case study tata group

Success Story Of The Tata Group Of Industries [Tata Group Case Study]

Devashish Shrivastava , Bhoraniya Huda Hifzur Rehman

Tata Group is an Indian global aggregate holding organization headquartered in Mumbai, India. Established in 1868 by Jamsetji Tata, the organization increased worldwide acknowledgment in the wake of acquiring a few global companies. Perhaps the biggest aggregate, Tata Group is claimed by Tata Sons.  

Each Tata organization works autonomously under the direction and supervision of its own directorate and investors. Noteworthy Tata's organizations and backups incorporate Indian Hotels Company, Tata Chemicals, Jaguar Land Rover, Tata Communications, Tata Consultancy Services, Tata Motors, Tata Power, Tata Steel, Voltas, and much more.

History and Origin of Tata Group List of the Tata Group’s Chairmen from 1868 to Present TATA Business Excellence Model (TBEM) Marketing Strategy of Tata Group

History and Origin of Tata Group

In 1870 with INR 21,000 capital, Jamsetji Tata founded an exchange organization. He purchased a bankrupt oil plant at Chinchpokli and transformed it into a cotton plant under the name Alexandra Mill which he sold for a profit after 2 years. In 1874, he set up another cotton factory at Nagpur named Empress Mill.

His aim was to accomplish 4 main objectives: setting up an iron & steel organization, an exceptional inn, a world-class learning establishment, and a hydroelectric plant. During his lifetime, the Taj Mahal Hotel at Colaba waterfront was opened in 1903, making it the first in power in quite a while.

After Jamsetji's passing, Dorabji Tata, his son, became the Chairman in 1904. Sir Dorabji built up the Tata Iron and Steel organization (TISCO), presently known as Tata Steel, in 1907. Denoting the gathering's worldwide aspirations, Tata Limited opened its first overseas office in London. Soon as per Jamsetiji's wish, Western India's first hydro plant was set up and the Indian Institute of Science was also set up in 1911.

JRD Tata was crowned Chairman of Tata Group in 1938. Under his chairmanship, the benefits of the Tata Group developed from $100 million to over $5 billion. When he took over TATA, it had 14 undertakings, but in 1988 Tata Sons had developed into a combination of 95 endeavors. These endeavors comprised adventures that the organization had either begun or held controlling interests in.

In 1952, JRD established an airline, known as Tata Air Services (later renamed Tata Airlines). In 1953, the Government of India passed the Air Corporations Act and acquired a larger part stake in the transporter from Tata Sons; however, JRD Tata would continue as Chairman till 1977.

In 1945, Tata Motors was established and was first centered around trains. In 1954, it entered the business vehicle showcase in the wake of shaping a joint endeavor with Daimler-Benz. In 1968, Tata Consultancy Services was established.

In 1991, Ratan Tata was crowned Chairman of Tata Group. This was additionally the time of financial advancement in India, opening up the market to remote contenders. During this time, Tata Group started to obtain various organizations like Tetley (2000), Corus Group (2007), and Jaguar & Land Rover (2008). In 2017, Natarajan Chandrasekaran was named administrator.

List of the Tata Group’s Chairmen from 1868 to Present

The Tata Group is considered India's number one conglomerate multinational company with its headquarters situated in Mumbai. The company is known to be in business for more than 150 years of service and its products are widely spread across multiple fields.

The company is known to provide services in more than 150 countries and covers about six continents. Since the time of its service, there have been a number of chairmen noted to work for Tata Group. The list of Tata Group's Chairman is given below:

Jamsedji Tata 1868 - 1904

Born on 3 March 1839, Jamsedji Tata was an Indian Pioneer and the founder of today India's biggest group of companies called Tata Group. He was the first Chairman of the firm and remained in the same post till 1904.

Sir Jamsedji Tata is honored with many titles and awards. He was given the honorary tag of "Father of Indian Industry". He was also ranked first in the list of "Hurun Philanthropists of the Century (2021)". Sir Jamsedji Tata left the world on 19 May 1904, at the age of 65.

Sir Dorabji Tata 1904 - 1932

Born on 27 August 1859, Sir Dorabji Tata was the eldest son of Sir Jamsedji Tata and the second chairman of the Tata Group . He died in 1932 giving rise to the third chairman of the Tata Group.

Sir Dorabji Tata played an essential role in forming and maintaining the Tata group of industries during the British era. The prime focus of Sir Dorabji Tata was to fulfill the dream left by Sir Jamsedji Tata and establish the modern iron and steel industry.

Sir Dorabji Tata was the first president of the Indian Olympic Association. He was also acknowledged by the Britishers. In 1910, Dorabji Tata was knighted by Edward Vll to be referred to as Sir Dorabji Tata.

Sir Nowroji Saklatwala 1932 - 1938

Born on 10 September 1875, Sir Nowroji Saklatwala was the third chairman of the Indian multinational conglomerate Tata Group. Unlike the previous two chairmen, he was just a mere employee and an apprentice of the Tata Group.

He made his way up from an employee to Chairman and remained in the same post till his sudden death due to heart failure in 1938. Sir Nowroji Saklatwala introduced many schemes and facilities for the employees and always worked well for the welfare of the employees.

JRD Tata 1938 - 1991

Born on 29th July 1904, Jehangir Ratanji Dadabhoy Tata was the fourth chairman of the Tata Group. He was the second child of Ratanji Dadabhoy Tata, the cousin of Jamsedji Tata. JRD is the only chairman of Tata Group who has served for more than 50 years. JRD Tata was also the first Indian to be granted a commercial pilot license.

And owing to his interest in the aviation industry, JRD Tata established Tata Aviation Services. He made many contributions to the company and was also acknowledged for his efforts. JD Tata is also the owner of the Padma Vibhushan and the Bharat Ratna awards. After two years of resigning as the chairman of Tata Group, Sir JRD Tata died on 29 November 1993.

Ratan Tata 1991 - 2012, 2016 - 17

Born on 28 December 1937, Ratan Naval Tata was the fifth chairman of the Tata Group. Ratan Tata was the son of a Naval Tata. Naval Tata was the adopted son of the sir Jamsedji Tata. Ratan Tata started as an assistant in the Tata Group and made his way up to the fifth chairman of the company.

Ratan Tata was appointed as the chairman of the company in 1990 and remained in the same post till 2012. He was again known to serve the Tata Group as an interim chairman for the time period between October 2016- February 2017.

Ratan Tata had contributed to shaping the firm from the time he was appointed as the chairman, the Tata Group was in a chaotic form. Under the guidance of sir Ratan Tata, the company flourished again. Ratan Tata is also the holder of many awards like the Padma Bhushan (2000) and Padma Vibhushan(2008).

Cyrus Mistry 2012 - 2016

Born on 4 July 1968, Cyrus Pallonji Mistry was the sixth chairman of the Tata Group and also the second chairman in consideration to not bear the tag of "Tata" in their surname. Cyrus Mistry joined the Tata Group as a board member and was soon elected as the chairman of Tata Group in 2012.

However, just after four years of chairmanship, he was removed from the position of chairman by the board of members. The prime reason behind his removal has many debates on the topic. It is stated that Cyrus Mistry was not acknowledging the history of the Tata Group and was keen on developing the firm in his own way.

There were also reports stating that Cyrus Mistry filed a case against Tata's heads for oppressing the interest of small stakeholders. The issue between Cyrus Mistry and Ratan Tata was taken to the legal procedures where on 26th March 2021, the Supreme court of India ruled out the decision in the favor of Ratan Tata and dismissed the rumors of Cyrus Mistry to be reinstated as the group chairman.

Irrespective of the ups and downs faced by Cyrus Mistry, he was categorized as the most important industrialist in both India and Britain in the year 2013 in an article published by the Economist. Unfortunately, on 04 September 2022, Cyrus Mistry died in a road accident in Maharashtra.

Natarajan Chandrasekaran 2017- Present

Born on 2 June 1963, Natarajan Chandrasekaran is the seventh and the current chairman of the Tata Group. He is the only chairman in the history of the Tata Group that is a non-Parsi and professional executive. He was previously working as the chief operating officer and chief executing officer of the Tata consultancy services.

The journey of Natarajan Chandrasekaran as the chairman of the Tata group is not a smooth one. In the year, 2019, the National Company Law Appellate Tribunal (NCLAT) held his position as chairmanship illegal and gave the order of restoring Cyrus Mistry as the Executive Chairman. Yet again in 2020, the Supreme court of India overruled the decision of NCLAT. Natarajan Chandrasekaran is still known to work as the Chairman of the Tata Group.

TATA Business Excellence Model (TBEM)

Tata Business Excellence Model (TBEM) is an altered adaptation of the internationally famous Malcolm Baldrige Model. TBEM is utilized by the Tata business group to remain in step with the regularly changing business conditions.

TBEM focuses on seven central activities: administration, key arranging, client and market center, estimation, examination and learning of the executives, human asset center, processing of the board, and the business results. Execution is estimated in outright focuses, and organizations need to accomplish at least 500 (out of 1,000) within four years of consenting to the BEBP arrangement.

