Tata Motors: The Story Of Epic Journey
- Thread Starter THE XOVER
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Re: The Story of Tata's Epic Journey from Trucks to Aria
Karl Slym adds muscle to Tata Motors revival; top deck rejig to ensure efficiency
This Monday, Cyrus Mistry succeeded Ratan Tata in yet another tradition at Tata Motors the chairman's annual employee address at the company's Lake House facility in Pune. As he stood up to face over 25,000 employees, including many watching via webcast, he had behind him the local passenger car industry's worst year in a decade.
Industry sales were likely to be down by about 5% in FY13 and Tata Motors is slipping towards its worst loss in a decade, according to analysts. It posted a Rs 458-crore loss in the quarter ended December.
Mistry was quick to identify one part of the challenge - fierce competition. Seven new global carmakers came to India in the past four years and the domestic industry saw 150 new launches.
The other part of the challenge, which the Tata Group chairman didn't refer to directly, perhaps lies within the company. Tata Motors' new car and truck launches since FY09 have failed to prevent market share erosion - down from 14.9% to 12% in passenger vehicles and from 60.1% to 56% in trucks, according to the Society of Indian Automobile Manufacturers.
Nano sales are down from about 75,000 units to a little over 52,000 in one year. The Sanand plant is idling at less than 10% capacity utilisation. Its immediate new product line-up isn't exciting: this year will just see model year changes, 2014 will see some new products, but a new platform will come only in 2015, according to a person in the know.
Undaunted, Mistry egged his employees on in his address. "It's time to meet them (global rivals) and beat them in their backyard," he said.
The man Mistry has chosen to lead the charge is Karl Slym, Tata Motors' new managing director, who took charge in mid-September 2012. Six months into his job, Slym is already scything his way into the organisation, making radical changes...starting at the very top.
He has pretty much disbanded the old management committee that was running the company and has replaced it with a leaner, more purposeful executive committee of just eight.
Apart from Slym, commercial vehicles head Ravindra Pisharody, passengers cars head Ranjit Yadav and engineering head Tim Leverton are on it. Heads of quality, purchasing, finance and HR, Satish Borwankar, Venkatram Mamillapalle, C Ramakrishnan and Prabir Jha, respectively, form the rest of the team. Yet to be identified heads of programme planning and project management, and corporate strategy will also join the committee.
The new structure is very different from the earlier one. For example, each factory had its own quality and purchase head. Decisions were dispersed and lacked consistency. Now, with just one head each for quality and sourcing, reporting directly to Slym, Tata Motors hopes to take and implement faster decisions, buy smart, leverage economies and maintain high and consistent quality, said a person aware of these decisions.
The new leadership team will also aim to avoid duplicity and bring in synergies between the passenger cars and commercial vehicles businesses. In the past, the two businesses were guided by individual missions, according to Tata Motors' external agency partner.
Karl Slym adds muscle to Tata Motors revival; top deck rejig to ensure efficiency - The Economic Times
Karl Slym adds muscle to Tata Motors revival; top deck rejig to ensure efficiency
This Monday, Cyrus Mistry succeeded Ratan Tata in yet another tradition at Tata Motors the chairman's annual employee address at the company's Lake House facility in Pune. As he stood up to face over 25,000 employees, including many watching via webcast, he had behind him the local passenger car industry's worst year in a decade.
Industry sales were likely to be down by about 5% in FY13 and Tata Motors is slipping towards its worst loss in a decade, according to analysts. It posted a Rs 458-crore loss in the quarter ended December.
Mistry was quick to identify one part of the challenge - fierce competition. Seven new global carmakers came to India in the past four years and the domestic industry saw 150 new launches.
The other part of the challenge, which the Tata Group chairman didn't refer to directly, perhaps lies within the company. Tata Motors' new car and truck launches since FY09 have failed to prevent market share erosion - down from 14.9% to 12% in passenger vehicles and from 60.1% to 56% in trucks, according to the Society of Indian Automobile Manufacturers.
Nano sales are down from about 75,000 units to a little over 52,000 in one year. The Sanand plant is idling at less than 10% capacity utilisation. Its immediate new product line-up isn't exciting: this year will just see model year changes, 2014 will see some new products, but a new platform will come only in 2015, according to a person in the know.
Undaunted, Mistry egged his employees on in his address. "It's time to meet them (global rivals) and beat them in their backyard," he said.
The man Mistry has chosen to lead the charge is Karl Slym, Tata Motors' new managing director, who took charge in mid-September 2012. Six months into his job, Slym is already scything his way into the organisation, making radical changes...starting at the very top.
