TATA MOTORS CROSS BORDER ACQUISITION OF JLR

INTRODUCTIONIndia based TataMotors acquired the

ownership of luxury brands - Jaguar and Land Rover on June 2, 2008

The deal included the purchase of JLR's manufacturing plants, two advanced design centers in the UK, national sales companies spanning across the world and also licenses of all necessary intellectual property rights.

THE DEAL PROCESS12/06/2007- Announcement from Ford that it plans to sell

Land Rover and JaguarAugust 2007 - Major bidders were identified Tata Motors ,

M&M, Ceribrus capital Management, TPG Capital, Apollo Management India’s

Tata Motors and M&M arrived as top bidders ($ 2.05b & $ 1.9b)

03/01/2008– Ford announces Tata as the preferred bidders26/03/2008 - Ford agreed to sell their Jaguar Land Rover

operations to Tata Motors.(2.3b)02/06/2008– The acquisition was complete 

MOTIVES OF TAKEOVERProvide significant potential for revenue

synergy including giving TATA greater international distribution broader product range and better customer service skills

Tata gains access to world class engineering capability

Strengthens relationship b/w Tata steel and motoring business

POST MERGER IMPACTS Following Cost Rationalisation initiatives were taken to

improve cash flows: Single shifts and down time at all three UK assembly

plants. Supplier payment terms extended from 45 to 60 days in

line with industry standard. Receivables reduced by £133 million from 38 to 27 days. Inventory reduced by £217m between June 2008 and

March 2009 from 70 to 50 days .

Labor actions

- Voluntary retirement to 600 employees.

-Agency staff reduced by 800.

-Offered leaves to 300 workers of Bromwhich and solihull plant.

-Additional 450 job cuts including 300 managers.Agreement with Unions to implement pay freeze and

longer working hours (equivalent to approximately 20% reduction in labor costs.)

SHARE PRICE MOVEMENT IN 2008

SHARE PRICE MOVEMENT IN 2010

Problems share prices declinedrights issue failed Sales decreased by 35.2%Bad industry timing Operational freedom slows pace of change

Depressed state of the global premium car marketJaguar/Land Rover lost 306 million pounds ($504

million) for the fiscal year ending March 2009Tata Motors reported a net loss of Rs3.29bn ($67 million)

for the quarter to end-JuneTata’s core commercial vehicles market in India is also

suffering from slower salesExtremely high manufacturing costs in BritainEliminated

more than 2,200 jobs

BenefitsTata wanted to make a global impact and it thinks that

buying these brands at a lower rate now, will give better value later on.

This acquisition also eases the entry of Tata in European market which it has been eyeing for long.

Reduce the company dependence on the Indian market which accounted for 90% of its sales

Increase sales in emerging markets. Reduce dependence on mature markets

Opportunity to spread its business across different customer segment

At the price staring from 63 lakh and going upto 93 lakh, it seems Tata has just got the right place to compete with the current market leaders – BMW, Audi, Mercedes

Publicity on an international scaleAccess to large distribution network JLR had many new models lined up for next 3 years, so

no much work just profitsStrong R & D culture and facilitiesComponent sourcing, engineering and design benefits

CONCLUSIONThe merger seemed poorly timed Demand for luxury cars collapsed as a result of financial

crisisRefinancing from CITI group and JP MORGANStarted making profits in 2010 upto 41 %Now an example of a successful mergerEntered CHINA in march 2012 with a joint venture with

Chery automobiles

THANK YOUSubmitted to : Submitted by : Dr. Taminder Kaur Shifali Rajat Sharma