Accomplishments are granted by acknowledgment over the group. TQMS helps Tata's business organizations utilize the model to pick up bits of knowledge on their business qualities and open doors for development. This is overseen through a yearly procedure of appraisal and affirmation.

TBEM Criteria Purpose

Tata Business Excellence Model (TBEM) is the reason for leading authoritative evaluations and for offering input to candidates. Moreover, the TBEM criteria have three significant jobs in reinforcing aggressiveness:

• To help improve authoritative execution practices, abilities, and results.
• To encourage correspondence and sharing of best practices among associations of various kinds.
• To fill in as a working apparatus for comprehension, overseeing execution, and directing hierarchical arranging and open doors for learning.
• TBEM-based performance excellence goals.
• TBEM Criteria are intended to enable associations to utilize a coordinated way to deal with hierarchical execution.
• Conveyance of regularly improving an incentive to clients and partners; adds to hierarchical maintainability.
• Improvement of by and large authoritative viability and capacities.
• Hierarchical and individual learning.
• The Role of core values and concepts.

The administration tends to observe how your senior heads manage and support your association and set an authoritative vision, qualities, and execution desires. Consideration is given to how your senior chiefs speak with your workforce, create future pioneers, measure hierarchical execution, and make a domain that energizes moral conduct and elite.

The category additionally incorporates your association's administration framework and how it guarantees moral conduct and practices great citizenship.

Strategic Planning

Vital planning leads to activity arranging, sending of plans, how satisfactory assets are guaranteed to achieve the plans, how plans are changed if conditions require a change, and how achievements are estimated and supported.

The strategic planning category focuses on long-haul authoritative support. While numerous associations are progressively capable of vital arranging, plan execution is a noteworthy test.

This is particularly obvious given market requests to be spry and to be set up for sudden change, for example, troublesome innovations that can disturb a generally quick-paced yet increasingly unsurprising commercial center. This category features the need to put an emphasis on building up your arrangements as well as on your capacity to execute them.

Customer And Market Focus

Client and market focus caters to how your association tries to comprehend the voice of the client and of the commercial center with attention to fulfilling clients' necessities, needs, and desires, enchanting clients, and building steadfastness. The category stresses connections as a significant piece of a general tuning, learning, and execution greatness technique.

Your consumer loyalty and disappointment results give indispensable data to understanding your clients and the commercial center. Much of the time, such outcomes and patterns give the most significant data on your clients' perspectives as well as on their commercial center practices (e.g., rehash business and positive referrals ), and how these perspectives and practices may add to the manageability of your association in the commercial center.

Measurement, Analysis, And Knowledge Management

The Measurement, analysis, and knowledge management category is the primary concern inside the criteria for key data about successfully estimating, investigating, improving execution, and overseeing authoritative information to drive improvement and hierarchical intensity.

In the least complex terms, category 4 is the "mind focus" for the arrangement of your association's activities with its vital goals. Fundamental to such utilization of information and data is their quality and accessibility.  

Workforce Focus

Workforce focus caters to key workforce rehearses coordinated towards making and keeping up an elite working environment and towards drawing in the workforce to empower it. It also deals with the way in which the association adjusts to change and succeeds.

The category covers workforce commitment, improvement, and the board in a coordinated way (i.e., lined up with your association's vital targets and activity plans). To fortify the essential arrangement of the workforce, this criteria additionally covers human asset arranging as a major aspect of the strategic planning category.

Process Management

Procedure Management is the point of convergence inside the Criteria for your key work frameworks and works forms. Incorporated with the category are the focal necessities for recognizable proof and your abilities to accomplish productive and powerful work process administration, successful structure, a counteractive action direction, linkage to clients, providers, accomplices, colleagues, and an emphasis on esteem creation for every single key partner, operational execution, process duration, crisis availability, assessment, ceaseless improvement, and authoritative learning. Dexterity, cost decrease, and process duration decrease are progressively significant in all parts of the procedure.

In straightforward terms, "deftness" alludes to your capacity to adjust rapidly, deftly, and successfully to evolving prerequisites. Contingent upon the idea of your association's methodology and markets, readiness may mean quick change starting with one item and then onto the next, fast reaction to evolving requests, or the capacity to deliver a wide scope of tweaked administrations.

Readiness likewise progressively includes choices to redistribute, concurrences with key providers, and novel courses of action. Adaptability may request unique procedures, for example, executing particular structures, sharing segments, sharing assembling lines, or giving specific preparation.

Cost and process duration decrease frequently including Lean procedure the board systems. It is essential to use key measures for following all parts of your general procedure.

Business Results

The resulting category gives outcomes that include your target assessment and your clients' assessment of your association's items and administrations, your general money-related and showcase execution, workforce results, initiative framework, social duty results, and the consequences of every single key procedure and procedure improvement exercise.

Through this center, the Criteria's motivations: prevalent estimation of contributions as seen by your clients and the commercial center, unrivaled hierarchical execution as reflected in your operational, workforce, lawful, moral, and monetary pointers, and authoritative and individual learning are kept up.

Classification 7 in this way gives "constant" data (proportions of progress) for assessment and improvement of procedures, items, and administrations in arrangement with your general authoritative technique.

Marketing Strategy of Tata Group

The organization emphasizes the 4Ps (Product, Price, Place, Promotion) which exude Tata Group's advertising methodology .

The item procedure and blend in Tata Group's promoting technique can be clarified as pursues. Tata Group is one of the main aggregates in India. Tata Group has its essence in a few enterprises and has units spread over the world. The Tata gathering is into the following business verticals:

• Communication and ITeS: Tata Communications, Tata Teleservices, Tata Consultancy Services, Tata Elxsi, and Tata Interactive Services.
• Consumer and Retail: Tata Sky, Titan, Landmark, Infiniti Retail, and Casa Decor.
• Defense and Aerospace: Tata Advanced Materials, Tata Industrial Services, Tata Technologies, and Tata Manufacturing Services.
• Realty and Infrastructure: Tata Power, Tata Housing Development Company, Tata Consulting Engineers, Tata Power Solar, and Voltas.
• Financial Services: Tata AIA Life Insurance, Tata AIG General Insurance, Tata Capital, and Tata Investment Corporation.
• Manufacturing: Tata Chemicals, Jaguar Land Rover, Tata Steel, Tata Motors, and Tata Daewoo Commercial Vehicle Company.
• Services: Tata SIA Airlines – Vistara, Tata Services, Tata Technologies, Taj Air, TM International Logistics, and Tata Global Beverages.

This rundown isn't comprehensive. It has in excess of seventy brands which take into account twenty-eight separate businesses.

All organizations of the Tata gathering capacity function autonomously. Each of these organizations is one of a kind and particular from one another. In this way, the estimating technique in its promoting blend pursued by these individual organizations differs as they are all in various ventures confronting diverse financial variables, capital, scale, and so on.

Tata gathering is available in more than eighty-five nations in excess of six landmasses. The gathering has developed to a tremendous scale all-inclusive. The greater part of its organizations are forward-thinking and give benefits on cell phones and hold a decent nearness on the web.

The free organizations under the Tata brand advance their image (and their own identity) through individual promoting plans. Tata's administrations and customer items are known to utilize big names like that Titan, Taj Hotels, and so forth. Print media is additionally utilized widely by organizations like Tata Steel and Tata Motors.

Organizations like that of guard and consultancy are more of B2B in nature; they don't enjoy mass advancements. Since this is a help showcasing the brand, here are the other three Ps that form the 7Ps advertising blend of Tata Group.

The Tata bunch all in all utilizes 6,60,800 representatives. The Tata Group itself is possessed by Tata Sons. The Tata Quality Management Services part is answerable for managing the quality administration branch of more than a hundred autonomous organizations to guarantee primary quality principles as the Tata gathering remains the mainstay of value and trust.

Physical Evidence

The sheer size of the Tata gathering is proof of it being a seething achievement and market pioneer. Tata gathering's business sector top is 7.2% of the all-out market top of BSE.

The Tata gathering strategizes to develop by securing mergers around the world and incrementing its topographical limits. The gathering likewise targets obtaining the wellsprings of crude material.

For setting, the Tata gathering has profound enthusiasm for getting steel plants over the globe with the goal that it can give steel at any rate to its car organization, subsequently disposing of the issue of the store network and profiting from the economies of owing the wellspring of crude material.

It has in the past procured misfortune by acquiring worldwide mammoths like Tetley tea, Land Rover, and Jaguar. Henceforth, this finishes up the promoting blend of Tata Group aggregate.

In a nutshell, one can say that the “Tata group” is one of the most inspiring idols for new entrepreneurs. This particular business company is one of the pride of India and a shining example of success for younger business climbers.

There are many new examples set by Tata Group in front of the World. The above article contains the company details with its basic information like marketing strategy, business model, list of chairmen, etc.

Why is Tata Group Successful?

