House of TATA, 1995

Noor Mohammed(PGP/22/285)
Shashank Saini(PGP/22/296)
Brandon Kuzur(PGP/22/346)
Dibyanshu Kumar(PGP/22/348)
Chinmayee Behera(PGP/22/418)
Introduction
 Foundation(1868-1931)
 Seed

 Consolidation(1932-89)
 Expansion(1930–onwards)
Revitalization of TAS

 TAS recruited talented individuals for accelerated management careers within TATA companies
 The prestige of TAS had waned off. Ratan Tata planned to promote TAS as a premium career.
 Elevate the program’s status among up-and-coming business leaders through media exposure,
including high profile TAS coverage in business publications.
 Develop TAS as a group resource, enlarge the program and increase mobility of TAS participants
among group companies
 Recruit from prestigious management institute
 Encourage them to take advantage of the opportunity to work in a range of industries within the
group by rotating among TATA companies
 Build strong ties among different TAS recruits and when they are placed in different companies, over
the long term it would build lasting ties and the problem of lack of coordination would be solved
 These network of people could improve the information flow and could create mutually beneficial
pacts among TATA
Sale of a part of TATA Industries
 The effort to strengthen control will not be compromised due to the sale
 Tata Oil Mills that was incurring losses was sold

Reasons:
 The group can stay focused rather than being diffused by selling the
companies in few sectors which weren’t making profits
 Investments can be made in new ventures by raising capital and the
established Industries can be expanded
 A 20% stake of TIL was sold to a Hong Kong based Jardine Matheson group
 This helped in bringing in expertise in various business activities and
explored the potential synergy between their financial business
 It helped Tata Group in funding for long term plans and gain exposure into
the global market