He has pretty much disbanded the old management committee that was running the company and has replaced it with a leaner, more purposeful executive committee of just eight.
Apart from Slym, commercial vehicles head Ravindra Pisharody, passengers cars head Ranjit Yadav and engineering head Tim Leverton are on it. Heads of quality, purchasing, finance and HR, Satish Borwankar, Venkatram Mamillapalle, C Ramakrishnan and Prabir Jha, respectively, form the rest of the team. Yet to be identified heads of programme planning and project management, and corporate strategy will also join the committee.
The new structure is very different from the earlier one. For example, each factory had its own quality and purchase head. Decisions were dispersed and lacked consistency. Now, with just one head each for quality and sourcing, reporting directly to Slym, Tata Motors hopes to take and implement faster decisions, buy smart, leverage economies and maintain high and consistent quality, said a person aware of these decisions.
The new leadership team will also aim to avoid duplicity and bring in synergies between the passenger cars and commercial vehicles businesses. In the past, the two businesses were guided by individual missions, according to Tata Motors' external agency partner.
Karl Slym adds muscle to Tata Motors revival; top deck rejig to ensure efficiency - The Economic Times
Re: The Story of Tata's Epic Journey from Trucks to Aria
Things are finally moving in the right direction it seems
Things are finally moving in the right direction it seems
Re: The Story of Tata's Epic Journey from Trucks to Aria
Agree with this and the above points, thanks Visran for sharing this wonderful article,
If the problems are eradicated at the basic levels (i.e., management) then everything goes smooth as expected, will be happy to see more news like these from TML.
Agree with this and the above points, thanks Visran for sharing this wonderful article,
If the problems are eradicated at the basic levels (i.e., management) then everything goes smooth as expected, will be happy to see more news like these from TML.
Re: The Story of Tata's Epic Journey from Trucks to Aria
Mr. Slym has been very vocal about his effort to revive the companies fortune, everything is sounding good till now, but nothing is more important than this positive vibe rubbing off on their sales chart too
Mr. Slym has been very vocal about his effort to revive the companies fortune, everything is sounding good till now, but nothing is more important than this positive vibe rubbing off on their sales chart too
Re: The Story of Tata's Epic Journey from Trucks to Aria
Tata Motors program to upgrade skills of its strong 25,000 dealer technicians
Tata Motors has created a forum, bringing together about 25,000 technicians, spread across the company's 1,300 commercial vehicle dealerships and authorised service stations, to upgrade their skills.
Speaking on the occasion, Ravi Pisharody, Head - Executive Director, Commercial Vehicles, Tata Motors Ltd. said, "Tata Motors trucks incorporate the latest technologies, which can only be handled by trained technicians. As the industry grows and transforms, it is imperative that the service aspect evolves correspondingly. To focus on this critical area, `Techfest' brings together technicians of Tata Motors service network, to upgrade their capabilities."
Through Techfest, Tata Motors aims to promote a mutual understanding between Tata Motors and dealer service technicians, allowing them to learn the latest in service technologies, at the same time understanding their training needs, ensuring the highest levels of service quality and delivery. The first edition of Techfest was based on aggregate identification and specification, lubricants, vehicle electrical's, safety and troubleshooting.
The 5 stage competition is based on technical and theory tests, which analyses the quality of technicians. Through these evaluation processes, Tata Motors has been able to design and develop advanced training modules, to upgrade technical skills and usage of specialised tools, also rewarding and recognising best talent, and thereby creating healthy competition among channel partners.
Tata Motors program to upgrade skills of its strong 25,000 dealer technicians | wheelsunplugged.com
Tata Motors program to upgrade skills of its strong 25,000 dealer technicians
Tata Motors has created a forum, bringing together about 25,000 technicians, spread across the company's 1,300 commercial vehicle dealerships and authorised service stations, to upgrade their skills.
Speaking on the occasion, Ravi Pisharody, Head - Executive Director, Commercial Vehicles, Tata Motors Ltd. said, "Tata Motors trucks incorporate the latest technologies, which can only be handled by trained technicians. As the industry grows and transforms, it is imperative that the service aspect evolves correspondingly. To focus on this critical area, `Techfest' brings together technicians of Tata Motors service network, to upgrade their capabilities."
Through Techfest, Tata Motors aims to promote a mutual understanding between Tata Motors and dealer service technicians, allowing them to learn the latest in service technologies, at the same time understanding their training needs, ensuring the highest levels of service quality and delivery. The first edition of Techfest was based on aggregate identification and specification, lubricants, vehicle electrical's, safety and troubleshooting.