Tata Group abides by its mission and works on ethics. Many competitors of Tata Group are publicly owned firms, whereas Tata is a family business that now has grown into a big multinational conglomerate. Its success lies in its core values and an undefeated business model.

What are the 5 Tata values?

Tata group is driven by 5 major values. They are integrity, responsibility, excellence, pioneering, and unity.

Which company is the most profitable in the Tata group?

As per the report published by farinelliandthekingbroadway.com, Tata Consultancy is the most profitable company in the Tata Group in 2021.

Why is Ratan Tata an inspiration?

Ratan Tata has set many examples for the young generation to look at and learn. The prime reason behind Ratana Tata being an inspiration is that he is a combination of an excellent businessman and a great human being.

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Case Study Of Tata Group: Complete Guide To Its Marketing Strategy (Including Competitors Analysis)

By Aditya Shastri

Ever wondered how the Tata Group managed to build such great recognition and brand reputation for itself? The Tata Group is one of the oldest and largest industrial groups in India. It is known for its long-standing brand image and consumer trust.

The goal of this case study is to deep dive into the marketing strategy of Tata Group, by taking a look at their marketing mix, competitors, product mix, marketing campaigns, social media presence, etc, and conducting a thorough analysis. Let’s get started by getting to know the company better.

About Tata Group

The Tata group that started as a trading company in 1868 by Jamshedji Tata with just an initial capital of Rs.21000 has now become a huge multinational conglomerate operating in over 100 countries across 6 continents.

Headquartered in Mumbai , Maharastra the company follows a decentralized pattern and owns 30 companies that function without any interference and with full autonomy in various sectors.

The company emphasizes on improving the standard of living of all consumers and building customer trust along the way. It was one of the first companies in its time to have introduced employee initiatives to generate employment for people under British rule.

The group believes in the Parsi legend ‘humata hukhta hvarshta’ which means good thoughts, good words, and good deeds. It adds value to society through the establishment of various trusts and institutes over the years.  Being one of the largest contributors to India’s GDP, the company added about 4 percent to the country’s GDP in 2018. 

The Marketing Mix of a company provides the complete outline of its marketing plans and strategies and is thus imperative in understanding its core marketing efforts. We will now, hence, take a look at Tata group’s marketing mix.

Marketing Mix of Tata Group

The Marketing mix of a company comprises all the elements and variables chosen by them to develop a market offering. The combination of the elements of the marketing mix determines the extent of success of a company in the market. It consists of 4 elements (4Ps) namely Product, Price Place and Promotion. Let’s break down the marketing mix of Tata Group.

Product Strategy

The Tata Group owns 30 companies that offer services to customers in a variety of sectors. This comprises the group’s product mix. Each enterprise operates under its separate board of directors and is free from the supervision of Tata Sons, the principal investment holding company. It functions under the following sectors:

Information Technology

• Tata Consultancy Services: Established over 50 years ago, it is one of the oldest IT companies in India.

Also Read: What is the use of Data Science in Digital Marketing?

Telecom and Media

• Tata Communications
• Tata Teleservices

Tata Steel: It is one of the largest steel producers in India with a production capacity of 33 Million Tonnes Per Annum .

Brand Marketing vs Product Marketing? – Which is better?

• Tata Motors: It is India’s largest automobile manufacturer providing world-class vehicles in various price ranges.
• Jaguar Land Rover
• Tata Autocomp Systems

 Consumer and Retail  

• Tata Chemicals
• Tata Consumer Products
• Titan Company
• Infiniti Retail

Financial Services

• Tata Capital
• Tata AIA Life

Infrastructure

• Tata Power: It is one of India’s largest power suppliers with a huge generation capacity of 12772 MegaWatts. 
• Tata Projects
• Tata Consulting Engineers

The above list includes all the major sectors in which the Tata group specializes. 

Pricing Strategy 

Since Tata Group consists of various subsidiaries, each subsidiary follows its own pricing strategy for the products and services provided by them. However, as a whole, the Tata Group follows a differential pricing strategy. Being a multinational conglomerate, it enjoys the benefit of charging different prices from different consumers based on geographical location, age, gender, etc.

Such a strategy enables the group to maximize its profit and maintain a market capitalization of over Rs. 12 Trillion (as of Feb 2020.) The company also makes use of penetration pricing under which they set a price lower than the industry trend to penetrate the market and gain acceptance from the customers. This strategy enables them to secure a large market share and build a favorable image in the eyes of the general public. 

Place and Distribution Strategy

The Tata Group is present in over 100 countries across 6 continents. It occupies a huge global market that requires an extensive place and distribution strategy. It adapted to the technological shift effectively in the 2000s. It not only follows the physical channels of distribution under which it makes the products and services directly available to the consumers but also provides them through online modes of sale such as websites. They have understood the benefits of reaching a larger audience and hence going digital .

The Tata Group has fully functional websites for different geographic regions all over the world. It promotes online shopping through its platform Tata Cliq and the sale of electronic products through the online platform Croma. 

Let’s have a look at the promotional and advertising strategies of Tata Group.

Promotional and Advertising Strategies

The Tata Group doesn’t follow the same promotional and advertising strategy for all the companies. The companies formulate their own promotional and advertising plans and occasionally hire agencies to outsource a campaign. Some of the advertising techniques used by them during recent years are as follows:

• Use of televised advertisements 
• Promotion through celebrities holding a strong fan base and social media presence
• Use of Print media such as newspapers, magazines and printed journals
• Online Advertisements 
• Provision of sales promotion offers during festivals
• The organisation of promotional events across different locations around the globe
• Providing sponsorships for world-famous events

Such strategies are launched with a dual objective of not only maximizing reach but also staying ahead of their competitors in the market. Since the Tata Group has a lot of competitors, we’ll be analysing them in the next segment of this blog. 

Tata Group Competitors 

The Tata Group faces stiff competition from other multinational conglomerates. Their main competition is Mahindra and Mahindra , Reliance , Aditya Birla Group and Adani Group amongst many others. The sector-wise competition faced by Tata Group is as follows:

• Automobiles: It faces competition in the automobile sector from Maruti Suzuki which occupies 45% of the market share. In the heavy vehicles and commercial vehicles segment, it faces strong competition from Mahindra and Mahindra.
• Telecommunication services: It faces strong competition from Jio , Bharti Airtel and Vodafone .
• Insurance services: Tata AIG faces competition from rapidly rising insurance and housing companies like Bajaj Allianz , ICICI Lombard General Insurance Company Limited and Reliance Life Insurance.
• Power: In the power sector, it faces competition from Reliance Power and Adani Power.
• IT services: It faces competition from Infosys , Accenture and IBM in the IT sector.

The strong brand portfolio of the Tata Group helps them to effectively counter this competition. It further helps them to enter new markets without much difficulty.

The marketing strategies followed by the group define its long-term success. We will thus explore the marketing strategies employed by them now.

Marketing Strategy of Tata Group

The Tata Group makes use of a variety of marketing methods and tools while constantly enhancing and developing its marketing strategy. Let’s talk about their core marketing strategies. 

Influencer Marketing 

The Tata Group utilises influencer marketing to expand its audience. Under influencer marketing , a company collaborates with content creators who already have a large fan base and utilise their creativity to reach a new audience for themselves. Tata Capital, for example, hired a stand-up comedian, an online fitness coach and a tech teacher as a part of the #WeCountOnYou social media campaign. It encouraged people to share their positive lockdown stories to raise the morale of people and instill positive sentiments among the society. Another campaign was the #GetSetBolt campaign which made use of influencers which proved to be successful. It is discussed in detail later in the blog.

Digital Marketing

The Tata Group makes use of Google as well as Youtube advertisements to encourage customers to go to their website. Through Google Ads , they use a set of keywords to target what the customer is most likely to enter while using the search engine. This process aids them in increasing product awareness and attracting an interested audience. The use of Facebook advertisements including lead generation ads is also emphasised by the Tata Group. 

Website Design 

The Tata Group possesses a user-friendly website with interesting content which regularly attracts a wide audience for the company. Their website acts as a comprehensive one-stop destination, as it provides all the information to the user ranging from the history of the group, segment-wise functioning, new product launches, important business news as well as the job vacancies available. The increased responsiveness of their website helps them to stay on top of the search results implying efficient Search Engine Optimisation(SEO) . 

Tata Social Media Presence

The Tata Group maintains social media accounts on all of the major social media platforms. Through their accounts, they focus on their rich history and reveal their developments as well as their plans for the future. Apart from focusing on their products, they portray their contribution to society through spreading awareness on topics like gender equality, malnutrition, clean water and sanitation, etc. and how the Tata Trusts work on solving these issues. 

Instagram : The Tata Group amasses an army of 4,80,000 followers on Instagram. They make use of Instagram stories and posts to reveal new initiatives and innovative products to be launched. 

Twitter: The Tata Group has a total of 1 million followers on Twitter. The reason for such a reach on Twitter is the innovative use of hashtags and organising of rewarding competitions. 

