Case Study Of Cross Border Acquisition Of Jaguar Land Rover

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1. Executive Summary
The major aim of this project is to analyze the challenges and other aspects involved in a very famous cross border acquisition of Jaguar Land Rover (JLR) by and Indian company: Tata Motors. The current state of ‘international joint ventures and mergers’ force companies to not only merge two different corporate cultures but also to instigate merger of two national cultures (Riccardo, 2013). The scene is more complex in case of this acquisition as Tata motors is a company from India which was ruled by Britain some decades ago.
The changes in business such as takeover of a firm or merger of two firms usually tend to follow a particular sequence:
• Alarm state: bankruptcy possible, acquisition
• New people are brought on top
• Re structuring of processes and people. The new ways of doing things will break up the existing ways of doing things and will give new scope to people
• The organization sets for itself new goals and standards. Since the objectives have been modified, direction and actions would be too
Did corporate and national cultures influence the typical sequence? Did this affect what would happen after the acquisition (often called as post acquisition management)? We referred many articles published in this famous case study and also interviewed in Tata motors to know the details of this event.
“Even in foreign hands these two British marquees were on the skids- until rescued by Tata Motors. Now sales are booming thanks to demand from china and

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