The 5 stage competition is based on technical and theory tests, which analyses the quality of technicians. Through these evaluation processes, Tata Motors has been able to design and develop advanced training modules, to upgrade technical skills and usage of specialised tools, also rewarding and recognising best talent, and thereby creating healthy competition among channel partners.
Tata Motors program to upgrade skills of its strong 25,000 dealer technicians | wheelsunplugged.com
Re: The Story of Tata's Epic Journey from Trucks to Aria
Commercial vehicle segment to see 40-50 new offerings from Tata Motors in 2013-14
Even as the medium and heavy commercial vehicle market is witnessing a serious slowdown, market leader Tata Motors has an aggressive launch plan of "40-50" new offerings, which will be a mix of new products, variants and refreshed versions of existing models. In 2012-13, the company says it launched 39-40 new offerings.
Key among the new launches in 2013-14 will be the Ultra range of LCVs. These will be trucks ranging from 7 tonnes to 11 tonnes based on the Ultra truck platform.
Speaking to Autocar Professional, Ravi Pisharody, executive director - Commercial vehicles, Tata Motors, said, "We have released a batch of 25 Ultra trucks to customers for trial. Production of the Ultra trucks will be ramped up from next month." June may see the production of around 50 Ultra trucks. Buses based on the Ultra platform were launched late last year. In addition to the Ultra range, the Ace family of SCVs will also see the introduction of five new members, according to the company. The focus on LCVs is aimed to further bolster Tata Motors position in the only growing segment in the commercial vehicle industry. In M&HCVs, Tata Motors says it hasn't seen any signs of a turnaround yet.
On the passenger vehicle business, Tata Motors continues to struggle in a market which is witnessing a slowdown. The company says it has had to do some clean-up in inventory and operations. "We are in better health now," claims Karl Slym, managing director, Tata Motors. The company will showcase refreshed versions of three of its passenger vehicle models in the second half of June.
Autocar Professional
Commercial vehicle segment to see 40-50 new offerings from Tata Motors in 2013-14
Even as the medium and heavy commercial vehicle market is witnessing a serious slowdown, market leader Tata Motors has an aggressive launch plan of "40-50" new offerings, which will be a mix of new products, variants and refreshed versions of existing models. In 2012-13, the company says it launched 39-40 new offerings.
Key among the new launches in 2013-14 will be the Ultra range of LCVs. These will be trucks ranging from 7 tonnes to 11 tonnes based on the Ultra truck platform.
Speaking to Autocar Professional, Ravi Pisharody, executive director - Commercial vehicles, Tata Motors, said, "We have released a batch of 25 Ultra trucks to customers for trial. Production of the Ultra trucks will be ramped up from next month." June may see the production of around 50 Ultra trucks. Buses based on the Ultra platform were launched late last year. In addition to the Ultra range, the Ace family of SCVs will also see the introduction of five new members, according to the company. The focus on LCVs is aimed to further bolster Tata Motors position in the only growing segment in the commercial vehicle industry. In M&HCVs, Tata Motors says it hasn't seen any signs of a turnaround yet.
On the passenger vehicle business, Tata Motors continues to struggle in a market which is witnessing a slowdown. The company says it has had to do some clean-up in inventory and operations. "We are in better health now," claims Karl Slym, managing director, Tata Motors. The company will showcase refreshed versions of three of its passenger vehicle models in the second half of June.
Autocar Professional
Re: The Story of Tata's Epic Journey from Trucks to Aria
Tata Motors could build commercial vehicles in Sanand to use idle production lines
The company is reportedly exploring options to improve the capacity utilization in all of its plants. In a statement issued to CNBC TV-18, Tata Motors said: “On our production capacity plans, we are considering various options for optimally utilizing our manufacturing capacities for our PV (Passenger Vehicle) and CV (Commercial Vehicle) brands.”
Tata Motors could build CVs at Sanand facility
Tata Motors could build commercial vehicles in Sanand to use idle production lines
The company is reportedly exploring options to improve the capacity utilization in all of its plants. In a statement issued to CNBC TV-18, Tata Motors said: “On our production capacity plans, we are considering various options for optimally utilizing our manufacturing capacities for our PV (Passenger Vehicle) and CV (Commercial Vehicle) brands.”
