in commercial vehicles in India, with the largest product portfolio and as a top global manufacturer of buses and trucks.
flip-kart case study and SWAT analysis after merge Walmart AnubhavMishra70
Flipkart is an Indian e-commerce company that started in 2007 selling books online. It has since expanded into additional product categories and acquired other companies. It aims to provide customers with a wide selection of products and a hassle-free shopping experience. While online retail is growing in India due to increasing internet and smartphone usage, Flipkart faces threats from competitors and needs to continue innovating and optimizing its supply chain to offer competitive prices. Relationship marketing and data analytics can also help Flipkart improve customer retention and targeting.
Tata Motors is a major Indian automobile company established in 1945. It entered the passenger vehicle segment in 1954 through a collaboration with Daimler-Benz. This partnership helped Tata Motors become India's largest automobile manufacturer, producing over 8 million vehicles to date. A PESTEL analysis examines the political, economic, social, technological, environmental, and legal factors influencing an organization. For Tata Motors, these include land acquisition issues, economic conditions, social responsibility programs, investments in green technology, and compliance with emission standards.
Walmart acquired a 77% stake in Flipkart for $16 billion, valuing the Indian e-commerce company at $20.77 billion. This represents the largest acquisition of an e-commerce company. Sachin Bansal sold his 5.5-6% stake but Binny Bansal will remain as CEO of Flipkart. Walmart wanted to increase its stake to 85% to enter and capture the rapidly growing Indian market and compete with rival Amazon. Flipkart holds the majority of Indian consumers and has a strong supply chain network serving over 800 cities daily.
The document discusses various types of corporate restructuring including mergers and acquisitions. It provides examples of different types of mergers such as horizontal, vertical, and conglomerate mergers. It also discusses reasons for mergers and acquisitions including increasing market power, overcoming barriers to entry, and lowering costs. Potential problems with mergers and acquisitions are outlined like integration difficulties, inadequate evaluation of targets, and managers becoming overly focused on acquisitions.
The document discusses the evolving digital payments industry in India. It notes that digital payments are expected to reach $500 billion by 2020, accounting for 15% of GDP. Customer demand is driving companies to offer instant, one-touch payment solutions. The government's JAM Trinity initiative of Jan Dhan, Aadhaar, and mobile phones holds the key to transforming financial inclusion in India. Technology is projected to make payments simpler with merchant networks growing 10x by 2020 and driving consumption. Digital identity will help accelerate customer acquisition.
The document analyzes Porter's Five Forces model in the context of the Indian banking industry. It discusses the competitive nature of the industry, with many public and private sector banks vying for customers. While it is difficult for new banks to enter due to customer trust in established brands, online banking has reduced switching costs between banks. The major suppliers of capital to banks are customers through deposits and loans from other institutions. While insurance and mutual funds can substitute some banking services, core banking functions have no real substitutes. Overall, the Indian banking sector has grown significantly in recent decades and remains an important part of the economy.
Flipkart vs amazon vs snapdeal retail managementBharat Narayan
This presentation make a comparison between major player flipkart amazon and snapdeal in Indian e-retail space,their strategies,competition,Omni channel retail and future of e-retail
flip-kart case study and SWAT analysis after merge Walmart AnubhavMishra70
Flipkart is an Indian e-commerce company that started in 2007 selling books online. It has since expanded into additional product categories and acquired other companies. It aims to provide customers with a wide selection of products and a hassle-free shopping experience. While online retail is growing in India due to increasing internet and smartphone usage, Flipkart faces threats from competitors and needs to continue innovating and optimizing its supply chain to offer competitive prices. Relationship marketing and data analytics can also help Flipkart improve customer retention and targeting.
Tata Motors is a major Indian automobile company established in 1945. It entered the passenger vehicle segment in 1954 through a collaboration with Daimler-Benz. This partnership helped Tata Motors become India's largest automobile manufacturer, producing over 8 million vehicles to date. A PESTEL analysis examines the political, economic, social, technological, environmental, and legal factors influencing an organization. For Tata Motors, these include land acquisition issues, economic conditions, social responsibility programs, investments in green technology, and compliance with emission standards.
Walmart acquired a 77% stake in Flipkart for $16 billion, valuing the Indian e-commerce company at $20.77 billion. This represents the largest acquisition of an e-commerce company. Sachin Bansal sold his 5.5-6% stake but Binny Bansal will remain as CEO of Flipkart. Walmart wanted to increase its stake to 85% to enter and capture the rapidly growing Indian market and compete with rival Amazon. Flipkart holds the majority of Indian consumers and has a strong supply chain network serving over 800 cities daily.
The document discusses various types of corporate restructuring including mergers and acquisitions. It provides examples of different types of mergers such as horizontal, vertical, and conglomerate mergers. It also discusses reasons for mergers and acquisitions including increasing market power, overcoming barriers to entry, and lowering costs. Potential problems with mergers and acquisitions are outlined like integration difficulties, inadequate evaluation of targets, and managers becoming overly focused on acquisitions.
The document discusses the evolving digital payments industry in India. It notes that digital payments are expected to reach $500 billion by 2020, accounting for 15% of GDP. Customer demand is driving companies to offer instant, one-touch payment solutions. The government's JAM Trinity initiative of Jan Dhan, Aadhaar, and mobile phones holds the key to transforming financial inclusion in India. Technology is projected to make payments simpler with merchant networks growing 10x by 2020 and driving consumption. Digital identity will help accelerate customer acquisition.
