The untold mystery of cyrus mistry
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Cyrus Mistry was appointed chairman of the Tata Group in 2012 but was removed in 2016. He faced many challenges in managing the large conglomerate, including turning around struggling businesses like Tata Steel UK. Mistry aggressively pursued selling off unprofitable units and reducing dividends, angering shareholders. Tensions grew as Mistry tried to install his own team and centralize performance tracking, while emphasizing profitability across all diverse businesses. Ultimately, Mistry's removal was due to his failure to stabilize Tata Steel, aggressive cost-cutting, and combative relationship with executives and shareholders like the Tata Trusts.
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Tata vs cyrus mistry
The Tata VS Mistry case involved a controversy over Cyrus Mistry's removal as chairman of Tata Sons. Mistry had been appointed chairman in 2012 but was removed by the board in October 2016. Reasons for his removal included conflicts of interest with his family's business, decisions made without board approval, and attempts to change the strategies of Tata companies. His removal damaged the reputation of the Tata Group and caused stock prices of Tata companies to fall. The removal was challenged in courts and eventually N Chandrasekaran was appointed as the new chairman in January 2017. The case highlighted issues of corporate governance in large Indian companies.
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The document summarizes a merger between Tata Steel and Corus Group. Tata Steel acquired Corus, which was four times larger, for $12 billion, making it India's largest foreign takeover. The acquisition created the world's fifth largest steelmaker and expanded Tata Steel's global presence. Negotiations took place over several months, with Tata Steel increasing its initial offer several times before winning Corus shareholders' approval. The rationale for the deal was to increase Tata Steel's production capacity and access new markets, establishing it as a major global steel producer.
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The Tata VS Mistry case involved a controversy over Cyrus Mistry's removal as chairman of Tata Sons. Mistry had been appointed chairman in 2012 but was removed by the board in October 2016. Reasons for his removal included conflicts of interest with his family's business, decisions made without board approval, and attempts to change the strategies of Tata companies. His removal damaged the reputation of the Tata Group and caused stock prices of Tata companies to fall. The removal was challenged in courts and eventually N Chandrasekaran was appointed as the new chairman in January 2017. The case highlighted issues of corporate governance in large Indian companies.
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Tata corus mergers -----final
1) Tata acquired Corus, which was 3 times larger than Tata Steel's size, making it the world's 5th largest steel maker and India's largest foreign takeover worth $12.11 billion.
2) The Indian steel industry has contributed significantly to India's economic growth and development over the past century. It employs over half a million people and has a cumulative capital investment of around Rs. 1,00,000 crore.
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Cyrus Mistry was born in 1966 in Mumbai to a wealthy Parsi family. He was the younger son of Pallonji Mistry and worked for the family construction business, Shapoorji Pallonji & Company. In 2012, Mistry was appointed as the chairman of Tata Sons but was later removed from the position in 2016 due to struggles with Tata Steel's European operations and unmet promises at Tata Docomo.
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Cyrus Mistry is an Irish-Parsi businessman who was selected to be the next Chairman of Tata Sons, taking over from Ratan Tata in December 2012. He is the youngest son of construction magnate Pallonji Mistry and graduated from Imperial College London with a degree in civil engineering. Under his leadership, Shapoorji Pallonji Group expanded significantly in construction and diversified into infrastructure development. He has served on the boards of many Tata companies since 2006 and was chosen as the consensus successor to Ratan Tata due to his experience, family connections, and compatibility with Tata.
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- 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
Tata corus mergers -----final
1) Tata acquired Corus, which was 3 times larger than Tata Steel's size, making it the world's 5th largest steel maker and India's largest foreign takeover worth $12.11 billion.
2) The Indian steel industry has contributed significantly to India's economic growth and development over the past century. It employs over half a million people and has a cumulative capital investment of around Rs. 1,00,000 crore.
