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1) The globalization strategy of TATA group is based on the belief of Ratan Tata that theirgroup always lagged behind because of their limited risk taking ability and that too in

small incremental steps. Traditionally TATAs had focused more on organic growth but

owing to increased competition in local markets it decided to take the inorganic route by

M&A.

TATA Indian hotels: In the initial period of its globalization strategy, it focused more on

direct and total acquisitions in overseas markets. Lately however the companys strategy

has been for management contracts with small equity positions in properties instead of

outright ownership. It was done so that the company could spread it resources to a larger

geographical area.

TATA Tea: Here TATA tea went to create a global brand for its tea operations. Although

the main objective was to synergize its operations, it was not completely achieved.

TATA Steel: here M&A was sought to gain presence in global markets and to improve its

Research and development abilities and operational efficiencies. The acquisition of Corus

enabled it to gain presence in value added product segment.

TCS: it being a information technology service provider, had focused its business at a

global level from the beginning of its operations.

2) The support of tata group centre was required not only for a tata operating company butalso for the acquisition target.it made sure that the deal was important not only for the

company but also for the entire group. It formed integration committees to help combine

entities and realize synergies. Tata group launched global intranet for all group

companies to help share information across group companies and coordinate such

common initiatives. However the Group never forced any decisions down the throat of

any group companies against their own will. Hence, the decentralised nature of the Tata

group was a bit of a problem as there were some plans which the group might have felt it

as good but if the company didnt feel it so it will not be accepted.

3) Tata motors had made its reputation internationally in commercial car segment in Indiabecause its products could withstand the poor conditions of Indian roads. Its big

disappointment happened when it developed Indica which was a indigenously developed

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passenger vehicle. Hence it was forced to internationalize because of growing

competition in Indian automobile market from foreign competitors. Tata motors needed

more advanced products for developed economies. Hence to diversify its risk at home,

tata motor entered into JLR deal.

4) The group has operations in more than 80 countries across six continents, and itscompanies export products and services to 85 countries. The Tata name has been

respected in India for more than 140 years for its adherence to strong values and business

ethics. Every Tata company or enterprise operates independently. Each of these

companies has its own board of directors and shareholders, to whom it is

answerable. Business Weekmagazine ranked Tata 17th among the '50 Most InnovativeCompanies' list and the Reputation Institute, USA, in 2009 rated it 11th on its list of the

world's most reputable companies. Tata companies have always believed in returning

wealth to the society they serve. Two-thirds of the equity of Tata Sons, the Tata promoter

holding company, is held by philanthropic trusts that have created national institutions for

science and technology, medical research, social studies and the performing arts. The

trusts also provide aid and assistance to non-government organisations working in the

areas of education, healthcare and livelihoods. Tata companies also extend social welfare

activities to communities around their industrial units.

5) Mergers and acquisitions are important part of globalization. When a company is not ableto grow organically at a decent pace to compete strategically, it has to take this route for

inorganic growth. However, M&A are not only for faster growth rate, it is also important

to focus on realizing synergies with the acquired companies to achieve sustainable

growth over the future years. M&A are sought to achieve either horizontal or vertical

integration to achieve cost reduction and improve operation efficiency. Moreover, M&A

also enable a company to gain access to new markets in new geographies.