The document analyzes Porter's Five Forces model in the context of the Indian banking industry. It discusses the competitive nature of the industry, with many public and private sector banks vying for customers. While it is difficult for new banks to enter due to customer trust in established brands, online banking has reduced switching costs between banks. The major suppliers of capital to banks are customers through deposits and loans from other institutions. While insurance and mutual funds can substitute some banking services, core banking functions have no real substitutes. Overall, the Indian banking sector has grown significantly in recent decades and remains an important part of the economy.
Flipkart vs amazon vs snapdeal retail managementBharat Narayan
This presentation make a comparison between major player flipkart amazon and snapdeal in Indian e-retail space,their strategies,competition,Omni channel retail and future of e-retail
Corning Incorporated Case Study MBA OUMShah Sheikh
The document provides details about changes that took place at Corning Inc. after new management took over. It discusses: 1) The establishment of the Growth and Strategy Council (GSC) to oversee innovation projects and resource allocation; 2) The creation of the Corporate Technology Council (CTC) to evaluate early-stage projects; 3) How these councils aided decision making and maintained a balanced innovation portfolio. It also analyzes whether the new organizational structure was beneficial for Corning.
Bharti Airtel conducted a BCG matrix study of its strategic business units (SBUs). The matrix shows that Mobile Services is the cash cow with the largest market share. Enterprise Services is classified as a star due to its strong growth and market share gains in recent years. Telemedia Services falls in the dog quadrant with declining market share. Passive Infrastructure is new and its future is uncertain. The document provides details on the market shares and growth rates used to classify the SBUs in the BCG matrix.
This document provides an annual report for the years 2011-2012. It includes highlights such as net revenue from operations increasing 25.7% to Rs. 7964.2 crores and EBITDA increasing 21.2% to Rs. 1493.2 crores. Capacity was expanded at the Rohtak plant. The Board of Directors recommended a final dividend of Rs. 30.5 per share. Consolidated gross revenue crossed Rs. 10,000 crores for the group. The report also includes 10-year reviews of financial results, capital accounts, and ratios.
1. Jet Airways acquired Air Sahara in 2007 for Rs. 1450 crore, after initial negotiations to purchase it for Rs. 2300 crore fell through.
2. The acquisition provided Jet Airways with Air Sahara's fleet of 27 aircraft, infrastructure, and presence in markets it previously did not serve. It also increased Jet's domestic market share.
3. Integration efforts included absorbing Air Sahara employees through training, converting Air Sahara to the Jet Lite brand, merging similar aircraft fleets, reducing costs through steps like eliminating unused facilities, and discontinuing loss-making routes.
Assignment 3 Lisa Benton Case AnalysisOmar Rahmaan
Lisa Benton accepted a job offer from Houseworld as an assistant manager but quickly became uncomfortable with her new role. Her boss, Deborah Linton, had a hands-off leadership style and her teammate, Ron Scoville, was condescending. Benton lacked the emotional intelligence and communication skills to effectively deal with the situation. The summary recommends that Benton develop self-awareness, understand different management styles, and create a team charter to improve effectiveness.
A study on consumer satisfaction in ford motorsrajukann
This document presents a study on consumer satisfaction with Ford Motors in India. It includes an introduction, literature review, profiles of the automobile industry and Ford Motors, data analysis and interpretation of a survey conducted with Ford customers, findings and suggestions. The survey examined customers' perceptions of Ford vehicles, service, and their overall satisfaction with purchasing and owning a Ford car.
The document discusses changes in management that the Tata Group has implemented, including organizational restructuring, a consumer-centric approach, cost cutting, raising quality, managing unions, spreading a performance culture, mergers and acquisitions, budgetary allocations, technology enhancements, and responding to new business entrants. Key changes include reorganizing over 100 companies, appointing new heads in subsidiaries like TCS, focusing on consumer needs through initiatives at companies like Tata Sky and Titan, and large acquisitions such as Jaguar Land Rover.
IDFC First Bank: Analysis and Outlook Mitali Pania
This document analyzes IDFC FIRST BANK. It provides an overview of trends in the Indian banking sector, including strong credit growth. It outlines the merger that formed IDFC FIRST BANK and describes its leadership and shareholding. The document observes trends in the bank's financials like rising net interest income and CASA deposits. Capital adequacy ratios are projected to gradually decline but remain above regulatory limits. Non-performing assets are expected to fall to healthy levels by 2024-25.
Tata Motors Acquisition of Jaguar&Land RoverAkash Jauhari
Tata Motors acquired Jaguar Land Rover from Ford in 2008 to diversify into developed markets, gain synergies from Tata group resources, and improve technology. The $2.3 billion deal was financed through a $3 billion bridge loan. Tata Motors struggled to refinance the debt due to the global financial crisis but eventually paid it off through asset sales, debentures, and commercial borrowing. The acquisition made Tata Motors a global automaker but it still lacked significant market share outside of India.
Jaguar Land Rover Acquisition by Tata MotorsJaguar land rover acquisition by ...Percy Poonegar
Tata Motors acquired Jaguar and Land Rover from Ford Motors for $2.3 billion in 2008. While the deal gave Tata Motors a global presence in the luxury vehicle market, it also significantly increased the company's debt burden. The economic recession negatively impacted JLR's key markets in the US and Europe, reducing profits. Tata Motors had to take on large loans to finance the acquisition and make further investments in JLR, straining its financial position. Though the deal provided strategic benefits like advanced technology and global recognition, the timing proved difficult as the auto industry downturn affected Tata Motor's ability to pay off the loans and achieve the desired synergies from the acquisition.
This document provides an overview of Reliance Jio, including its organizational profile and products. Reliance Jio is a subsidiary of Reliance Industries focused on providing 4G mobile and broadband services in India. It holds pan-India licenses and spectrum and aims to provide high-speed internet connectivity and digital services. Reliance Jio offers various apps and services and is building out a next-generation network to handle increasing demand for data and voice.