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Study on organizational structure and leadership style of tata motors
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TATA VS Cyrus Pallonji Mistry
Cyrus Mistry was born in 1966 in Mumbai to a wealthy Parsi family. He was the younger son of Pallonji Mistry and worked for the family construction business, Shapoorji Pallonji & Company. In 2012, Mistry was appointed as the chairman of Tata Sons but was later removed from the position in 2016 due to struggles with Tata Steel's European operations and unmet promises at Tata Docomo.
Cyrus pallonji mistry
Cyrus Mistry is an Irish-Parsi businessman who was selected to be the next Chairman of Tata Sons, taking over from Ratan Tata in December 2012. He is the youngest son of construction magnate Pallonji Mistry and graduated from Imperial College London with a degree in civil engineering. Under his leadership, Shapoorji Pallonji Group expanded significantly in construction and diversified into infrastructure development. He has served on the boards of many Tata companies since 2006 and was chosen as the consensus successor to Ratan Tata due to his experience, family connections, and compatibility with Tata.
Cyrus Mistry as new TATa sons chairman
1. Cyrus Mistry, age 43, has been selected as the new chairman of Tata Sons, replacing Ratan Tata who is retiring after leading the company for over 20 years.
2. While Mistry and Tata differ in age and background, with Mistry being younger and coming from the Shapoorji Pallonji family which has had a long relationship with Tata, both are described as humble and low-profile.
3. The selection of Mistry over Tata's half-brother Noel, who was seen as the heir apparent, came as a surprise to some given Noel's rising career in leadership roles in various Tata companies in recent years.
Cyrus Mistry
corporate social responsibility, csr, philanthropic activity, philanthropy, social welfare activities
TATA'S MYSTERY
THE REMOVAL OF CYRUS MISTRY WAS A SHOCK THE BUSINESS COMMUNITY AND TO COMMON PUBLIC .IN THIS PRESENTATION THE REASONS FOR HIS REMOVAL ARE EXPLAINED IN BRIEF.
PROBLEMS IN TATA SONS
Cyrus Mistry was the chairman of Tata Sons from 2012 to 2016. He was the son of Pallonji Mistry, the largest individual shareholder in Tata Sons. Mistry was removed as chairman by the Tata Sons board in October 2016, which led to a legal battle. The key issues in Mistry's removal included differing opinions with previous chairman Ratan Tata and disputes over deals such as the sale of Tata Steel's UK business. After Mistry's removal, Ratan Tata returned as interim chairman to find a new permanent replacement, who was later elected to be Natarajan Chandrasekaran.
Presentation on Ratan Tata
Ratan Tata was born in 1937 in Bombay, India. He was raised primarily by his grandmother after his parents separated when he was young. He earned engineering and business degrees from Cornell and Harvard. Tata joined the Tata Group in 1962 and became chairman in 1991. Under his leadership, Tata transformed the company into a global business through acquisitions like Tetley, Jaguar Land Rover, and Corus. He launched initiatives like the Tata Nano, India's cheapest car, before retiring in 2012. Tata is recognized for his vision, leadership, ethics, and transforming the Tata Group into a major multinational conglomerate.
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- The Tata Group is India's largest conglomerate, with revenues equivalent to 2.7% of India's GDP and over 280,000 employees. It operates in over 80 countries across 7 sectors.
- The Tata Group has a long history dating back to 1880 and has entered and exited many businesses over time to focus on its core sectors of materials, energy, chemicals and engineering.
- It has pursued an aggressive international expansion strategy since 2000 with numerous acquisitions globally, especially in steel, automotive, IT and hospitality industries.
- The group has a structured approach to talent management and succession planning called the Performance Potential Matrix process which identifies and develops high potential managers.