LinkedIn: The Tata Group possesses 21,27,514 followers on LinkedIn. The content uploaded on LinkedIn is mostly inspired by the content on the other social media platforms of Tata group. The reason for an increased reach is the brand value and recognition of the Tata Group which drives the youth to seek opportunities here.

Facebook: On Facebook, the Tata Group’s page is liked by around 2,64,000 people. The content is largely similar to their Instagram.

The implementation of the above-mentioned strategies led to some successful marketing campaigns for the Tata Group. Let’s explore these marketing campaigns a little more.

Successful Marketing Campaigns

The Tata Group has undertaken various successful marketing campaigns over the years helping them to increase their reach and expand their consumer base. Let’s take a look at some of these campaigns:

#WeAlsoMakeTomorrow Campaign (2018)

The tagline of the campaign helps recall the well-known line ‘We Also Make Steel’. The campaign was influential in emphasising the importance and the role of steel in the future. The campaign depicted the role that Tata Steel is playing in developing new and creative products for the future. It brought back the focus on the production of steel and made people realise the important contribution of Tata Steel. The futuristic approach adopted by the company was appreciated by the audience.

#GetSetBolt Campaign (2015) 

One of the most successful marketing campaigns of Tata Motors, this campaign was well received by the consumers, boosting Tata Bolt car sales. At a time when most of the companies were only using Facebook as their source of online marketing, Tata Motors used a more innovative and unconventional approach. They made use of a gamification strategy which was advertised through Twitter and Youtube. The campaign hired the services of four popular influencers and followed the theme of a reality show. The campaign helped create a buzz among the audience and a good brand image for the Tata Bolt hatchback. The campaign received over 1500 mentions on Twitter.   

Sponsorship Campaigns

Apart from the above-mentioned campaigns, the Tata group organises various sponsorship campaigns. The Mumbai Marathon, i.e. the largest Asian Marathon and the New York City Marathon are organised by Tata Consultancy Services every year.

All of the above insights depict that the Tata Group is one of the top multinational conglomerates in the world and a force to be reckoned with. Being one of India’s largest private-sector employers, taxpayers, and earner of foreign exchange, the Tata Group is vital to the economy of the nation. The company has evolved with the times and heavily engages in leveraging technological advances to their benefit in their marketing efforts.

However, the Tata Group also faces its shortcomings in operations. Over the years, some of their marketing campaigns have been unsuccessful and they have failed to secure the desired market share in a few sectors. Amidst it all, the Tata Group continues to strive to improve and move forward in its approach and has proved to be a company of national importance. 

Thank you for taking the time to read this blog! We hope you learned something new about the Tata Group’s marketing strategies and presence from this case study. If you wish to learn Digital Marketing, IIDE conducts free Digital Marketing MasterClasses every week, giving you a chance to upskill yourself digitally. 

If you enjoyed reading the blog, kindly share it with your family and friends, leave a comment, and explore our other blogs!  

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Leads the Learning & Development segment at IIDE. He is a Content Marketing Expert and has trained 6000+ students and working professionals on various topics of Digital Marketing. He has been a guest speaker at prominent colleges in India including IIMs...... [Read full bio]

I loved how the blog has decoded the marketing strategy of TATA Groups. Very informative!

Marketing Strategy of Tata Groups is best and Their diverse strategies showcase a blend of tradition and innovation, steering them towards continued success.

I just wanted to express my heartfelt gratitude for your engaging blog post. Reading through your post was not only informative but also an educative experience. So, Thank you for your wonderful post!

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Humanistic Leadership and the Paradoxical Pursuit of Sustainability and Profitability: A Case Study of the Tata Group in India

• First Online: 01 March 2024

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• Ritu Tripathi   ORCID: orcid.org/0000-0003-2300-1455 9 &
• Anjana Karumathil   ORCID: orcid.org/0000-0001-5451-6158 10  

Part of the book series: Humanism in Business Series ((HUBUS))

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The Tata group, one of the biggest global business enterprises founded in 1868 in pre-independent India, stays committed to the founder Jamsetji Tata’s (1839–1904) belief and conviction that the ‘community is not just another stakeholder in business but the very purpose of its existence.’ The giant strides that the Tata group has made in building its business revenue, profits, and brand in the 150-plus years of its growth is next only to its continued commitment to organized philanthropy and humanitarian goals. The latter maps closely with UN’s 2030 Agenda for Sustainable Development announced in 2015 with the 17 Sustainable Development Goals (SDGs). Tata group’s achievements in the paradoxical goals of sustainability and profitability can be theoretically reconciled by looking at Tata’s uniquely humanistic approach to leading and governing the enterprise. We specifically take note of three values in the Tata group: (1) wealth and profits are not a goal but an outcome, (2) virtuous circle of giving many times over, and (3) the ceaseless momentum of the founder’s vision. Tata group further institutionalized its sustainability values with the creation of the Tata Sustainability Group (TSG) in 2014. We discuss the key activities of TSG. Finally, we use the example of Tata Steel to highlight how in a high-stakes mining industry, indigenization initiatives are critical to industrialization for ensuring sustainability.

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Tripathi, R., Karumathil, A. (2024). Humanistic Leadership and the Paradoxical Pursuit of Sustainability and Profitability: A Case Study of the Tata Group in India. In: Fu, P. (eds) Humanistic Leadership Practices. Humanism in Business Series. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-34366-7_10

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The Tata group publishes report on its contribution towards Sustainable Development Goals

August 22, 2017     |     400 words     |     1-minute read.

The Tata group believes that the role of business is not just about giving back to society from its profits but also about ensuring that the processes it employs to earn these profits are ethical, socially responsible and environmentally sound.

New Delhi: The Tata group today announced the launch of We Dream of a Better World report which maps out Tata group’s contribution in business, CSR and philanthropy.

Dr Mukund Rajan, chairman, Tata Global Sustainability Council, and Yuri Afanasiev, UN Resident Coordinator in India, at the launch of We Dream of a Better World report by the Tata group in New Delhi

The 65 case studies from the report capture the various initiatives of the Tata group companies, across geographies, and of the Tata Trusts’ philanthropy efforts in India. These are aligned with the 17 Sustainable Development Goals (SDGs), identified in September 2015, and subsequently agreed on and committed to by 193 countries.

The SDGs are the world’s most ambitious vision for sustainable development yet and will reshape the practice of development globally, including the role of the private sector. The Tata group believes that the role of business is not just about giving back to society from its profits but also about ensuring that the processes it employs to earn these profits are ethical, socially responsible and environmentally sound.

Commending the Tata group on its vision, Yuri Afanasiev, UN Resident Coordinator in India, said, “India’s private sector will play a critical role in addressing the country’s most pressing development problems through developing commercially viable business models, and offering solutions that can be scaled to achieve the SDGs”.

Dr Mukund Rajan, chairman, Tata Global Sustainability Council, said “We continue to be guided by Jamsetji Tata’s business philosophy and by the new opportunities that the SDGs present to us, to meaningfully impact the global discourse, design and developmental agenda. So, this report is a testimony to the difference we are making in the world through our business innovations or by helping the communities in need”.

The Tata group has always been committed to integrating environmental, social, and ethical principles into its core business. The culture of giving back to society flows from the tradition of nation and community building sowed more than a century ago. This SDGs report will help guide, shape, implement, monitor and report company-wide initiatives, providing the business case for staying invested in sustainable development for the long term.

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2 Tata Group’s Succession Saga: A Case Study on the Botched Up Succession Issues at Tata Group

• Published: August 2022
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This case study is suitable to introduce the concept of succession planning and its significance. Succession planning is a process for identifying and developing new leaders, who can replace old leaders when they leave, retire, or die. History shows the need for proper succession planning as many companies opted for the comeback of their renowned leader. Back in 1997, Apple brought back founder Steve Jobs when the company was in trouble. Howard Shultz, who left Starbucks in 1986 to start his own chain of expresso bars, was back not once but twice. Narayana Murthy was back at Infosys when things were not rosy with the IT bellwether. Ratan Tata handed over the baton to Cyrus Mistry and returned four years later in 2016. This case study discusses the succession planning of Tata Group after the retirement of Ratan Tata in the year 2012 and his comeback in the year 2016.

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The TATA Group success story; Everything you need to know

The Tata Group Case Study: Success Story of the Tata Group of Industries

With its headquarters in Mumbai, India, the Tata Group is an international holding company for aggregates. Jamsetji Tata founded the organisation in 1868, and after purchasing a few international businesses, it gained further recognition on a global scale. Tata Group, arguably the largest group, is owned by Tata Sons.

Under the leadership and neglect of its directorate and investors, each Tata organisation operates independently. Indian Hotels Company, Tata Chemicals, Jaguar Land Rover, Tata Communications, Tata Consultancy Services, Tata Motors, Tata Power, Tata Steel, Voltas, and many more notable Tata companies and subsidiaries are included.

Tata Group origins and history

Jamsetji Tata established a trade business in 1870 with a capital of 21,000 INR. He bought a failing oil building in Chinchpokli, converted it into a cotton plant apprehended as Alexandra Mill, and then sold it at a profit two years later. He established the Empress Mill, a new cotton plant in Nagpur, in 1874.