Rajat Gupta, a former director of Goldman Sachs and Procter & Gamble, was convicted on three counts of securities fraud and one count of conspiracy for passing confidential boardroom information to hedge fund manager Raj Rajaratnam, who earned millions from the tips. Gupta faces up to 20 years in prison on each fraud charge and up to 5 years for conspiracy. A jury found Gupta guilty based on phone records showing he promptly called Rajaratnam after receiving inside information from board meetings. The conviction of Gupta, a prominent business leader, was a major victory for prosecutors in their crackdown on insider trading.
- Tata Steel, established in 1907 and one of the largest steel producers in the world, acquired Corus Steel in 2007 to expand its global reach. Corus Steel, established in 1999 through a merger and one of the top 10 largest steel producers, was looking for a strategic partner to access lower-cost materials and virgin markets.
- The acquisition allowed Tata Steel to gain access to Corus Steel's mature European markets and technology, while providing Corus Steel access to Tata Steel's lower production costs in India. However, the European steel operations have struggled in recent years due to falling production and sales. While the Indian operations have contributed significantly to profits, the acquisition resulted in debt for Tata Steel and a
Walmart acquired a 77% stake in Flipkart for $16 billion, valuing the Indian ecommerce company at $20.77 billion. This was one of the largest mergers and acquisitions to date. Sachin Bansal, a Flipkart co-founder, sold his 5.56% stake, while the other co-founder Benny Bansal will remain as CEO under the new Walmart-Flipkart group. Walmart wanted to enter the rapidly growing Indian market and gain a foothold against competitor Amazon, as well as access Flipkart's suppliers and data on Indian consumers.
Tata Motors acquired Jaguar and Land Rover from Ford Motor Company in 2008 for $2.3 billion. The acquisition provided Tata Motors with two iconic British luxury brands and expanded their global presence. Tata Motors raised funds through loans and share sales to finance the large acquisition. Following the purchase, Tata Motors implemented cost rationalization measures at Jaguar and Land Rover to improve profitability. These measures included job cuts, extending supplier payment terms, and reducing inventory levels. By 2011, Jaguar and Land Rover were profitable under Tata Motors' ownership.
House of Tata: Acquiring a Global FootprintSinchan Pathak
The document summarizes the globalization strategies of three Tata Group companies - Indian Hotels, Tata Tea, and Tata Steel.
For Indian Hotels, the strategies included franchise agreements, management contracts, and full ownership of hotels. This allowed them to build their brands and presence in gateway cities globally. By 2006-07, 24.6% of their revenue came from outside India.
Tata Tea acquired companies like Tetley and brands like Eight O'Clock Coffee to transform from a commodity tea producer to a branded company and expand globally. Their net income grew 29.3% annually over 3 years.
Tata Steel pursued a de-integrated strategy and acquired steel businesses in Asia to
The Indian automotive industry has experienced significant growth over the past decade. Exports of automobiles from India surged 57% in 2008-2009, led by major exporters Hyundai and Maruti Suzuki shipping more vehicles to Europe. However, domestic sales were impacted by the economic slowdown and high lending rates. Passenger vehicle sales grew only 0.13% while commercial vehicle sales declined sharply. Two-wheeler sales also grew modestly at 2.6% due to financing issues. Going forward, demand from Europe may soften and domestic sales will depend on availability of financing and new model launches.
This document discusses mergers and acquisitions (M&A). It defines a merger as a combination of two companies to form a new company, while an acquisition is the purchase of one company by another where no new company is formed. In a merger, the boards approve the combination and seek shareholder approval, after which the acquired company ceases to exist. An acquisition involves one company obtaining a majority stake in another, which retains its name and structure. The document provides examples of M&A deals and discusses their benefits, such as increasing capital base, customer base, and synergies while reducing costs and competition.
Strategic Marketing - Chevrolet Spark - ‘The Spark That Didn’t Light’Gopalakrishnan D
This document summarizes a report analyzing the relative failure of the Chevrolet Spark in the Indian market compared to its competitors, the Maruti WagonR and Hyundai Santro. The report conducted primary research through surveys of current and potential customers. It also analyzed secondary data from industry reports and publications. The report aims to perform a root cause analysis of the Spark's failure and identify key success factors for cars in this market segment. It examines factors at the macroeconomic, industry, company, and product level to understand what caused the Spark to underperform despite initially high expectations and the prior success of its base model, the Daewoo Matiz. The report's findings and recommendations aim to help GM understand how to better
Cognizant is a global technology company founded in 1994 and headquartered in Teaneck, New Jersey. It has annual revenues of $2.8 billion and employs approximately 63,000 people across more than 40 global delivery centers. Cognizant provides a range of technology services including application development, integration and maintenance, IT infrastructure services, and technology consulting. The company focuses on industries like banking and financial services, healthcare and life sciences, and manufacturing.
This research report discusses Tata Motors' acquisition of Jaguar Land Rover from Ford in 2008. It provides background on both companies and analyzes the rationale for the merger. Key reasons included gaining a global presence in luxury vehicles, technology, and credibility. The report also examines financial details, post-merger integration strategies, and potential synergies and challenges from the acquisition.
Corning Incorporated Case Study MBA OUMShah Sheikh
The document provides details about changes that took place at Corning Inc. after new management took over. It discusses: 1) The establishment of the Growth and Strategy Council (GSC) to oversee innovation projects and resource allocation; 2) The creation of the Corporate Technology Council (CTC) to evaluate early-stage projects; 3) How these councils aided decision making and maintained a balanced innovation portfolio. It also analyzes whether the new organizational structure was beneficial for Corning.
