Ankit Choudhary Anupam SaxenaRituparna Datta Rohit PareekSagar Jogani Sunil Kheria

12/06/2007- Announcement from Ford that it plans to sell Land Rover and Jaguar

08 2007 - Major bidders were identified Tata Motors , M&M, Ceribrus capitalManagement, 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 bidders

26/03/2008 - Ford agreed to sell their Jaguar Land Rover operations to TataMotors.(2.3b)

02/06/2008– The acquisition was complete

MOTIVES OF TAKEOVER Provide 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

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 50days .

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

•Benefits• Tata 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 scale

•Access to large distribution network

• JLR had many new models lined up for next 3 years, so no much work just

profits

•Strong R & D culture and facilities

•Component sourcing, engineering and design benefits

The merger seemed poorly timed

Demand for luxury cars collapsed as a result of

financial crisis

Started making profits in 2010 upto 41 %

Now an example of a successful merger

Entered CHINA in march 2012 with a joint venture

with Chery automobiles