His goals were to build a hydropower plant, a world-class learning organisation, a world-class iron and steel corporation, and an extraordinary resort. The Taj Mahal Hotel at Colaba waterfront was inaugurated in 1903 during his lifetime, making it the first in prominence for a large amount of time.

Dorabji Tata, Jamsetji Tata’s son, took over as Chairman in 1904 after his father’s passing. In 1907, Sir Dorabji established the Tata Iron and Steel Company (TISCO), currently known as Tata Steel. Tata Limited established its first overseas office in London to signify the group’s aspirations for a global presence. The Indian Institute of Science was founded in 1911, and the first hydroelectric plant in Western India was soon made as per Jamsetiji’s request.

JRD In 1938, Tata was appointed Chairman of the Tata Group. During his presidency, the TATA Group’s profits rose from $100 million to about $5 billion.TATA had 14 projects when he took leadership, but by 1988 Tata Sons had grown into a conglomerate of 95 projects. These actions included projects that the organisation had either started or held bulk ownership in.

Tata Air Services was founded by JRD in 1952. (subsequently changed to Tata Airlines). The Air Corporations Act was passed by the Indian government in 1953, allowing it to buy a larger part of the carrier from Tata Sons, while JRD Tata continued to act as chairman until 1977.

Tata Motors was originally concentrated on trains when it was founded in 1945. It joined the commercial vehicle market in 1954 after forming a coalition with Daimler-Benz. Tata Consultancy Services was founded in 1968.

Ratan Tata was named Chairman of the Tata Group in 1991. Additionally, India’s economy was developing at this time, which allowed for the entry of foreign competitors. Tata Group began acquiring several businesses at this time, including Tetley (2000), Corus Group (2007), and Jaguar & Land Rover (2008). Natarajan Chandrasekaran was assigned manager in 2017.

A list of the Chairmen of the Tata Group from 1868 to the Present

The Tata Group , with its corporate headquarters in Mumbai, is considered the top multinational conglomerate in India. The corporation has a reputation for operating for more than 150 years, and a variety of industries use its products extensively.

More than 150 countries and six continents are reported to be served by the business. Since Tata Group’s inception, the number of chairmen has been specified as performing in that span. The following is a list of the chairman of the Tata Group:

1868–1904 Jamsedji Tata

Jamsedji Tata, an Indian frontiersperson and the founder of the Tata Group, the country’s largest conglomerate of businesses today, was born on March 3rd, 1839. He operated as the company’s first chairman and held that position until 1904.

Sir Jamsedji Tata has received countless accolades and honours. He was granted the title “Father of Indian Industry” in honour. On the list of “Hurun Philanthropists of the Century (2021),” he also arrived in the first place. Age 65, Sir Jamsedji Tata passed away on May 19, 1904.

1904–1932: Sir Dorabji Tata

Sir Dorabji Tata, the second chairman of the Tata Group and the eldest child of Sir Jamsedji Tata, was born on August 27, 1859. He passed away in 1932, giving the Tata Group its third chairman.

During the British era, Sir Dorabji Tata was crucial in creating and maintaining the Tata group of companies. Sir Dorabji Tata’s main objective was to develop the modern iron and steel industry and realise the vision set by Sir Jamsedji Tata.

The Indian Olympic Association’s first president was Sir Dorabji Tata. The British people recognised him. Edward Vll knighted Dorabji Tata in 1910, renaming him Sir Dorabji Tata.

1932–1938: Sir Nowroji Saklatwala

Sir Nowroji Saklatwala, who was born on September 10, 1875, acted as the third chairman of the Indian multinational conglomerate Tata Group. He was just a regular employee and an apprentice of the Tata Group, unlike the last two chairmen.

He rose through the ranks from employee to chairman and held that position until his sudden death from heart disease in 1938. Sir Nowroji Saklatwala established multiple programmes and amenities for the employees and always accomplished them sufficiently for their welfare.

1938–1991: JRD Tata

Jehangir Ratanji Dadabhoy Tata, who was born on July 29, 1904, worked as the fourth chairman of the Tata Group. He was the second child of Jamsedji Tata’s cousin Ratanji Dadabhoy Tata. Only JRD has presided over the Tata Group for more than 50 years. JRD Tata was the first Indian to be authorised to fly commercially.

JRD Tata launched Tata Aviation Services, as a result of his interest in the aviation sector. He gave the business a lot of support, and his work was valued. The Padma Vibhushan and Bharat Ratna honours belong to JD Tata.

On November 29, 1993, Sir JRD Tata passed away. He had been the chairman of the Tata Group two years earlier.

Ratan Tata (1991–2012, 2016–2017).

Ratan Naval Tata, who was the fifth chairman of the Tata Group, was born on December 28, 1937. Ratan Tata was a Naval Tata’s son. Sir Jamsedji Tata’s adopted son was Naval Tata. Ratan Tata joined the Tata Group as an assistant and eventually rose to become its fifth chairman.

Ratan Tata was named the company’s chairman in 1990 and held the position until 2012. He was earlier rumoured to have functioned as the Tata Group’s acting chairman from October 2016 until February 2017.

Ratan Tata played a role in reshaping the company because it was in a chaotic state when he was named chairman. Sir Ratan Tata’s leadership allowed the business to grow once more. Additionally, Ratan Tata is the recipient of multiple honours, including the Padma Bhushan (2000) and Padma Vibhushan (2008).

2012 to 2016: Cyrus Mistry

Cyrus Pallonji Mistry, who was born on July 4th, 1968, was the second chairman of the Tata Group to explore doing away with the “Tata” prefix. In 2012, Cyrus Mistry, who had once performed on the committee of the Tata Group, was elected to that position.

He was, nevertheless, relieved of his chairmanship by the board of members-only four years into his tenure. There are several opinions about the main cause of his removal. According to reports, Cyrus Mistry was keen to expand the company his way while ignoring the legacy of the Tata Group.

According to other sources, Cyrus Mistry accused the leaders of Tata of stifling the interests of tiny shareholders and filed a lawsuit against them. The conflict between Cyrus Mistry and Ratan Tata was litigated, and on March 26, 2021, the Supreme Court of India rejected Ratan Tata’s bid for a ruling in his favour and denied rumours that Cyrus Mistry would be reinstated as the group chairman.

Despite the ups and downs Cyrus Mistry had, according to a 2013 Economist article, he was the most influential industrialist in both Britain and India. Cyrus Mistry tragically lost his life in a car accident in Maharashtra on September 4, 2022.

2017-Present Natarajan Chandrasekaran

Natarajan Chandrasekaran, who was born on June 2, 1963, is the seventh and current chairman of the Tata Group. He is the only chairman of the Tata Group who is a non-Parsi executive and a professional. He formerly did as the Tata consultant services’ chief operating officer and chief executing officer.

Natarajan Chandrasekaran’s tenure as chairman of the Tata group has not been without its bumps. The National Company Law Appellate Tribunal (NCLAT) declared his chairmanship to be invalid in the year 2019 and issued an order returning Cyrus Mistry to his post as executive chairman. The Supreme Court of India overturned the NCLAT’s decision once more in 2020. It is still known that Natarajan Chandrasekaran acts as the chairman of the Tata Group.

Model for TATA Business Excellence (TBEM)

The internationally renowned Malcolm Baldrige Model has been changed and is now known as the Tata Business Excellence Model (TBEM). The Tata business group uses TBEM to keep up with the rapidly shifting business environment.

Administration, essential performance, client and market centre, analysis, study and learning of the leaders, human asset centre, processing of the panel, and business results are the seven basic functions that TBEM focuses on.

By receiving group approval, accomplishments are granted. TQMS helps Tata’s business units to make use of the model to learn a little bit about their business attributes and open possibilities for development. This is controlled through an annual process of evaluation and confirmation.

TBEM Criteria’s Objective

The Tata Business Excellence Model (TBEM) is what drives reliable assessments and provides feedback to applicants. Additionally, the TBEM criteria perform three crucial tasks that reinforce aggression:

• To aid in improving traditional execution techniques, skills, and creations.
• To promote communication and the business of best practices across organisations of diverse types.
• To serve as a working tool for understanding, managing execution, supporting hierarchical ordering, and providing learning opportunities.
• Performance excellence targets based on the TBEM.
• The purpose of TBEM Criteria is to provide companies with a coordinated method of handling hierarchical execution.
• Communication of a regularly enhanced incentive to customers and partners; enhances the maintainability of the hierarchical structure.
• Enhancement of generally reliable viability and capabilities.
• Personal and hierarchical learning.

The function of guiding principles and ideas.

The way your company is supported and managed by your senior leaders, as nicely as how they build a clear vision, values, and performance targets, tends to catch the attention of the government. It takes into thinking how your top managers interact with your workforce, groom future leaders, evaluate the efficiency of your hierarchical system, and foster a culture that values moral behaviour and the elite.