Bharti Airtel conducted a BCG matrix study of its strategic business units (SBUs). The matrix shows that Mobile Services is the cash cow with the largest market share. Enterprise Services is classified as a star due to its strong growth and market share gains in recent years. Telemedia Services falls in the dog quadrant with declining market share. Passive Infrastructure is new and its future is uncertain. The document provides details on the market shares and growth rates used to classify the SBUs in the BCG matrix.
This document provides an annual report for the years 2011-2012. It includes highlights such as net revenue from operations increasing 25.7% to Rs. 7964.2 crores and EBITDA increasing 21.2% to Rs. 1493.2 crores. Capacity was expanded at the Rohtak plant. The Board of Directors recommended a final dividend of Rs. 30.5 per share. Consolidated gross revenue crossed Rs. 10,000 crores for the group. The report also includes 10-year reviews of financial results, capital accounts, and ratios.
1. Jet Airways acquired Air Sahara in 2007 for Rs. 1450 crore, after initial negotiations to purchase it for Rs. 2300 crore fell through.
2. The acquisition provided Jet Airways with Air Sahara's fleet of 27 aircraft, infrastructure, and presence in markets it previously did not serve. It also increased Jet's domestic market share.
3. Integration efforts included absorbing Air Sahara employees through training, converting Air Sahara to the Jet Lite brand, merging similar aircraft fleets, reducing costs through steps like eliminating unused facilities, and discontinuing loss-making routes.
Assignment 3 Lisa Benton Case AnalysisOmar Rahmaan
Lisa Benton accepted a job offer from Houseworld as an assistant manager but quickly became uncomfortable with her new role. Her boss, Deborah Linton, had a hands-off leadership style and her teammate, Ron Scoville, was condescending. Benton lacked the emotional intelligence and communication skills to effectively deal with the situation. The summary recommends that Benton develop self-awareness, understand different management styles, and create a team charter to improve effectiveness.
A study on consumer satisfaction in ford motorsrajukann
This document presents a study on consumer satisfaction with Ford Motors in India. It includes an introduction, literature review, profiles of the automobile industry and Ford Motors, data analysis and interpretation of a survey conducted with Ford customers, findings and suggestions. The survey examined customers' perceptions of Ford vehicles, service, and their overall satisfaction with purchasing and owning a Ford car.
The document discusses changes in management that the Tata Group has implemented, including organizational restructuring, a consumer-centric approach, cost cutting, raising quality, managing unions, spreading a performance culture, mergers and acquisitions, budgetary allocations, technology enhancements, and responding to new business entrants. Key changes include reorganizing over 100 companies, appointing new heads in subsidiaries like TCS, focusing on consumer needs through initiatives at companies like Tata Sky and Titan, and large acquisitions such as Jaguar Land Rover.
IDFC First Bank: Analysis and Outlook Mitali Pania
This document analyzes IDFC FIRST BANK. It provides an overview of trends in the Indian banking sector, including strong credit growth. It outlines the merger that formed IDFC FIRST BANK and describes its leadership and shareholding. The document observes trends in the bank's financials like rising net interest income and CASA deposits. Capital adequacy ratios are projected to gradually decline but remain above regulatory limits. Non-performing assets are expected to fall to healthy levels by 2024-25.
Tata Motors Acquisition of Jaguar&Land RoverAkash Jauhari
Tata Motors acquired Jaguar Land Rover from Ford in 2008 to diversify into developed markets, gain synergies from Tata group resources, and improve technology. The $2.3 billion deal was financed through a $3 billion bridge loan. Tata Motors struggled to refinance the debt due to the global financial crisis but eventually paid it off through asset sales, debentures, and commercial borrowing. The acquisition made Tata Motors a global automaker but it still lacked significant market share outside of India.
Jaguar Land Rover Acquisition by Tata MotorsJaguar land rover acquisition by ...Percy Poonegar
Tata Motors acquired Jaguar and Land Rover from Ford Motors for $2.3 billion in 2008. While the deal gave Tata Motors a global presence in the luxury vehicle market, it also significantly increased the company's debt burden. The economic recession negatively impacted JLR's key markets in the US and Europe, reducing profits. Tata Motors had to take on large loans to finance the acquisition and make further investments in JLR, straining its financial position. Though the deal provided strategic benefits like advanced technology and global recognition, the timing proved difficult as the auto industry downturn affected Tata Motor's ability to pay off the loans and achieve the desired synergies from the acquisition.
This document provides an overview of Reliance Jio, including its organizational profile and products. Reliance Jio is a subsidiary of Reliance Industries focused on providing 4G mobile and broadband services in India. It holds pan-India licenses and spectrum and aims to provide high-speed internet connectivity and digital services. Reliance Jio offers various apps and services and is building out a next-generation network to handle increasing demand for data and voice.
Rajat Gupta, a former director of Goldman Sachs and Procter & Gamble, was convicted on three counts of securities fraud and one count of conspiracy for passing confidential boardroom information to hedge fund manager Raj Rajaratnam, who earned millions from the tips. Gupta faces up to 20 years in prison on each fraud charge and up to 5 years for conspiracy. A jury found Gupta guilty based on phone records showing he promptly called Rajaratnam after receiving inside information from board meetings. The conviction of Gupta, a prominent business leader, was a major victory for prosecutors in their crackdown on insider trading.
- Tata Steel, established in 1907 and one of the largest steel producers in the world, acquired Corus Steel in 2007 to expand its global reach. Corus Steel, established in 1999 through a merger and one of the top 10 largest steel producers, was looking for a strategic partner to access lower-cost materials and virgin markets.
