1868 at the age of 29, he started a trading company with 2 1 000 rupees. /kloc-set up a textile factory in Mumbai in 0/869, and sold it to Britain two years later to study the cotton trade in Lancashire for a long time. He was deeply encouraged by what he saw and heard in England, and he firmly believed that he could not only make a difference in his own country, but also surpass them. 1874, he chose Mabang central point and cotton-producing area (Nagpur) and started spinning, textile and production enterprises, with the original capital of 15000 rupees. From 1880 to his death in 1904, he always wanted to realize his three ideals, that is, to build a steel plant, a hydroelectric power plant and a world-class education college, but for various reasons, he failed to realize them in his lifetime. Fortunately, the Taj Hotel in Mumbai was completed before the death of 1903.
At the beginning of the 20th century, Mr. Jamseji's successor successively established steel works, Tata Hydropower Company, Tata Power Company and Indian Academy of Sciences, and Mr. Jamseji's unfinished career and dream for many years were realized.
199 1 in March this year, Ratan Tata, the fourth descendant of the Tata family, became the head of the Tata consortium. For more than ten years, the huge group company structure has been continuously reformed, making loosely managed enterprises more compact and efficient. Under his leadership, Tata continues to be a leader in traditional industries such as steel, tea, electricity, automobiles and hotels. In addition, Tata has expanded to telecommunications, biotechnology, insurance, life sciences and service industries at an alarming rate, and there are 9 1 group enterprises at present. Ratan is the nephew of J.R.D Tata, the former chairman of the prestigious Tata Group. 199 1 year, he took over Tata Sons, a holding subsidiary of the group, from his uncle, and became the chairman, becoming the fourth generation head of Tata consortium. At that time, India had just begun to reform its economic system. Under the huge industrial empire of Tata Group, there are 300 various subsidiaries, of which more than 40 are listed companies, all of which are developing in their own ways on their own tracks.
When Ratan just took over the group, the equity of the Tata family's charitable trust fund in its subsidiaries has been diluted to less than 5% (Tata Group is special: almost two-thirds of its parent company Tata Sons is held by the family's charitable trust fund. Tata Sons devotes 8%- 14% of its profits to charity every year through these trust funds. Therefore, he increased his family's equity in these subsidiaries to ensure the necessary influence.
In addition, after he took office, he decided to quit the textile, cement and other industries with fierce competition and irregular market order and focus on building its boutique business. But the real turning point of Tata Group's business began after Ratan made a bold decision to enter the automobile industry.
In 2000, Tata Tea Company invested US$ 435 million to acquire tetley Tea Company, which was three times its size. This was the first large-scale transnational M&A in the history of Indian companies. The acquisition enabled Tata to penetrate into the downstream industries of the tea production chain. It turns out that it only sells tea grown in its own tea garden. Since then, Tata Group has successfully carried out a series of cross-border mergers and acquisitions in the fields of trucks, telecommunications and steel, laying a solid foundation for its all-round going global. Now, 22% of Tata Group's annual sales come from overseas markets. At the same time, its four subsidiaries are run by Americans. In addition, an Englishman (who worked for Jardine Matheson Holdings, a Hong Kong trading company) is an international director of the board of directors of Tata Sons.
However, if Ratan's decision to enter the automobile industry proves to be a big failure, then all the above-mentioned internationalization actions of Tata Group will become a bubble. Fortunately, he succeeded. At the beginning of entering the automobile industry, Tata Group encountered a lot of troubles and suffered quite serious losses. Part of the reason is that the timing of entry is not appropriate: it was the cyclical downturn of the truck market.
But Ratan survived and took active measures, such as laying off 40% of employees and halving the number of suppliers to 600. These decisions are not easy because of India's extremely strict labor security laws.
Ratan succeeded. After three years' struggle, Indigo, another car brand of Tata Group, overcame its early problems and began to be accepted by the market. Now these two brands have accounted for 1/4 of the small and medium-sized car market in India.
Later, when recalling this experience, Ratan said that when 1995 decided to enter the bus market, it could have chosen the usual practice of joint venture with multinational auto giants. At that time, both Toyota and Volkswagen came to see him, but he finally decided to go it alone, because he believed that the road to enterprise growth must be in his own hands and chosen by himself.
In that conservative era, such a move was very rare and required great courage. For example, Maruti, India's largest automobile manufacturer, started from a joint venture. The two parties to the joint venture are the Indian government and Suzuki Motor Company of Japan. Today, Suzuki Motor still owns 54% of the controlling shares of the joint venture company.
Today, Ratan is still tirelessly pursuing his dream: to make the automobile business the flagship enterprise of his entire industrial empire of $654.38+$0.4 billion. In fact, he basically achieved this: the annual sales of Tata Motors ranked first among many subsidiaries of the entire Tata Group. Moreover, seven years after manufacturing the first car in history, the company's pre-tax net profit margin is as high as 10%, which is comparable to top Japanese and Korean automakers and far exceeds domestic competitors.
In March, 2004, Tata Motors acquired Daewoo Commercial Automobile Company, the second largest heavy truck manufacturer in South Korea, at a price of $65.438+0.05 billion, in order to acquire Daewoo's truck manufacturing technology and fully enter the Asian market with South Korea as a springboard.