Tata Motors could build CVs at Sanand facility
Re: The Story of Tata's Epic Journey from Trucks to Aria
Tata Motors to allow only its brand vehicles to be parked inside the company
MUMBAI: It's one of those eternal conundrums for brands: how to make your own staffers buy your own products. Auto companies face the additional embarrassment of own employees parking competitors' cars outside their factories. Well, the good times are over.
Tata MotorsBSE 4.91 % have told its employees that only Tata-badged vehicles will be allowed to be parked inside the parking lot starting June 15. Hyundai already has such a policy while others are taking a less firm route by showering discounts on staffers to go for company products.
"To promote brand image and demonstrate pride of being part of Tata Motors, management has encouraged all the employees to own a Tata vehicle. As our commitment to further this cause, as a first step, we shall allow only Tata vehicles to enter the premises. All the non-Tata vehicles will have to be parked outside the CVBU (commercial vehicle business unit) gate in a parking lot," said the circular signed by Tata Motors Pune plant head.
At Tata Motors, the executive grade employees - assistant general manager and above are all eligible for Tata perk cars. As they climb the ladder they move from Indigo CS/Vista to Safari Storme and Aria.
Employees below the EG grade have to take a car loan and buy a vehicle that they use. TML does give an interest subsidy by absorbing 50% of the interest component of the car loan on a Tata Vehicle
To be sure, Tata Motors is not alone; Hyundai Motor India has adopted a similar practice at its plant for over a decade.
Automotive companies do have special prices, interest subvention schemes and discounts for its employees to encourage buying the cars they make. This is in addition to incentives offered to employees for bringing in referrals from outside. Hyundai India has discounts ranging from 5% to 25% depending on the designation and reimbursement of interest paid on the vehicle.
"It is a common practice in the automotive industry. Tata Motors has never done this before; they have always been democratic with regards to brands its employees buy. This move has been necessitated to infuse confidence in the brand led by its own employees," said a person close to Tata Motors.
To facilitate employees to reach their working place, Tata Motors has arranged for a shuttle service from the outside parking lot.
Alpana Parida, president at DY Works, a leading brand firm says it is a very good move from Tata Motors especially at this juncture as it is undertaking a major revamping of its organisation and its products
"The complete alignment of its employees is a very essential goal in a journey that Tata Motors is embarking on. If employees drive their own car, they would get know their own product and learn from them. It is an experiential road to improvement for the company. Unless employees don't believe in their brand internally, externally it does not help. It harms the brand, if they use competitors brand."
Generally in any plant, at any point in time, there are thousands of employees working and the parking lot can handle only a few hundred cars, so as a policy, companies are increasingly giving preference to its own brands inside the premises, said and industry executive who did not want to be named.
Read More -
Tata Motors to allow only its brand vehicles to be parked inside the company - The Economic Times
Tata Motors to allow only its brand vehicles to be parked inside the company
MUMBAI: It's one of those eternal conundrums for brands: how to make your own staffers buy your own products. Auto companies face the additional embarrassment of own employees parking competitors' cars outside their factories. Well, the good times are over.
Tata MotorsBSE 4.91 % have told its employees that only Tata-badged vehicles will be allowed to be parked inside the parking lot starting June 15. Hyundai already has such a policy while others are taking a less firm route by showering discounts on staffers to go for company products.
"To promote brand image and demonstrate pride of being part of Tata Motors, management has encouraged all the employees to own a Tata vehicle. As our commitment to further this cause, as a first step, we shall allow only Tata vehicles to enter the premises. All the non-Tata vehicles will have to be parked outside the CVBU (commercial vehicle business unit) gate in a parking lot," said the circular signed by Tata Motors Pune plant head.
At Tata Motors, the executive grade employees - assistant general manager and above are all eligible for Tata perk cars. As they climb the ladder they move from Indigo CS/Vista to Safari Storme and Aria.
Employees below the EG grade have to take a car loan and buy a vehicle that they use. TML does give an interest subsidy by absorbing 50% of the interest component of the car loan on a Tata Vehicle
To be sure, Tata Motors is not alone; Hyundai Motor India has adopted a similar practice at its plant for over a decade.
Automotive companies do have special prices, interest subvention schemes and discounts for its employees to encourage buying the cars they make. This is in addition to incentives offered to employees for bringing in referrals from outside. Hyundai India has discounts ranging from 5% to 25% depending on the designation and reimbursement of interest paid on the vehicle.
"It is a common practice in the automotive industry. Tata Motors has never done this before; they have always been democratic with regards to brands its employees buy. This move has been necessitated to infuse confidence in the brand led by its own employees," said a person close to Tata Motors.