- The acquisition allowed Tata Steel to gain access to Corus Steel's mature European markets and technology, while providing Corus Steel access to Tata Steel's lower production costs in India. However, the European steel operations have struggled in recent years due to falling production and sales. While the Indian operations have contributed significantly to profits, the acquisition resulted in debt for Tata Steel and a
Walmart acquired a 77% stake in Flipkart for $16 billion, valuing the Indian ecommerce company at $20.77 billion. This was one of the largest mergers and acquisitions to date. Sachin Bansal, a Flipkart co-founder, sold his 5.56% stake, while the other co-founder Benny Bansal will remain as CEO under the new Walmart-Flipkart group. Walmart wanted to enter the rapidly growing Indian market and gain a foothold against competitor Amazon, as well as access Flipkart's suppliers and data on Indian consumers.
Tata Motors acquired Jaguar and Land Rover from Ford Motor Company in 2008 for $2.3 billion. The acquisition provided Tata Motors with two iconic British luxury brands and expanded their global presence. Tata Motors raised funds through loans and share sales to finance the large acquisition. Following the purchase, Tata Motors implemented cost rationalization measures at Jaguar and Land Rover to improve profitability. These measures included job cuts, extending supplier payment terms, and reducing inventory levels. By 2011, Jaguar and Land Rover were profitable under Tata Motors' ownership.
House of Tata: Acquiring a Global FootprintSinchan Pathak
The document summarizes the globalization strategies of three Tata Group companies - Indian Hotels, Tata Tea, and Tata Steel.
For Indian Hotels, the strategies included franchise agreements, management contracts, and full ownership of hotels. This allowed them to build their brands and presence in gateway cities globally. By 2006-07, 24.6% of their revenue came from outside India.
Tata Tea acquired companies like Tetley and brands like Eight O'Clock Coffee to transform from a commodity tea producer to a branded company and expand globally. Their net income grew 29.3% annually over 3 years.
Tata Steel pursued a de-integrated strategy and acquired steel businesses in Asia to
The Indian automotive industry has experienced significant growth over the past decade. Exports of automobiles from India surged 57% in 2008-2009, led by major exporters Hyundai and Maruti Suzuki shipping more vehicles to Europe. However, domestic sales were impacted by the economic slowdown and high lending rates. Passenger vehicle sales grew only 0.13% while commercial vehicle sales declined sharply. Two-wheeler sales also grew modestly at 2.6% due to financing issues. Going forward, demand from Europe may soften and domestic sales will depend on availability of financing and new model launches.
This document discusses mergers and acquisitions (M&A). It defines a merger as a combination of two companies to form a new company, while an acquisition is the purchase of one company by another where no new company is formed. In a merger, the boards approve the combination and seek shareholder approval, after which the acquired company ceases to exist. An acquisition involves one company obtaining a majority stake in another, which retains its name and structure. The document provides examples of M&A deals and discusses their benefits, such as increasing capital base, customer base, and synergies while reducing costs and competition.
Strategic Marketing - Chevrolet Spark - ‘The Spark That Didn’t Light’Gopalakrishnan D
This document summarizes a report analyzing the relative failure of the Chevrolet Spark in the Indian market compared to its competitors, the Maruti WagonR and Hyundai Santro. The report conducted primary research through surveys of current and potential customers. It also analyzed secondary data from industry reports and publications. The report aims to perform a root cause analysis of the Spark's failure and identify key success factors for cars in this market segment. It examines factors at the macroeconomic, industry, company, and product level to understand what caused the Spark to underperform despite initially high expectations and the prior success of its base model, the Daewoo Matiz. The report's findings and recommendations aim to help GM understand how to better
Cognizant is a global technology company founded in 1994 and headquartered in Teaneck, New Jersey. It has annual revenues of $2.8 billion and employs approximately 63,000 people across more than 40 global delivery centers. Cognizant provides a range of technology services including application development, integration and maintenance, IT infrastructure services, and technology consulting. The company focuses on industries like banking and financial services, healthcare and life sciences, and manufacturing.
This research report discusses Tata Motors' acquisition of Jaguar Land Rover from Ford in 2008. It provides background on both companies and analyzes the rationale for the merger. Key reasons included gaining a global presence in luxury vehicles, technology, and credibility. The report also examines financial details, post-merger integration strategies, and potential synergies and challenges from the acquisition.
A complete presentation on hero moto corp, with financial analysis and future trends , ideal presentation for management students , preapred by kunal khamesra, COLLEGE OF TECHNOLOGY AND ENGINEERING , MPUAT UNIVERSITY , M.B.A(TECH) , hope you will like it
Hero MotoCorp is the world's largest manufacturer of two-wheelers, based in India. It was formed from the joint venture of Hero Honda in 1984. The company maintains the top position as the world's largest two-wheeler manufacturer in terms of annual unit sales. Hero MotoCorp produces a wide range of motorcycles and scooters. Its mission is to become a global enterprise that fulfills customers' mobility needs and aspirations. The company aims to expand its global footprint and strengthen its product portfolio, operations, and brand building activities.
This document provides information about Creative Memories digital scrapbooking workshops. It discusses the benefits of digital scrapbooking software like Storybook Creator and Memory Manager for preserving memories and creating photo projects. The software allows users to easily organize photos, design photo books and pages, and share creations digitally. The document also provides pricing and purchasing information for the Creative Memories digital scrapbooking software and content.
Tata Motors has a global footprint across various countries in Asia, Africa, Europe, and South America. It has assembly operations, technical centers, and collaborations that support its wide range of commercial and passenger vehicles. The company leverages various resources including its large R&D establishments, strong financial position, robust supply chain and dealer networks, and strategic partnerships to strengthen its market position globally.