Global Drive For India's Tata
The TATA Group was founded in 1868 in India and has grown to include 80 companies across 8 industries. It has a global presence with 22% of its revenue coming from outside India and approximately 200,000 employees worldwide. Some of its strengths include its vision and leadership under Ratan Tata, as well as its goodwill and cash flows. However, it also faces challenges such as overdependence on its TCS business, slow movement in certain markets, and a complex ownership structure. Going forward, opportunities exist in expanding into new geographies, pursuing M&A activities, and entering new markets.
(tata)
Tata Group has a strong focus on succession planning and leadership development to fill critical leadership positions from within the company. Some key aspects of their approach include:
- Establishing training centers like the Tata Management Training Centre to develop future leaders
- Identifying positions that will become vacant in the short and long-term and grooming employees for these roles
- Rotating high-potential employees through development programs to gain experience
- Assessing leadership performance annually against key competencies
- The succession planning process at Tata involves board-level committees and aims to select candidates that uphold Tata values and have a long tenure. Ratan Tata's succession was managed through such a committee-led process that identified Cyrus
Smriti titla medical tourism
Medical tourism involves travelling internationally to obtain healthcare services. India is a top destination for medical tourism due to its ancient alternative therapies like Ayurveda and yoga, as well as its world-class hospitals providing treatments at a fraction of costs in other countries. India's medical tourism industry is valued at $3 billion currently and is expected to grow over 100% to $8 billion by 2020. Key factors driving this growth include India's rich cultural heritage and history in holistic healthcare, lower costs compared to countries like the US, and high quality care from experienced medical professionals who often speak English fluently.
Devinder singh
This presentation summarizes medical tourism in India. It discusses that medical tourism involves people traveling to other countries for medical treatment, and highlights reasons for medical tourism in India including low costs, cultural heritage, and world-class quality. It provides statistics on the size and growth of the medical tourism industry in India, and compares costs of various medical treatments between countries. Major players in India's hospital industry are identified. Strategies to promote medical tourism in India are outlined. A SWOT analysis of medical tourism in India is presented.
TCS
This document provides information on the board of directors and key executives of Tata Consultancy Services (TCS). It lists the 11 members of the board, including Cyrus Mistry as Chairman, N Chandrasekaran as CEO and Managing Director, and Aarthi Subramanian as Global Head of Delivery Excellence Group. It then provides details on the backgrounds and roles of Cyrus Mistry, N Chandrasekaran, and Aarthi Subramanian. It concludes by listing the number of shares held by Cyrus Mistry, N Chandrasekaran, and Aarthi Subramanian.
Breaking news presentation
This document outlines the steps a news team should take when breaking news occurs:
1. Send a SMS alert with basic information to editors within 5 minutes.
2. Post a 1-2 sentence update to the website immediately in the "breaking news 1" section.
3. Schedule an email blast to subscribers with a link to the breaking news story on the website within 5 minutes.
4. Tweet a link to the story from brand accounts and include relevant hashtags.
5. Continue updating the story by making calls, adding quotes, photos, and background information.
6. Share the updated story on Facebook and Google+ pages.
Harshad mehta & Ketan Parikh scams and SEBI Measure
The document discusses two major stock market scams in India - the 1992 Harshad Mehta scam and the 1999 Ketan Parekh scam. It describes the fraudulent mechanisms used in each scam to artificially inflate stock prices like circular trading. Both scams had major impacts on the Indian economy and stock markets, causing losses of over Rs. 1 lakh crore and delaying reforms. In response, SEBI was established to regulate the markets but subsequent scams cast doubt on its effectiveness despite reforms, with issues like cartels, insider trading and enforcement still remaining.
Harshad mehta scam
Harshad Mehta was a stockbroker known as the "Big Bull" of Indian stock markets. In the early 1990s, he orchestrated a massive stock market scam by illegally diverting bank funds of Rs. 40 billion into the stock market. This triggered a huge rise and artificial inflation of stock prices. When the scam was uncovered, the Sensex fell dramatically, losing Rs. 100,000 crore in market value. The government took remedial measures like setting up a special court and committees to investigate, and Harshad Mehta was arrested and charged with multiple criminal offenses related to the scam.