The category includes your organization’s management structure and how it promotes moral behaviour and good citizenship.

Planning Strategically

Important planning paves the way for action scheduling, sending of plans, how good resources are ensured to carry them out, how plans are revised circumstances change, and how accomplishments are estimated and supported.

Long-distance traditional assistance is the main emphasis of the strategic planning category. Even while many organisations are becoming more adept in necessary meetings, plan enactment remains a considerable challenge.

This is especially clear given market demands are swift and ready for unexpected change, and unwanted developments that can disrupt a generally fast-paced but becoming less surprising commercial centre. This category includes the need to emphasise both the development of your plans and your ability to carry them out.

Market and Customer Focus

Client and market focus assess how your organisation tries to grasp the voice of the client and the commercial centre with a view on assisting clients’ needs, desires, and wishes, luring customers, and building steadfastness. Links are highlighted as a crucial element of a broad tuning, learning, and execution brilliance strategy in this field.

Your consumer loyalty and dissatisfaction findings provide crucial information for comprehending your clientele and the commercial environment. Such results and patterns often provide the most important information on the perspectives and business practices of your customers in the commercial centre (repeat business and positive referrals), and how these perspectives and business practices may improve the manageability of your company in the commercial centre.

Analysis, Measurement, and Knowledge Management

The main focus of the criterion for critical data is the measurement, analysis, and knowledge management category, which covers how to correctly assess, examine, improve execution, and manage authoritative information to promote advancement and hierarchical intensity.

In the easiest words, category 4 is the “mind focus” for aligning the operations of your company with its important goals. The calibre and accessibility of the information and data are necessary for such use.

Employer Focus

Workforce concentration attends to crucial workforce rehearses combined toward developing and maintaining an elite workplace and toward luring the workforce to empower it. It also investigates how the company successfully adapts to change.

Cooperatively (i.e., by your organization’s short-term purposes and activity schedules) is how this category addresses panel participation, board development, and staff commitment. These estimates also include the management of human resources as a critical element of the strategic planning category to strengthen the entire force structure.

Process Control

The case of convergence in the criteria for your prior work frameworks and work forms is Procedure Management. The category includes the key requirements for checkable proof and your capacities for effective and efficient work process management, along with operational execution, process duration, crisis availability, assessment, constant improvement, and authoritative learning.

It recognises an emphasis on linking to customers, providers, partners, and coworkers and maintaining relationships with them. All phases of the method are progressively additional important in terms of dexterity, cost reduction, and process time reduction.

Just said, “deftness” refers to your ability to quickly, skillfully, and successfully adapt to changing requirements. Depending on your institution’s technique and target markets, being ready may entail being able to provide a wide range of customised services or being able to quickly switch from one product to the next in response to changing customer demands.

Also, as time goes on, enthusiasm gradually incorporates redistribution decisions, agreements with important suppliers, and innovative strategies. Adaptability may call for special methods, such as taking out detailed structures, sharing segments, sharing assembly lines, or providing necessary preparation.

Lean processes, the board systems, usually result in cost and process time reductions. Use required measurements to ensure that every aspect of your general method is followed.

Commercial Results

The next classification of achievements comprises inspections of your institution’s offerings and operations by the intended audience and customers, the effectiveness of your institution’s general fiscal and advertising approach, task consequences, venture structure consequences, CSR activities consequences, and the consequences of every significant process and method development operation.

The Criteria’s reasons—common estimation of contributions as perceived by your customers and the commercial centre, unmatched hierarchical performance as reflected in your operational, workforce, legal, moral, and financial pointers, and authoritative and personal learning—are maintained through this centre.

By your general traditional technique, Classification 7 provides “constant” data (proportions of progress) for evaluating and enhancing procedures, products, and administrations.

Tata Group’s Marketing Plan

The company places a strong emphasis on the 4Ps, which represent the advertising strategy used by Tata Group.

The product mix and process used in Tata Group’s marketing strategy can be described as follows. One of the major conglomerates in India is the Tata Group . The Tata Group has offices all over the world and focuses its essence on a select few businesses. The following business sectors are included in the Tata group’s portfolio:

ITeS and communication: Tata

Communications, Tata Interactive Services, Tata Teleservices, Tata Consultancy Services, and Tata Elxsi.

Retail and Consumer: Casa Decor, Titan, Landmark, Infiniti, Tata Sky, and Titan.

Tata Advanced Materials, Tata Industrial Services, Tata Technologies, and Tata Manufacturing Services are involved in the defence and aerospace industries.

Real estate and infrastructure: Voltas, Tata Power Solar, Tata Consulting Engineers, Tata Housing Development Company.

Financial Services: Tata Capital, Tata Investment Corporation, Tata AIA Life Insurance, and Tata AIG General Insurance.

Tata Chemicals, Jaguar Land Rover, Tata Steel, Tata Motors, and Tata Daewoo Commercial Vehicle Company are all involved in manufacturing.

Services are provided by Taj Air, TM International Logistics, Tata Global Beverages, Tata Services, Tata Technologies, and Tata SIA Airlines – Vistara.

This list is not exhaustive. Over seventy brands, representing twenty-eight different businesses, are present.

Each Tata gathering capacity organisation runs on its own. Each of these organisations is distinct from the others and one of a kind. As a result, each of these firms uses a different estimate technique in its marketing mix because they are all involved in different initiatives that involve a variety of financial factors, such as scale and financial variables.

Over eighty-five countries and more than six continents offer tata gathering. The event has grown to a huge, all-encompassing magnitude. The majority of its businesses are progressive, offer services on mobile devices, and have a respectable online presence.

Through unique marketing strategies, the free organisations operating under the Tata brand strengthen their brand (and their own identity). Big names like Titan, Taj Hotels, and other well-known brands are frequently used in Tata’s services and consumer goods. Organizations like Tata Steel and Tata Motors also make extensive use of print media.

Businesses like guards and consultants tend to be more B2B; they don’t benefit from broad developments. Here are the other three Ps that make up the 7Ps advertising mix used by the Tata Group since this helps to showcase the brand.

6,60,800 people are employed by the Tata group as a whole. Tata Sons are the owner of the Tata Group itself. As the Tata group continues to be the cornerstone of value and trust, the Tata Quality Management Services division is responsible for overseeing the quality administration branch of more than a hundred independent businesses to ensure fundamental quality principles.

Physical Proof

The sheer scale of the Tata group is evidence that it is a roaring success and market pioneer. 7.2% of the BSE’s total market top is made up of the business sector top of Tata Gathering.

The Tata group plans to grow through negotiating mergers globally and expanding its topographical boundaries. The gathering also aims to locate the sources of raw materials.

To solve the problem of the store network and to take advantage of the cost savings that come with owning the source of raw materials, the Tata group is very interested in establishing steel plants all over the world. This will allow it to supply steel to its car company at any span.

It has previously conveyed bad luck by acquiring global giants like Tetley tea, Land Rover, and Jaguar. This completes the promotional mix of Tata Group materials.

In a nutshell, the “Tata gang” can be considered one of the most motivating idols for aspiring businesspeople. This specific corporation is a source of pride for India and a model of success for favouring young entrepreneurs.

The Tata Group has presented the world with multiple renewed examples. The aforementioned article includes the institution’s essential attributes, including its marketing plan, business plan, list of chairmen, etc.

edited and proofread by nikita sharma

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• tata group success story

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Tata Sons v. Cyrus Misty : a case study in corporate governance

This article has been written by  Kumar Rajiv Ranjan pursuing the Diploma in General Corporate Practice: Transaction, Governance and Practice from LawSikho . This article has been edited by Adarsh  (Associate, Lawsikho) and Smriti Katiyar (Associate, Lawsikho). 

Table of Contents

Introduction

The much publicized controversy and corporate war between Ratan Tata of Tata Sons and once his touted protégé  Mr Cyrus Mistry was back in news recently when a News item was published on 5 th October’21 in the Economic Times that the promoters of SP[ Shapoorji Pallon Ji ] group were planning to raise Rs 6600 Crores by selling debentures to the investors that will be secured against shares of Tata Sons, the holding  Company of  Tata Group , according to the documents filed by Mistry family in this regard with Registrar of the Company on 25 th   September 2021.

This move by the Mistry family has been considered a purposeful attempt to cause a dent to the image of Tata Sons  by many legal experts, and likely to be controversial considering the fact that Tata Sons in the past have also raised objections to Mistrys’ pledging their stake in the conglomerate holding Company. During the extended legal battle between two of the oldest conglomerates in India, it has come on record that the Mistry family does have a holding of 18.4% stakes in Tata Groups. Ever since the removal of Mr Cyrus Mistry from the position of  Executive Chairman of Tata Sons in 2016 and subsequently from the Board of Tata Group of Companies as Director, the once sweet relationship between two of the oldest business conglomerates has turned sour and acrimonious and a long extended  legal battle between the two corporate houses is going on.

