Tata Motors' Acquisition of Jaguar and Land Rover
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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In June 2008, India-based Tata Motors Ltd. announced that it
had completed the acquisition of the two iconic British brands - Jaguar and Land
Rover (JLR) from the US-based Ford Motors for US$ 2.3 billion. Tata Motors stood
to gain on several fronts from the deal. One, the acquisition would help the
company acquire a global footprint and enter the high-end premier segment of the
global automobile market. After the acquisition, Tata Motors would own the
world's cheapest car - the US$ 2,500 Nano, and luxury marquees like the Jaguar
and Land Rover. Though there was initial skepticism over an Indian company
owning the luxury brands, ownership was not considered a major issue at all.
According to industry analysts, some of the issues that could trouble Tata Motors were economic slowdown in European and American markets, funding risks, currency risks etc.
» Understand the role of acquisition as a growth strategy.
» Examine Tata Motors' inorganic growth strategy.
» Examine the rationale behind Tata Motors' acquisition of Jaguar and Land
» Understand the advantages and disadvantages of cross-border acquisitions.
» Understand the need for growth through acquisitions in foreign countries.
Tata Motors, Ford, Jaguar, Land Rover, JLR, Merger Synergies,
Acquisition, Acquisition Structure, Global automobile market, Sub-prime crisis,
Automobile Brands, Cross Border Acquisition, Special Purpose Vehicle, Merger
Integration, New Products Pipeline
Acquisition of British Icons
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