Tata Motors is an Indian multinational automotive manufacturing company founded in 1945 and headquartered in Mumbai, India. It has over 1400 engineers and scientists working across 6 R&D units in India, South Korea, Spain, and the UK. Some of Tata Motors' key accomplishments include developing India's first indigenous passenger car called the Tata Indica in 1998, and acquiring the British brands Jaguar and Land Rover from Ford Motors as part of its international expansion strategy. Looking ahead, Tata Motors aims to consolidate its position in India by capitalizing on opportunities from growing mobility needs and infrastructure development, and seeks growth from new products and emerging markets.
PPT on TATA motors limited by MohamedArif and his team!!Azim Uchiha
Tata Motors is India's largest automobile company and a leader in commercial vehicles and among the top three in passenger vehicles. It is the world's fourth largest truck manufacturer and second largest bus manufacturer. Tata Motors was founded in 1945 and has manufacturing plants in several Indian cities. It focuses on research and development to produce innovative vehicles that meet customer needs while reducing pollution.
This document discusses the different levels of strategy employed by Tata Group, including corporate, business, and functional strategies. It provides examples of Tata's growth, acquisition, joint venture, turnaround, divestment, differentiation, value innovation, R&D, operations, and sustainability strategies. Key strategies mentioned include Tata's alliance with NTT DoCoMo, acquisition of Corus and other companies, joint ventures with Starbucks and others, transforming Tata Power Delhi Distribution, and investing over 12,500 crore annually in R&D.
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It was submitted by 7 students as part of a class project. It discusses Tata Motors' history, products, facilities, operations strategies, and capacity planning. Key points include that Tata Motors was founded in 1945 and manufactures commercial vehicles, passenger cars, and buses. It has major manufacturing bases in Jamshedpur, Pune, Lucknow, and Pantnagar. The document also covers topics like facility layout, inventory management, and procurement processes at Tata Motors.
This is a presentation about the country's Small Car Segment leader- MSIL. Includes a brief analysis of the company. A presentation should be incomplete without the presenters, hence, these slides contain only brief words, which needs to be explained by the presenters to the audience.
Market Research Report : Foundry Market in India 2012Netscribes, Inc.
The document provides an overview of the foundry market in India in 2012. It notes that India was the world's second largest producer of castings in 2010 and one of the top 10 in terms of average production per plant. The foundry industry employs millions of people directly and indirectly. While production dipped in 2008 due to the global crisis, it has since recovered with strong growth. The market is expected to continue growing due to increasing demand from sectors like automobiles and supportive government initiatives. However, challenges include market constraints, rising input costs, and low capacity utilization.
The Indian auto industry is among the top 10 in the world for production of two-wheelers, small cars, and commercial vehicles. Key drivers of growth include increased financing availability, improved infrastructure, rising incomes, and changing lifestyles. However, the industry faces challenges in scaling up capacity, improving cost competitiveness, developing infrastructure, and ensuring access to cost-effective capital and raw materials. The future requires advanced technologies for fuel efficiency, emissions control, safety, and innovative features while maintaining cost effectiveness.
The Indian auto industry is one of the largest in the world. It has grown significantly over the past few decades and is now the second largest manufacturer of two-wheelers, largest manufacturer of tractors, and among the top producers of other vehicle types. The industry is expected to continue growing rapidly, with projections for India to become the third largest automobile market by 2030 and having over 600 million vehicles on its roads by 2050. Key drivers of growth include rising incomes, urbanization, and increased domestic and export demand.
Tata Motors acquired Jaguar Land Rover from Ford in 2008 for $2.3 billion. This was a major acquisition for Tata that helped them expand globally. Post acquisition, Tata Motors implemented several cost cutting measures at JLR's UK plants to improve cash flows, including reducing production shifts, extending supplier payment terms, and offering voluntary retirement to some employees. Going forward, Tata Motors plans to grow JLR's business through new product development, expanding into new markets like China, and increasing marketing and dealerships globally to better compete with other luxury brands.
The document provides an analysis of the automobile industry in India. It discusses the history and evolution of the industry from its early days of importing vehicles to now being one of the largest automobile producers in the world. Key points covered include:
- India now has the 10th largest automobile industry globally with an annual production of 2 million units.
- The industry encompasses various vehicle types including 2-wheelers, 3-wheelers, passenger vehicles, commercial vehicles, and tractors.
- The industry has faced challenges like licensing restrictions but has achieved growth. It is expected to become a major global player in coming years.
- The document is an investor presentation by Balkrishna Industries Limited providing an overview of the company's business and financial highlights.
- It discusses the company's global markets, key competitive advantages around low costs and product development, and growth strategies like increasing market penetration and expanding product portfolio.