Stock Market Scam
The document summarizes several stock market scams that have occurred in India, including the Ketan Parekh scam of 2001 and the Harshad Mehta scam of 1992. The Ketan Parekh scam involved diverting over Rs. 3500 crores from banks to finance stock market operations through price manipulation. Ketan Parekh raised funds through various methods and then used the shares as collateral to obtain more loans, causing losses when share prices fell. The Harshad Mehta scam in 1992 rigged prices of several stocks and siphoned Rs. 4,000 crores from the banking system through fake transactions, eroding over Rs. 5,000 crores from the stock market. Both scams shook investor confidence
Vijay Mallya
Vijay Mallya is an Indian businessman known as the "King of Good Times." He took over as chairman of United Breweries in 1983 and grew it into a leading beverage company in India with market-leading positions in beer and spirits. Mallya also expanded his business interests significantly, acquiring brands in various industries such as aviation, fertilizers, media, and more. However, he faced financial troubles in his aviation business and is currently involved in legal proceedings related to unpaid bank loans.
Assignment taj hotels services by nilesh shukla
The document provides an overview of Taj Hotels Resorts and Palaces, a luxury hotel chain in India. It discusses the company's origins in 1903 with the opening of the Taj Mahal Palace Hotel in Bombay. It then summarizes Taj's various hotel brands that operate across market segments, including Taj (luxury), Taj Exotica (resorts and spas), Taj Safaris (wildlife lodges), Vivanta by Taj (contemporary luxury), The Gateway (upscale), and Ginger (economy). The document also outlines Taj's international expansion, culinary experiences, wellness services, and other operations like airline catering and aviation services. It concludes by noting Taj's commitment to corporate sustainability and
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Harshad mehta & Ketan Parikh scams and SEBI Measure
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Tata presentation
Ratan Tata has led the Tata Group, India's largest conglomerate, since 1991. Under his leadership, the Tata Group has expanded into various sectors such as engineering, energy, chemicals, services, consumer products, information systems, automobiles, and philanthropy. The Tata Group operates over 80 companies and is India's largest private employer with over 200,000 employees. It has transformed from a diversified industrial group into a global enterprise through strategic acquisitions and expanding into new business lines and international markets.
2008 tata group after the jrd period
The document examines the changing ownership structure of the Tata Group after JRD Tata's leadership. It discusses how the group moved from a loose federation of independent companies to a more consolidated structure under Ratan Tata. Key changes include increasing cross-holdings between companies, setting retirement ages for CEOs, promoting a unified brand, and exiting some businesses. This created a pyramidal structure with complex web of holdings to increase the Tata's control over affiliates despite having a minority ownership stake.
Tata Motors Group
Tata Motors Group is a large automobile company based in India that is part of the larger Tata Group. The report analyzes Tata Motors' strategic management strategies. It is the largest automobile company in India and a market leader in commercial vehicles. As part of an internal analysis, the summary includes a SWOT analysis, core competence analysis, and analysis of key success factors for Tata Motors. The core competences are expertise in commercial vehicles and access to financial, human, and R&D resources. Key success factors include new design innovations, R&D, financial resources, and brand image.
Case study on Ratan Tata
Ratan Tata transformed the Tata Group from an unwieldy collection of businesses into a more focused global conglomerate. When he became chairman in 1991, he faced resistance while implementing changes like setting a retirement age and making companies contribute profits to build the Tata brand. Under his leadership, the Tata Group launched new products, made strategic acquisitions, and grew revenues over 40 times and profits over 50 times. However, some of his bold risks like the Tata Nano car and entry into telecom did not succeed. After retiring in 2012, he briefly served as interim chairman again in 2016 during a leadership transition at the Tata Group.