Shapoorji Pallonji Group Scion Cyrus Mistry had succeeded Ratan Tata as the Chief and Chairperson of Tata Sons in 2012 amidst a lot of hoopla and fanfare. He was touted as the Future of Tata Sons. Four Years later he was unceremoniously shown the door by his mentor, none other than Mr Ratan Tata himself. The war which began on that day has been continuing.

Brief fact of the case

• Mr Ratan Tata is one of the most respectable names in the corporate world. He is former chairman of Tata Sons and also of Tata group. Tata Sons have also ventured into the world of software and consultancy where it is one of the biggest and most established brands as Tata Consultancy services[TCS]. TCS is a multinational information technology services company and a sister unit of Tata Sons. But in the feud between Tata Sons and Mistrys, TCS also played a small but significant role. In fact, they were impleaded as Respondents by Mistry family/their investment firms when they filed the case before NCLT and they were also one of the appellants when NCLAT order was challenged before Supreme Court. In fact, the final verdict by the Supreme Court was delivered in civil appeal No. 440-441 of 2020 filed by TCS by clubbing other appeals of Tata Group.
• Mr Cyrus Pallonji Mistry is the scion of Shapoorji Pallonji Group and he is an Irish businessman of Indian origin. He was the Sixth Chairman of Tata Group and remained seated on that Chair from 2012 to 2016, after which he was voted out by the Board of Tata Group and  Mr Ratan Tata returned as its Interim Chairman, and a few months later Mr Natrajan Chandrasekaran from TCS was chosen as the new Chairman.
• As far as Shaporji Palonji Group is concerned, it is a construction, infrastructure, power, shipping and real estate company having its HQs at Mumbai. One of its listed Companies Forbes & Company Limited, is the oldest registered company in India engaged in shipping, logistics, engineering etc. and is also a well established brand in the field of water purification and its product Eureka Forbes is one of the highest selling and trusted water purifiers pan India. Mr Cyrus Mistry is also the director of Cyrus Investment Private Limited which is a non- Government Company and an investment advisor.
• When Mr Ratan Tata stepped down from the position of Chairperson of Tata group, the selection panel of Tata Group selected Mr Cyrus Mistry as his successor. The candidature of Mr Mistry was also strongly supported by Mr Ratan Tata at that point of time. But soon differences arose between him and other Directors over his style of functioning and gradually an atmosphere of lack of confidence and trust was built up. Differences arose also between Mr Mistry and Mr Ratan Tata also over his style of functioning which was considered as too autocratic and not in consonance with democratic management style being practiced by Tata Group and Bombay House.What sealed his fate however was a decision of him taken in June 2016 when he finalized Tata Power’s acquisition of Welspun’s Solar farms for Rs 1.4 Billion without even consulting and taking approval of Mr Ratan Tata and other key shareholders. It was not the way the business had been run at the Bombay House. It turned out to be the final icing on the cake.
•  Finally, on October 24 2016, he was removed from the Chairmanship of Tata Sons after a majority of the Board of Directors voted for his removal due to loss of confidence. Further, after his removal, concerted efforts were also made to remove him from all the group companies including Shapoorji Pallonji Group. Mr Ratan Tata returned as Interim Chairman of Tata Group. Finally on 12 th January  2017, Sri N Chandrashekaran, then Chief  Executive Officer and Managing Director of TCS was appointed as the Chairman of Tata Sons.Sri Mistry was also removed from the Board of Tata Sons as Director on 6 th February 2017.

The legal battle

In the wake of above developments, Mr Cyrus Mistry filed an application under Section 241 and 242 of the Companies Act [ hereinafter referred to as the Act] before the National Companies Law Tribunal [hereinafter called as NCLT]   on following grounds:

• There was oppression of minority shareholders.
• There was operational mismanagement by Tata Sons. They cited the failure of the Nano Car Project and heavy losses suffered therein.
• Abuse of a few Articles by Tata Sons and control of Tata Trust over the board of Tata Sons which they alleged to be an unethical corporate government practice. 
• Article 75 of articles of Association of Tata Sons came under Specific challenge.
• Questioned transaction of Rs 22 Crores in Air Asia by Tata Trust.
• Transactions made with Siva and Sterling Group of Companies by Tata Groups were questioned.
• Acquisition of Corus at overpayment by Tata Trust was also questioned.

This case was filed on December’20 2016 by two Mistry family backed investment firms namely Cyrus Investment Private Limited and Sterling Investment Corporation Private Limited before NCLT,Mumbai. The removal of Mr Cyrus Mistry was also challenged.

The legal issues

• Who are Minority Shareholders and what is Minority Interest ?

Oppression of Minority shareholders is one of the big issues raised by the Mistry family through their investment firms and subsequently through the petition of Mr Mistry himself. As the legal battle subsequently reflected, Mistry family initially got relief but the issue could not be sustained finally when questions of interpretation of the terminology came into operation. It was found that under the Companies Act’2013, the term “minority shareholding” and their rights has not been specifically defined in the same manner as it has talked about “ small shareholders” and “protecting the interest of small shareholders”. This absence of statutory provision for protecting the interest of minority shareholders in the Act turned out to be the weak link of the case as raised by Mistry family as the different pages of the legal battle between the two corporate houses later unfolded.

Generally speaking, a Shareholder is said to have minority interest in the Company if he is possessing less than 50% ownership or interest in the Company. The word can apply to either stock ownership or a shareholding interest in the Company. Minority interests are the part of  Company or Shares that the parent Company does not own even though they have the majority interest. Most minority interests in the Companies and Corporate world have been seen to have ranged between 10 % to 30%.

In the present case, Mistry family through their two investment firms has a holding of around 18.4% of shareholding pattern of Tata Group under the backdrop of which they claimed before Court of Law that their interest was jeopardized by the Board of Tata Sons by removing Mr Cyrus Mistry from the position of Chairperson and later Director of Tata Group of Companies and their interest also suffered due to some poor administrative decisions by the Board of Tata Group of Companies and  their general mismanagement.

• Section-241 of the Act:

It deals with the provisions relating to applications to be made before National Company Law Tribunal[NCLT] in case of any oppression or mismanagement and it enables a member of the Company to approach the NCLT if the member feels that the affairs of the company are being conducted in a manner that is prejudicial to the public interest or the interest of the Company or the company is going through a material change and such change will be prejudicial to the interest of the members of the Company. It also empowers the Central Government to refer such matters to a tribunal if it feels that the affairs of the Company are being conducted in a manner which is prejudicial to public interest.

• Section-242 of the Act:

It deals with the powers of the Tribunal to adjudicate upon and decide an issue whenever any application is moved before it under Section 241 of the Act.

Contention of various parties before NCLT and subsequently before superior courts

I.TCS and Tata Group:

i. There was no oppression on the part of the Tata group.

ii. It was the decision of the Board to remove Mr Cyrus Mistry from Chairmanship of Tata Sons.

iii. It was a reasoned and justified action and the Board was well within its right to take such decisions.

iv. There was no mismanagement.

II. CYRUS INVESTMENT PVT LIMITED, STERLING INVESTMENT COMPANY PVT LIMITED AND MISTRY FAMILY:

• Removal of Mr Cyrus Mistry from the position of Executive Chairman    [and subsequently as Director of Tata Group of Companies] was unlawful and  an authoritarian act as well as  an act of oppression by Tata Trust owned by Mr Ratan Tata holding 68% plus ownership in Tata Sons.
• The Legality of Tata Son’s conversion from a public company to a private company.
• Should Nominee Directors of a majority shareholder have substantial affirmative powers ?
• Mismanagement and poor administration.

The chronology of events relating to precipitation of the legal battle before NCLT

•   6 th March’2017: NCLT Mumbai set aside the plea of the above named two investment firms over maintainability issues ruling that they did not meet the criteria of 10% ownership in the Company for filing any case of alleged oppression of minority shareholders under the Companies Act. The Court observed that the Mistry family owns 18.4% stake in the closely held Tata Sons but it is inclusive of preferential shares. If those shares are excluded, their holding gets reduced to less than 3%.
•    17 th   April 2017: NCLT, Mumbai also rejected their plea seeking waiver in the criteria of having at least 10% ownership in a Company for filing a case of alleged oppression of minority shareholders.
• 27 th   April 2017:  The two orders of NCLT, Mumbai were challenged by the two  Investment Firms before NCLAT.
• 21 st September 2017: The petitions of the two investment firms   seeking waiver in filing the case of oppression and mismanagement etc. against Tata Sons were allowed by NCLAT. The other petition on maintainability was however rejected on the ground that Mistry family did not have more than 10% shares in Tata Sons.

The case was referred back to NCLT, Mumbai with directions to issue notices and proceed in the matter.

•   5 th October  2017: The two investment firms moved before the Principal Bench of NCLT at Delhi by filing a petition seeking transfer of the matter from Mumbai to Delhi citing likelihood of bias [ Perhaps a cardinal mistake and tactical blunder by  the Legal Team of Mistry Group as by such petition, integrity of judicial system was questioned which are never  appreciated by Superior Courts]
• 06 th October 2017: Expectedly the petitions were dismissed. A cost of Rs 10 Lakh was also imposed on the two firms which was to be shared equally.