Tata Motors is not satisfied with this. It is preparing to set up a factory in South Africa to produce cars and export them to Europe. In fact, it has been trying to sell cars in Turkey and Britain before. In Britain, it used to manufacture cars for Rover Automobile Group by OEM. However, the cooperation between the two sides was not smooth, and then the differences became bigger and bigger, and finally the cooperation was terminated. Ratan is 67 years old and will retire in less than three years. Before retiring, he wanted to launch another "65438+ 10 million rupees car" project to end his career. Specifically, this project is to develop a car with a price of only 654.38 million rupees (about 2000 US dollars). Tata Motors will manufacture its own body, and then sell the matching parts to some small factories in rural areas, which will be responsible for the assembly work. This can also solve many rural employment problems. In Ratan's words, I want to design a car that is people-oriented and made by people.
He said: "Whenever I see a family with four or five members riding scooters, I really want to provide them with a cheap family car. The size of this car is basically between the scooter and the normal car size. " Ratan said that if the project is not completed before his retirement, he will continue to supervise the implementation of the project as a project consultant after retirement.
But in any case, at the critical moment of building Tata into a truly multinational group, Ratan's retirement is a pity for him anyway. At the same time, speculation about the family heir has been around for a long time, but Ratan kept his mouth shut about it.
Although only one member of the Tata family currently works in the group (his name is Noel Tata, 47 years old), the problem is that Noel is currently only responsible for a small piece of retail business of the group. If he wants to be the heir to the entire Tata industrial empire, he must redouble his efforts to prove his leadership.
At the same time, it is also reported that Noel is not among the successors considered by Ratan. When answering a reporter's question about whether Noel will take over his class, Ratan said: "Noel is very dedicated. Our group is currently in a stage of rapid growth, and I think Noel will definitely grow with the whole group. I am very happy that everyone has begun to pay attention to him. I am currently observing how far he will grow. "
After repeated questioning by reporters, Ratan added: "In fact, all talented people like Noel in our company have the opportunity to exercise and grow in their careers. What matters is not your last name. "
It may be a good thing for the future development of Tata Group if Ratan really chooses his successor only on the basis of personal ability, regardless of his surname, and ultimately does not choose Noel to take his place.
Tata's competitor, Rui lines Group of Ambani family, has been plagued by two sons vying for successors since the death of its founder. Because of this, the company's performance has been seriously declining.
Tata Fund is the mainstay of legendary charity, which has brought benefits to the development of the country and the prosperity of the nation.
Some people may ask why the Tata family, as one of many large and well-known corporate families, has not been included in India's rich list for more than a century. There is a simple reason. After several generations of inheritance, the Tata family has formed a tradition, that is, donating a large part of personal wealth to many fund organizations to create happiness for most Indian people.
This is also the reason why Tata Fund can hold 66.6% shares of Tata Limited, a group holding company. The proceeds will be used to support institutions, individuals and various undertakings. The principle of trusteeship determines the way to perform the functions of the group, so Tata's management model is unique: capitalism in definition and socialism in essence. Under Tata's name, there are two main trust funds: Dorabji Tata Joint Fund and Ratan Tata Fund.
Dorabji Tata Joint Fund includes Tata Social Welfare Fund, RD Tata Fund, Tata Education Fund, JRD Tata Fund, JRD Tata and sarma Tata Fund, jamsetji tata Fund, JN Tata Endowment Fund, Meherbai Tata Memorial Fund and Meherbai Tata Education Fund.
The support provided by Dorabji Tata Fund to NGOs is as follows: natural resource management, social development, education and people's life. For personal medical, tourism or educational support.
Ratan Tata Fund supports non-governmental organizations, individuals and institutions, as well as related rural issues, medical care, education, art, culture, society and management. 1868, J N Tata founded its own trading company, which laid the foundation for the development of Tata Group.
Indian Hotels Group was established in 1902, and the first luxury hotel in India, taj mahal hotel, was designed and built, and officially opened in 1903.
Tata Steel Company was established in 1907, and the first steel production base in India was built in Janshepur. The factory was put into production in 19 12.
19 10 the first Tata hydropower company was established.
19 17 Tata entered the field of consumer goods, established Tata Oil Processing Company, and began to supply soap, detergent and edible oil. 1984 Tata sold the company to Unilever in India.
1932 Tata Airlines was established as a branch of Tata Limited, becoming the first airline operator in India. 1953 Tata Airlines was nationalized.
1939 Tata chemical, India's largest soda ash manufacturer, was established.
1945 Tata engineering and motor vehicle company (renamed Tata motors in 2003) was established to produce motor vehicle products and mechanical products.
Tata Finlay (now renamed Tata Tea) was founded in 1962 and has developed into one of the largest tea manufacturers in the world.
Tata Export Company was established, and now it has been renamed Tata International, which is a leading export trading company in India.
1968 Tata Consultancy Services (TCS), the first software service company in India, was established as a branch of Tata Limited.
1998: Tata domestic car-the first domestic car independently designed and manufactured by India, produced by Tata Motors. Since then, Tata Group has entered the automotive field.
2000: Tata Tea Company acquires British tetley Group. This is the first time that an Indian enterprise group has acquired an international brand.
In 2002, Tata Consultancy Services (TCS) became the first software company in India with sales exceeding $654.38 billion.
In 2007, Tata Steel acquired Connors, an Anglo-Dutch steel group, and became the fifth largest steel manufacturer in the world.
Tata Information Technology (China) Co., Ltd. was established.
the year of 2008
Tata Motors released the world's cheapest car-Tata Nano People's Car.
Tata Motors acquired the Jaguar Land Rover brand from Ford Motor Company.
Tata Chemical Company acquired General Chemical Company of the United States.
In 2009
Tata Motors announced the official launch of Nano cars, with more than 200,000 orders.
Tata Chemical released the world's most energy-saving Swach water purifier.
20 10 Tata Nano's new factory in Sanand was officially put into use.