Case study on ihrm
The Tata Group is one of India's largest and oldest business conglomerates, founded in 1868. It operates in over 100 countries across seven business sectors. The Tatas are known for their leadership in industries like steel, automobiles, IT, and more. They also have a strong commitment to ethics and social responsibility, with the majority of profits going to philanthropic causes. Looking to the future, the Tatas aim to build world-class businesses through innovation while balancing interests of shareholders, employees, and society.
SWOT Analysis of Tata
The document provides information about conducting a SWOT analysis of a business firm. It defines SWOT analysis as a strategic planning technique used to identify strengths, weaknesses, opportunities, and threats of a business or project. The document outlines the four factors of a SWOT analysis - strengths, weaknesses, opportunities, and threats. It provides examples of each factor. Finally, it provides an overview of conducting a SWOT analysis of the Tata Group, including background information on Tata Group and its financial performance.
pom
Tata Motors is an Indian automotive manufacturing company and subsidiary of the Tata Group. It produces passenger cars, trucks, buses and defense vehicles. Tata Motors has a presence in over 80 countries with manufacturing facilities in India, UK, Thailand and South Africa. It is ranked as the 18th largest motor vehicle manufacturer in the world. The document provides an overview of Tata Motors, including its history, brands, market share and analysis of social, technical, economic, political and demographic factors affecting the company. It also discusses Tata Motors' value proposition and competitive advantage through its reliable service network and extensive distribution channels.
M&A project.
This document analyzes potential mergers and acquisitions between Tata Motors, Ford Motors, and Jaguar Land Rover. It provides financial details and SWOT analyses of each company. Tata Motors currently owns Jaguar Land Rover. The document discusses the strategic and financial benefits of Tata Motors acquiring Ford Motors, including increased market share, revenue synergies from combining brands and technologies, and cost reductions through economies of scale. It evaluates the acquisition valuation and potential synergies that could result. The document concludes the deal could provide benefits to both companies.
Corporate social responsbility_tata
This document provides information about Tata Group, a large Indian conglomerate, and its corporate social responsibility efforts. It lists the group members for a PPM assignment on CSR and provides details about Tata Group's founding, leadership, operations, products, revenues, and plans for future expansion. It also summarizes some of Tata Group's CSR activities, including those of Tata Motors and Tata Power to support healthcare, education, and disaster relief.
Ratan tata
Ratan Tata has been the chairman of Tata Group since 1991 and will be retiring in 2012. During his tenure, he has transformed Tata from an India-centric company to a global business through major acquisitions such as Tetley, Jaguar Land Rover, and Corus. Some of his acquisitions faced criticism for overpaying but helped make Tata the fifth largest steel producer. He started his career at Tata Steel working on the shop floor and was later appointed chairman of Tata Industries in 1981.
Ratan tata
Ratan Tata was born in 1937 and received engineering and business degrees from Cornell and Harvard. He joined the Tata Group in 1962 and became chairman in 1991, reshaping the fortunes of the conglomerate. Under his leadership, Tata expanded through strategic acquisitions and launched new companies and products. He emphasized ethics and social responsibility while growing Tata into a global business with services and international operations. Tata stepped down as chairman in 2012 after transforming the conservative manufacturer into a diversified multinational corporation.
TATA COMPANY
TATA Company
Introduction of TATA Company
TATA GROUP Companies
TATA Foot Print
MIssion Vision Values
History of TATA Company
Marketing Mix of TATA Group
Product Strategy
Pricing Strategy
Place and Distribution Strategy
Promotional and Advertising Strategies
Future Strategy of TATA Company
Tata Group Competitors
TATA Motors in Nepal
Major Challenges of TATA.
Tata Business Excellence Model
Why is Tata group successful ?
Conclusion
Selected References
Thank You
hmmppt-120930073312-phpapp02.pptx
The Tata Group is an Indian multinational conglomerate company headquartered in Mumbai, Maharashtra, India. It operates in over 100 countries across seven business sectors and has over 80 companies. Some of its major companies include Tata Steel, Tata Motors, Tata Consultancy Services, Tata Chemicals, Tata Global Beverages, Tata Teleservices and Indian Hotels. The Tata Group was founded in 1868 and has a long history of success as well as some controversies related to land acquisition over the years. It is renowned for its philanthropic activities and establishing educational and research institutes in India.