To facilitate employees to reach their working place, Tata Motors has arranged for a shuttle service from the outside parking lot.
Alpana Parida, president at DY Works, a leading brand firm says it is a very good move from Tata Motors especially at this juncture as it is undertaking a major revamping of its organisation and its products
"The complete alignment of its employees is a very essential goal in a journey that Tata Motors is embarking on. If employees drive their own car, they would get know their own product and learn from them. It is an experiential road to improvement for the company. Unless employees don't believe in their brand internally, externally it does not help. It harms the brand, if they use competitors brand."
Generally in any plant, at any point in time, there are thousands of employees working and the parking lot can handle only a few hundred cars, so as a policy, companies are increasingly giving preference to its own brands inside the premises, said and industry executive who did not want to be named.
Read More -
Tata Motors to allow only its brand vehicles to be parked inside the company - The Economic Times
Re: The Story of Tata's Epic Journey from Trucks to Aria
Tata Motors tries to woo dealers by doubling margins to 5% - CNBC-TV18
In a bid to retain its dealers from exiting, Tata Motors decided to double their margins from 2.5 to 5 percent. Sources told CNBC-TV18's Ronojoy Banerjee this could be the highest margin in the passenger vehicle (PV) industry.
It is believed that the move comes after dealers had been deserting the country’s largest automaker. Its largest dealer in Delhi, who contributed to almost 15 percent of the company’s overall business in Delhi-NCR region, quit from the dealership. This is in addition of three dealers in Mumbai and Delhi each having already moved out.
It was reported a couple of months back regarding how the overall slowdown had been taking a toll on the vendor community.
The company’s spokesperson in a sense confirming the development, said that had been some churn in the overall dealership of the company, owing to the overall slowdown in the market. The spokesperson also said that the company has added new dealers. But they did not tell us how many new dealers were inducted.
The company has also come up with a new dealer policy called the 'Horizon Next'. It is in an attempt to forge a tighter relationship. Currently, things do not look good for Tata Motors .
Tata Motors tries to woo dealers by doubling margins to 5% - CNBC-TV18
In a bid to retain its dealers from exiting, Tata Motors decided to double their margins from 2.5 to 5 percent. Sources told CNBC-TV18's Ronojoy Banerjee this could be the highest margin in the passenger vehicle (PV) industry.
It is believed that the move comes after dealers had been deserting the country’s largest automaker. Its largest dealer in Delhi, who contributed to almost 15 percent of the company’s overall business in Delhi-NCR region, quit from the dealership. This is in addition of three dealers in Mumbai and Delhi each having already moved out.
It was reported a couple of months back regarding how the overall slowdown had been taking a toll on the vendor community.
The company’s spokesperson in a sense confirming the development, said that had been some churn in the overall dealership of the company, owing to the overall slowdown in the market. The spokesperson also said that the company has added new dealers. But they did not tell us how many new dealers were inducted.
The company has also come up with a new dealer policy called the 'Horizon Next'. It is in an attempt to forge a tighter relationship. Currently, things do not look good for Tata Motors .
Re: The Story of Tata's Epic Journey from Trucks to Aria
BANGALORE: For the first time in the country, a Hydrogen-powered automobile bus has been developed by Tata Motors Limited (TML) and Indian Space Research Organisation after several years of research.
The hydrogen fuel-fitted bus was demonstrated at Liquid Propulsion Systems Centre, an ISRO facility in Mahendragiri in Tamil Nadu today.
It's a CNG-type bus. Hydrogen in bottles at high pressure is stored at the top of the bus and there would be zero pollution.
The hydrogen cells were a spin-off of the cryogenic technology that ISRO had been developing for the last few years, the Bangalore-headquartered ISRO officials said.
"That's not exactly the cryogenic technology...(It's) liquid hydrogen handling and that's where ISRO has some expertise," they said.
ISRO has a very rich technology in producing, storing and handling gaseous and liquid hydrogen in the last three decades. Its expertise is also in safety. An ISRO team had generated technical specifications for all the elements and general specifications for the bus.
According to Honorary Adviser of ISRO V Gnana Gandhi, who led the technical team in this project, ISRO and TML entered into an MoU in 2006 to design and develop an automobile bus using hydrogen as a fuel through fuel cell route.
Gandhi, a Padmashree awardee and retired scientist from ISRO, and Dr M Raja, DGM of TML made the announcement the two organisations have developed fuel cell bus for the first time in India, which will run on Hydrogen.
