Tata Motors - Speed Breakers Galore

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Case Details:

Case Code : FINC062
Case Length : 25 Pages
Period : 2007-2009
Pub. Date : 2010
Teaching Note : Available
Organization : Tata Motors / Jaguar and Land Rover
Industry : Automobile
Countries : India, UK

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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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"The rapid reversals at Tata Motors, which is probably the most internationally visible of Indian automakers, mirror the suddenness with which many Indian companies have seen their fortunes change as global lines of credit have frozen and the local economy has slowed down."¹

- BusinessWeek in January 2009.

Tata Motors Reports Loss

In early July 2009, Ratan Tata, Chairman of India-based Tata Motors, deliberated on the decisions that had gone wrong with the company, between January 2008 and June 2009. The calendar year 2008 was a milestone in the history of Tata Motors.

In January 2008, the company unveiled the Nano, which at Rs.100,000², was the cheapest car in the world. This event was followed by the acquisition of British brands - Jaguar and Land Rover (JLR) from Ford Motor Company (Ford)³ in June 2008. This deal was expected to transform Tata Motors into a leading player in the global automobile industry. However, things did not turn out quite the way Ratan Tata had expected them to.

Finance | Case Study in Management, Operations, Strategies, Finance, Case Studies

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1] Mehul Srivastava, "Tata Motors' Reversal of Fortune," www.businessweek.com, January 30, 2009.
2] As of July 07, 2009, 1 US$ was equivalent to INR 48.23 and 1 £ was equivalent to INR 78.27.
3] US-based Ford is a leading automaker and one of the largest multinational corporations in the global automobile industry. For the year ending December 2008, Ford reported revenues of US$ 146.28 billion and a net loss of US$ 14.67 billion.

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