The TATA Group & Ratan Tata
The document summarizes the history and expansion of the Tata Group from 1868 to the present. It outlines three key phases: foundation from 1868-1931 when early companies were established; consolidation from 1932-1989 when the group ventured into new areas under a controlled economy; and expansion from 1990 onwards during India's economic liberalization when the group grew significantly through mergers and acquisitions.
The Tata gesture- CSR
CSR in India is in a very nascent stage. It is still one of the least understood initiatives in the Indian development sector. It is followed by a handful of public companies as dictated by the very basis of their existence, and by a few private companies, with international shareholding as this is the practice followed by them in their respective foreign country. Thus the situation is far from perfect as the emphasis is not on social good but rather on a policy that needs to be implemented. But the situation is changing, CSR is coming out of the purview of ‘doing social good’ and is fast becoming a ‘business necessity’. The ‘business case’ for CSR is gaining ground and corporate houses are realizing that ‘what is good for workers - their community, health, and environment is also good for the businesses.
tatacompany-220215034457 (1).pptx tata company
Tata Group is an Indian multinational conglomerate founded in 1868 and headquartered in Mumbai, India. It operates in over 100 countries across multiple business sectors including IT, telecom, steel, automotive, consumer goods, and financial services. The Tata Group owns 30 companies and employs over 800,000 people. Each Tata company has its own board and pricing strategy while the group follows an overall differential pricing model. The Tata Group faces competition from other large Indian conglomerates like Mahindra, Reliance, and Adani but maintains a strong brand and global presence.
Tata
Ratan Tata is the former chairman of Tata Group, one of India's largest business conglomerates. He played a key role in transforming Tata Group into a global enterprise. Some of his major accomplishments include leading the acquisitions of Tetley, Jaguar Land Rover, and Corus Steel. Under his leadership, Tata Motors launched the Tata Nano, the world's cheapest car. Ratan Tata is credited with making Tata Group a globally recognized brand through his vision and business strategy.
Business Story_Parakramesh Jaroli_Pacific University
Ratan Tata was born in 1937 in India and was educated in India and the US, obtaining degrees in architecture and business. He joined the Tata Group in 1962 and took over as chairman in 1991. Under his leadership, the Tata Group expanded significantly both within India and globally through strategic acquisitions. Some key acquisitions include Tetley Tea, Jaguar Land Rover, and Corus Steel. Ratan Tata transformed the Tata Group into a large, global business before retiring in 2012 and leaving a strong legacy of entrepreneurship and values-based leadership.
Project Report on TATA Motors transformation from a Commercial vehicles manuf...
Project Report
on
TATA Motors transformation from a Commercial vehicles manufacturer to Passenger vehicles & Strategies adopted.
Valid also for latecomer companies in
Automobile Sector in emerging economies (specially BRICS).
Leadership Paper On Ratan Tata
Ratan Tata is a renowned Indian businessman and chairman of Tata Group, one of India's largest conglomerates. He took over as chairman in 1991 and greatly expanded the company, growing its revenues to over $100 billion by 2011. Under his leadership, Tata Motors acquired Jaguar Land Rover, and he oversaw the launch of affordable cars that increased Tata's presence in emerging markets. Tata focused on developing new technologies and bringing high-quality jobs to India. He retired in 2012 after leading the company for more than 20 years and establishing it as one of the largest global business groups.