"This is a leap for automobile industry for future transportation. In this vehicle there will be zero pollution since the product of cold combustion is water. This is a result of great team work of Tata MotorsBSE -3.34 % and ISRO specialists with contributions from DSIR ( Department of Scientific and Industrial Research) and PESO ( Petroleum and Explosive Safety Organisation)," Gandhi told PTI here.b
ISRO, Tata Motors develop India's first fuel cell bus - The Economic Times
BANGALORE: For the first time in the country, a Hydrogen-powered automobile bus has been developed by Tata Motors Limited (TML) and Indian Space Research Organisation after several years of research.
The hydrogen fuel-fitted bus was demonstrated at Liquid Propulsion Systems Centre, an ISRO facility in Mahendragiri in Tamil Nadu today.
It's a CNG-type bus. Hydrogen in bottles at high pressure is stored at the top of the bus and there would be zero pollution.
The hydrogen cells were a spin-off of the cryogenic technology that ISRO had been developing for the last few years, the Bangalore-headquartered ISRO officials said.
"That's not exactly the cryogenic technology...(It's) liquid hydrogen handling and that's where ISRO has some expertise," they said.
ISRO has a very rich technology in producing, storing and handling gaseous and liquid hydrogen in the last three decades. Its expertise is also in safety. An ISRO team had generated technical specifications for all the elements and general specifications for the bus.
According to Honorary Adviser of ISRO V Gnana Gandhi, who led the technical team in this project, ISRO and TML entered into an MoU in 2006 to design and develop an automobile bus using hydrogen as a fuel through fuel cell route.
Gandhi, a Padmashree awardee and retired scientist from ISRO, and Dr M Raja, DGM of TML made the announcement the two organisations have developed fuel cell bus for the first time in India, which will run on Hydrogen.
"This is a leap for automobile industry for future transportation. In this vehicle there will be zero pollution since the product of cold combustion is water. This is a result of great team work of Tata MotorsBSE -3.34 % and ISRO specialists with contributions from DSIR ( Department of Scientific and Industrial Research) and PESO ( Petroleum and Explosive Safety Organisation)," Gandhi told PTI here.b
ISRO, Tata Motors develop India's first fuel cell bus - The Economic Times
Thread Starter
#403
Re: The Story of Tata's Epic Journey from Trucks to Aria
@Jag: Increasing the dealer margin to 5% from 2.5% is a real smart move.You go to any TaMo dealership,and it looks like a bleak house(when couple of years ago it looked such an animated place).No wonder dealers are quitting.However,this 5% margin may help them retain!
@Jag: Increasing the dealer margin to 5% from 2.5% is a real smart move.You go to any TaMo dealership,and it looks like a bleak house(when couple of years ago it looked such an animated place).No wonder dealers are quitting.However,this 5% margin may help them retain!
Re: The Story of Tata's Epic Journey from Trucks to Aria
Something really interesting, energising, fascinating, heart pounding...!!!![[:)]](https://www.theautomotiveindia.com/forums/images/smilies/Smile.gif "Smile [:)]")
Must read this..!!!
Jaguar Land Rover's Tata years - Birmingham Mail
Something really interesting, energising, fascinating, heart pounding...!!!
Must read this..!!!
Jaguar Land Rover's Tata years - Birmingham Mail
Re: The Story of Tata's Epic Journey from Trucks to Aria
When I read this.. I became so happy..![[:D]](https://www.theautomotiveindia.com/forums/images/smilies/Big%20Smile.gif "Big Smile [:D]")
When Tata went for Anglo-Dutch steel maker Corus, everyone backed the proposal. But when they bid for JLR everyone wondered and predicted it to be a failure. The $2.8 billion price was considered high. Tata was there to buy a company triple its size.
Now, at 2013 90% of profit is from JLR. Corus is still not in the safe waters.
But one thing is interesting..
Tata steel Indian operations are stronger and European operations are not doing well yet. Complete opposite in case of Tata motors..![[;)]](https://www.theautomotiveindia.com/forums/images/smilies/Wink.gif "Wink [;)]")
When I read this.. I became so happy..
When Tata went for Anglo-Dutch steel maker Corus, everyone backed the proposal. But when they bid for JLR everyone wondered and predicted it to be a failure. The $2.8 billion price was considered high. Tata was there to buy a company triple its size.
Now, at 2013 90% of profit is from JLR. Corus is still not in the safe waters.
But one thing is interesting..
Tata steel Indian operations are stronger and European operations are not doing well yet. Complete opposite in case of Tata motors..