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Link de registro
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2. Statements in this presentation describing the objectives, projections, estimates
and expectations of the Company i.e. Tata Motors Ltd and its direct and indirect
subsidiaries and its associates may be “forward looking statements” within the
meaning of applicable securities laws and regulations. Actual results could differ
materially from those expressed or implied. Important factors that could make a
difference to the Company’s operations include, among others, economic conditions
affecting demand / supply and price conditions in the domestic and overseas
markets in which the Company operates, changes in Government regulations, tax
laws and other statutes and incidental factors
Q3 FY12 represents the period from 1st October 2011 to 31st December 2011
Q3 FY11 represents the period from 1st October 2010 to 31st December 2010
9m FY12 represents the period from 1st April 2011 to 31st December 2011
9m FY11 represents the period from 1st April 2010 to 31st December 2010
Financials contained in the presentation are in Indian GAAP
INVESTOR RELATIONS 2
4. The Indian Automobile Industry has evolved in 3 phases
Protection Liberalization Globalization
• Closed economy (till 80s)
• Mfg licensed, QR on import • Delicensing (93), QR removal • Removal of
• High duties & sales tax • Entry of foreign players (OEM) most import
3.20Mn
• PSUs, Basic Industries • Technical collaborations controls
• HML, PAL, Tata, M&M, Bajaj • Environmental concerns • Indian
• Oil Shock (70s) & Rupee • Boom in Auto financing 2.52 Mn companies
devaluation • Buyer’s market gaining
• Import substitution • Economic down cycle (97-00) global
• Sellers’ market, long waiting identity
period
• Beginning of Maruti (1983)
• Entry of Japanese 2W &
Domestic Sales
• LCV manufacturers 0.68 Mn
1970-71 1980-81 1985-86 1990-91 1991-92 1992-93 1995-96 1999-00 2000-01 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
3W 13,000 84,000 182,000 526,022
2W 213,000 178,000 3,634,000 11,790,305
G Total 418,000 606,000 4,643,000 15,513,156
Source : SIAM & AMP 2006-16
Between FY2001 to 2011 Indian Auto Industry grew at a CAGR of 12%
INVESTOR RELATIONS 4
5. Growth in the past has been supported by factors
expected to be sustainable in the coming years……
resulting in a strong domestic Automobile growth story
Urbanization Growth in working GDP growth and Growth in road
population rise in disposable infrastructure
‘Urbanization of Mind’
1400 70%
incomes
Crisil estimates that
High between 2012 and
2016 total investment
potential in the roads
Medium
60% sector - ~ Rs 6.1
Increase in Consumerism
600 Low trillion. The breakup
of investments as
below -
0 50%
50s 60s 70s 80s 90s 00- '03- '05- '06- '07- '08- '09- 10- Rural
Increase in Urbanization 03 04 06 07 08 09 10 11 Roads
2000 2020 (E)
21% National
Highways
India has 10 of the 30 fastest Over 64 years Increase in income level & 42%
growing urban areas of the decline in tax has led to State
15 – 64 years Roads
world increase in Personal Disposable 38 %
Under 15 years Income
By 2050, a massive 700
Source: CSO & Economic Survey 2008-09
million people are expected % Working population
Source: Crisil
to move to urban Indian
Source: Planning Commission
cities
Source: Goldman Sach’s Report
INVESTOR RELATIONS 5
7. Market leader in Commercial Vehicles in India
• India’s Largest Automobile Company
• 3rd Largest Bus Manufacturer in the World (>8t)
• 4th Largest Truck Manufacturer in The World (>8t)
TATA MOTORS
• Largest Portfolio Of Products in the Commercial vehicles
segment – Light, Medium And Heavy Trucks, Buses & Coaches
and passenger applications
• Compounded Annual Growth Rate of the Commercial
Vehicles Industry during the Period 2007-11 has been 7.66%
• Market Leader In Commercial Vehicles (Market Share ~
60-65% in major segments)
STRONG DOMESTIC • Over 2000 Customer Touch Points
POSITION
• Domestic CV Sales - FY 11 Growth 9m FY12 Growth
MHCV 196,651 26.7% 147,427 6.8%
LCV 262,177 19.9% 227,105 21.9%
Total 458,828 22.7% 374,532 15.5%
INVESTOR RELATIONS 7
8. We continue transformation and strengthening of product
portfolio Key Drivers
Widest product range in the sub 1
ton payload segment
SCVs Best-in-class operating economics
Super Ace Ace Zip 0.5 ton
Ace
Sturdy, powerful Pick-ups with
contemporary styling and features
Pickups CNG variants available
RX Pickup Xenon Pickup
Over 40 variants
Traditional range targeting price
LCV/ ICV sensitive customers
High-performance LCV and ICV
407 1109 Ultra range Ultra range from the world truck range
Traditional range to target price
sensitive customers
World class PRIMA range (partly
MHCVs
launched) with improved
performance, reliability and cabin
LP and Novus range PRIMA Trucks, Tippers and Tractor comfort targeting performance
sensitive customers
INVESTOR RELATIONS 8
9. We continue transformation & strengthening of product
portfolio (cont’d) Key Drivers
Creating a new
segment currently
served by 3 wheelers
SCVs Primary demand in
rural and semi urban
markets
Tata Magic Magic Iris
New segment for Tata
Motors
UVs Targeting fleet
customers
Winger Venture Winger Platinum
Widest range of buses
World class
manufacturing facility
with Marcopolo and
Buses Hispano
Globus Starbus Hispano Marcopolo Buses
INVESTOR RELATIONS 9
10. Business Strategy - Commercial Vehicles
Powerful combination of product, brand, cost advantage
Maintain and grow leadership in India through continuous evaluation of product
range
Strong combination of new platforms/ products and existing products
Improve value proposition for existing products
New launches to fill gap in product portfolio – e.g. New LCV platform; passenger
applications of SCV; new variants of Prima
Continuous innovation to create new market segments
Deliver lowest Total Cost of Ownership and high reliability by leveraging design
and development capabilities and deep understanding of the Indian market
conditions
Focus and grow less cyclical businesses: Small commercial vehicles, defense
business spares and services, AMC, refurbishing etc.