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Business Story_Parakramesh Jaroli_Pacific University
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
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McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
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【业务选择办理准则】
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选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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The untold mystery of cyrus mistry
- 1. THE UNTOLD MYSTERY OF CYRUS MISTRY A detailed case study on the reasons behind Cyrus Mistry’s ouster from theTata Group
- 2. INTRODUCTIONTOTHETATA GROUP Multinational conglomerate with 100 SBU’s and operating in 80 countries. ‘Salt to software ‘ conglomerate of India. Nations largest private employer. Founded by Shri. Jamset jiTata
- 3. WHO IS RATANTATA? Son of NavalTata, Grand son of Sir RatanTata. Supremely educated and hardworking. His contribution to theTata Group during the Chairmanship. 1. Mergers andAcquisitions at its peak (Tetly, JLR, Corus steel) 2. Founder ofTata motors. 3. International diversification of the business 4. Conceptualization ofTata Nano 5. Venture capitalist
- 4. WHO IS CYRUS P. MISTRY Son of Pallonji Shahpoorji Mistry. Brother in law of Noel tata, the half-brother OfTata pioneer Shri. Ratan tata Director of Pallonji Group, an Indian conglomerate. Member ofTata since 2006. Contributions and controversial Strategies adopted. 1. Innovations in Automobile segment to achieve substantial markets. 2. Aggressively pursued disposal of non-profitable business(Corus steel, Associates of IHCL) 3. Only 3 acquisitions precisely
- 5. RELATION BETWEENTATA AND PALLONJIS Pallonji group is the second biggest shareholder of theTata group with 18.4% stake. Tata trust holds the largest stake of 66% in theTata sons. Family relations. Firm bond through construction works. Resulted in chairmanship of Cyrus Mistry
- 6. ACCOLADES BY RATANTATA “I have been impressed with the quality and caliber of his participation, his astute observations and his humility, he is intelligent and qualified to take on the responsibility being offered and I will be committed to working with him over the next year to give him the exposure, the involvement and the operating experience to equip him to undertake the full responsibility of the group on my retirement.”
- 7. CHALLENGESTO MISTRY ANDTHE ACTIONS BY HIM 1. Manage 100 companies in 80 countries across six continents Experience of handling an Indian conglomerateThe Pallonji group. Gave up all the rights and authorities at the Pallonji group 2. Getting young blood in the company boards Tightening the hold byTata trust. Allegations against Mistry for roping in his own team in the group. Backfired
- 8. CHALLENGESTO MISTRY ANDTHE ACTIONS BY HIM 3.Tata Motors: Slowing vehicle sales in India; challenges to JLR in Europe Tata motors standalone performance decline. Innovations to their fullest. ( Launches, sports car segments, Engine upgradation) JLR division standalone performance substantial rise. 4. Tata Steel: Falling demand for the metal and huge debt burden Financial crisis and Chinese meltdown impact Job cutdowns, Mothballing, cancellation of high yielding contracts.(Marcegaglia) Plan to sell the business to reduce debts. Damage to the prestige of theTata’s.
- 9. CHALLENGESTO MISTRY ANDTHE ACTIONS BY HIM 5. Indian Hotels: Struggling international ops with poor occupancy Disposal due to less profits. 6. NTT DocomoVsTata dispute Joint venture in 2008 Agreement between the partners. Violation by theTata group leading to loss of $1.17 billion
- 10. THE REASONS FOR OUSTER OF CYRUS IN BULLETS Failed to turn aroundTata Steel UK, rushed for sale. Tried to rope in his team in group companies and on its boards. In combating mood with some of the executives at the group companies Aggressively pursued disposal of non-profitable businesses More keen to build new businesses e-commerce, defense and infrastructure rather than consolidating existing businesses Dividends reduced or cancelled at group companies, leading to shareholders' ire. (As the major stake holder,TataTrusts are the largest beneficiaries of dividends throughTata Sons.) Tried to bring in group level mechanism to track performance of executives and employees at companies The emphasis on 'Profitability' applied with equal vigor on all group companies, despite the diverse nature of the businesses Marketed his three years of achievements in direct comparison to previous years ofTata
- 11. THANKYOU