Customer focus
Significant network penetration
CRM technology for ‘real-time’ service
Focus on services throughout the customer lifecycle
Enable finance availability for customers
Grow in international markets
Enhance product range combining TML, TDCV (Korea), Tata Motors Thailand and
Hispano (Spain)
Expand manufacturing footprint - South Africa, Indonesia
INVESTOR RELATIONS 10
11. Passenger Vehicles in India
• First to build India’s fully Indigenous Passenger Car
(Indica)
• Young Product portfolio with multiple launches in last 2-3
TATA MOTORS years
• Wide Product portfolio across Passenger Car’s and Utility
Vehicle
• Highly Fuel efficient Portfolio Of Products in the Passenger
vehicles segment – Indica-eV2, Indigo-eCS, Nano
• Compounded Annual Growth Rate of the Passenger
Vehicles Industry during the Period 2007-11 has been 12.8%
STRONG DOMESTIC • 3rd Largest Player in India with market share of ~ 13-15%
POSITION
• Over 1500 Customer Touch Points
• Domestic PV Sales - FY 11 Growth 9m FY12 Growth
Passenger Car 276,971 22.4% 183,553 (6.4%)
UV + Vans 42,741 27.0% 37,021 28.7%
Total 319,712 23.0% 220,574 (2.0%)
INVESTOR RELATIONS 11
12. We continue transformation & strengthening of product
portfolio
Micro Nano
Compact
Indica eV2 Vista Punto Indigo e-CS
Midsize
Manza
Executive
Linea
INVESTOR RELATIONS 12
13. We continue transformation & strengthening of product
portfolio (cont’d)
Utility
Vehicles
Sumo Gold Grande MK II Safari Storme Aria
Vans
Venture
Premium
/Luxury
Jaguar XF Freelender
INVESTOR RELATIONS 13
14. Business strategy - Passenger Vehicles
Fully leverage product portfolio through a focused sales
distribution and marketing function to regain market position
Realize full potential of Nano in India and take Nano to the
world
Expand addressable market through improved value
proposition eg. Fuel efficient Powertrain options
Seed longer-term growth accessing emerging trends -
alternative fuels (Electric Vista etc)
Leverage the low cost base and create more value
Supplement technology and products from partners
Grow used car business (Tata Assured)
Aggressive plans to further expand sales and service
network in India for enhanced customer care via increased
penetration and strengthening dealer engagement
Focus on select key markets for international growth
INVESTOR RELATIONS 14
15. Opportunities & Challenges
Opportunities
50% of NHAI projects are yet to be completed. This provides huge growth potential for CV
Industry
Increase in infrastructure spending could propel demand for MHCV trucks. Services and
agriculture sector along with rural connectivity, proliferation of hub & spoke model and
demand of passenger applications is expected to drive growth in LCV/SCV segment.
LCV / SCV continues to show robust growth. We are ramping capacity in Dharwad towards
ACE family production.
Further expand sales and service network in India and enhanced customer care. Extend
export potential.
Challenges
Credit availability continues to be adequate. Interest rate outlook expected to moderate,
however concerns remain on overall industrial growth.
Demand pressure for some of the MHCV applications, but overall MHCV market expected to
sustain
Competitive intensity in CVs expected to increase, but Company well placed with a wide and
compelling product portfolio and customer support. Future products in FY 12 Variants from
Prima range, World LCV range, ACE variants.
Competitive intensity and increasing costs poses significant challenge to the passenger vehicle
industry, with higher inflation, interest costs, fuel price increases dampening the demand. Our
market actions which have resulted in improving retail sales and expect it to continue.
INVESTOR RELATIONS 15
17. Premium sports saloons and sports cars & Premium all-
terrain vehicles
British iconic brands
RoW RoW UK
UK
16.2% 17.5% 19.1%
24.0%
Russia Russia
FY 11 wholesales 4.8% 5.2% 9m FY 12 wholesales
North
Europe America
North Europe
Jaguar 52,993 excl.
America Excl 19.4% Jaguar 39,921
Russia
21.6% Russia
22.4% China
22.5%
Land Rover 190,628 China 16.3% Land Rover 176,491
11.0%
Y-o-Y growth 26% Y-o-Y growth 22%
Market mix Market mix
FY 11 9m FY 12
XK XJ XF Evoque Discovery
RR Freelander RRS Defender
INVESTOR RELATIONS 17
18. Premium sports saloons and sports cars recognized for their
performance, design and unique British style
XJ
XJ 12 MY XJ Sport
XK
XK Special Edition XK Special Edition
XF
XF 2.2L XF 12 MY
Concept
Jaguar C – X16
INVESTOR RELATIONS 18
19. Premium all-terrain vehicles differentiated by their simplicity,
ability, strength and durability
Range
Range Rover
Rover Sport
Range Rover Range Rover Sport
Evoque
Evoque
Freelender Discovery
Freelender Discovery
Defender
12 MY Defender Defender Station Wagon
INVESTOR RELATIONS 19
20. Business Strategy - Jaguar and Land Rover
Seize opportunity for JLR to deliver profitable growth from
growing premium segments
Capitalise on strong, globally recognised brands
Invest substantially in new products and technologies - Deliver a
combination of exciting all-new products, additional body-style
derivatives and competitive power-train combinations
Meet customer needs, and regulatory CO2 emissions requirements
Enable profitable volume growth in both existing and new markets
worldwide
Transform the business structure to deliver sustainable returns
Maintain strong liquidity position
Aim to achieve additional synergies and continue to benefit from
support from Tata Motors
INVESTOR RELATIONS 20
21. Opportunities & Challenges
Opportunities
Strong globally recognised brands
Niche player in growing premium segment.
Continue to increase sales across all markets with new and refreshed products, increasing
share of sales in China and other growth markets
Challenges
External geopolitical and economic factors, exchange rate movement could impact volumes
and profitability
Execution of planned investments in future new products and technologies to enable
profitable growth and meet customer and regulatory CO2 requirements
Continue to work on profitable volume growth, managing costs and improving efficiencies to
sustain the growth momentum
INVESTOR RELATIONS 21