The NCLT verdict

The case was heard by NCLT Mumbai and order was passed on July 09 2018 whereby the pleas of Mr Mistry/ two investment firms were dismissed. The pleas of Mistry challenging his removal as Tata Sons’ Chairman were dismissed. His other plea relating to rampant misconduct on the part of Ratan Tata and the Company’s Board was also dismissed as NCLT observed that it did not find any merit in the allegations of mismanagement in Tata Group firms.

THE BATTLE CONTINUES: APPEAL BEFORE NCLAT [NATIONAL COMPANY LAW APPELLATE TRIBUNAL]:

• August 3 2018: The two investment firms filed their Appeals against the order of NCLT. Mr Cyrus Mistry also moved before NCLAT in his personal capacity against the order of NCLT.
• August 29 2018: NCLAT admitted the petition filed by Mr Cyrus Mistry and decided to hear the same along with the two main petitions filed by the two investment firms
• May23 2019: Hearing was concluded and NCLAT reserved its order.

The order passed by NCLAT

The much awaited order was pronounced by NCLAT on December 18 2019. The hon’ble Tribunal overruled the judgment passed by NCLT, Mumbai. Sri Cyrus Mistry was restored as Executive Chairman of Tata Sons but the Tribunal suspended implementation of the order by four weeks and thereby a reasonable time was allowed to Tata Sons to file its appeal.

 In the order passed, the Tribunal held that Mr Mistry was removed from the post of Chairmanship illegally and the Board of Directors did not have a right to remove him. The Tribunal observed that such powers can be only exercised in exceptional circumstances and in the interest of the Company. Further, before exercising such powers, reasons for removal should be recorded in writing and intimated to the respective shareholders whose rights shall be affected. In light of the above, the Tribunal ordered Tata Sons Ltd to reinstate Mr Mistry and held that the appointment of Sri N Chandrasekaran as Chairman of Tata Sons was illegal.

However, as stated above, the NCLAT suspended the implementation of the order by four weeks and allowed Tata group reasonable time to prefer its Appeal.

The contentious issues and analysis of the orders passed by NCLAT vis-a-vis NCLT

• Oppression of Mr Cyrus Mistry: On the contentious issue relating to the allegations that the affairs of the Company are conducted prejudicial and oppressive to the general public interest, interest of the Company and interest of its members, Section 241 is a legal tool available to a member of the Company under which an application can be filed before the Tribunal. This Legal tool was utilized by the two investment firms holding a minor shareholding of 18.45% and Sri Cyrus Mistry against his removal from chairmanship of Tata Sons. As already stated at preceding paragraphs, Section-242 allows the Tribunal to adjudicate upon such applications and pass its orders.
• NCLT observed that removal of an employee falls within the ambit of Section 241 of the Act. The Tribunal, however, also observed that a Company is incorporated for the benefits of its members and it is for the members to appoint their Executive Chairman. In  light of the above observations, the claim of the two investment firms/Sri Cyrus Mistry that  the Company’s Board  did not have any right to decide the Chairman was declared as devoid of merit and was accordingly rejected by NCLT, Mumbai. It acknowledged that the Board of Directors have lost confidence in Sri Cyrus Mistry and, therefore, they were within their rights in removing Sri Mistry.
• On the other hand, NCLAT observed that Mr Mistry was removed from his post without any discussion and records of the Company did not show any lack of performance on his part. Therefore, NCLAT ordered for his reinstatement after four weeks from the date of its order.
• Oppression of minority Shareholders :  The bone of contention between the two business conglomerates was Articles of Association of Tata sons. Mistry Group contended that some of the Articles (and in particular Article 75) are extremely loaded in favor of Tata Sons and are oppressive in nature as far as minority shareholders are concerned which was hotly contested by Tata Group.
• Article 75 of the Articles of Association of Tata Sons enables Tata Sons to ask any shareholder to sell its shares either to the existing shareholders or to any outsider selected by the Board through Special resolution. It was argued by Mr Mistry/ his Investment Firms that the above provision in the Articles of Association of Tata Sons is oppressive as it compels the minority shareholders to sell their shares as per the choice of Board of Tata Sons..
• NCLT observed that Article75, even though it restricts transferability of shares, was in existence even before filing of the applications by the Applicants and about existence of this clause, the Applicants were very well aware much before filing of their applications before the Tribunal. In order to prove oppression, alteration in articles of association in a manner prejudicial to the interest of minority shareholders was required to be done but there was no such move by Tata Sons. Hence, NCLT, Mumbai observed that any allegation of oppression was not established.
• On the other hand, NCLAT commented adversely upon existence of Article 75 in the Articles of Association of Tata Sons and observed that as it restricts transferability of the shares and as a result, on occasions it may work against the interest of minority shareholders in light of which it directed Tata Sons not to invoke Article 75 against the minority shareholders.
• Conversion of Tata Sons into a private company from a public company:   This was another contentious issue which came for deliberation before the judicial institutions. The NCLT observed that such a conversion of a public company into a private company does not fall within the ambit of Section 241 or Section 242 but NCLAT observed that in the instant case, the conversion from public to a private company was done suddenly and in between the proceedings. The NCLAT further observed that the correct procedure for conversion was also not followed.
• QUASI PARTNERSHIP: The question as to whether or not Tata Sons can be recognized as a quasi partnership was raised before both the Tribunals. NCLT invalidated the claim of the applicants that the Company can be recognized as a quasi partnership between Tata Group and Shapoorji Pallonji Group but NCLAT acknowledged the claim. However, NCLAT did not accept and acknowledge that legitimate consequences from such partnership can lead to oppression. Moreover, the NCLAT also ignored the principles established by the Hon’ble Supreme Court in various judgments on how to determine whether it is a quasi partnership. This flaw in their order was later utilized by the Legal Team of Tata Sons before Apex Court.
• MISMANAGEMENT: The allegations of mismanagement and prejudice were not accepted by NCLT on the grounds that they [Tata Sons] are majority shareholders and, therefore, they cannot go against their own interest. On the other hand, NCLAT observed that mismanagement was quite evident as Tata sons incurred heavy losses because of some prejudicial decisions and resolutions passed by its Board and observed that there were certain glaring examples of mismanagement and failure. The legal team of Mistry family repeatedly highlighted the failure of Nano Project, misadventure of Air Asia etc. which were given cognizance to by NCLAT.
•  However, the claim questioning the conduct of Mr Ratan Tata as the Director was held as unreasonable and frivolous by both the Tribunals as they observed that  the applicants could not establish or prove that he (Mr Ratan Tata) acted prejudicially to the interest of the Company or the applicants.

Legal battle before the Apex Court

Aggrieved by the orders of NCLAT, Tata Sons Limited appealed before Supreme Court of India by preferring an Appeal having Civil Appeal number 440-441 of 2020 clubbed with some other Civil Appeals wherein their Legal Team coined the phrase of CORPORATE DEMOCRACY and successfully contested their case. It was contended that the NCLAT did not give cognizance to and rather undermined the existence of corporate democracy in Tata Group of Companies. The case was finally heard by a division bench consisting of Mr Justice S A Bobde, V Rama Subraminiam and A S Bopanna which was finally decided on March 21 2021.

The Apex Court set aside the order of the NCLAT, dismissed the charges of oppression and mismanagement against Tata Sons Ltd and ruled against Mr Cyrus Mistry. The Hon’ble Supreme Court acknowledged the questionable conduct of Mr Mistry and made a sweeping remark that Sri Cyrus Mistry himself invited trouble as he was involved in leaking extremely confidential and classified information about the company in the Media just to create sensation in light of which the Apex Court considered his removal from the position of chairmanship and Directorship of Tata Group of Companies as justified.

The Apex Court further observed that:

• Mere removal of a person from the post of Chairmanship shall not fall within the scope and subject matter of Section 241 if it is not prejudicial to the interests of minority shareholders.
• If the actions are not prejudicial or oppressive to the interest of the company, its members or the public at large, Tribunal does not enjoy any authority to interfere with the removal of a person as Chairman of a Company by exercising its authority under Section 242 of the Act on an application moved under Section 241 of the Act.
• Section 241 and 242 of the act do not expressly confer the powers of reinstatement to the Tribunal.
• The issue of minority shareholders and their rights was deliberated at length in the Supreme Court order. The Legal team of Shapoorji Pallonji Group/its two investment firms/Mistry family argued before the Court that removal of Cyrus Mistry meant oppression of minority shareholders. However, SC upheld Tata Group’s decision to remove Cyrus Mistry as executive Chairman of Tata Sons. The Supreme Court also observed that the Minority shareholders do not automatically get a right to a seat on the Board. Private Companies, which have minority shareholders, are free to make an enabling provision to do so if they wish to but right now they are under no statutory obligations to do so.
• It is important to remember that in the petitions following removal of Mr Mistry as the Executive Chairman and subsequently as Director from the Board of Tata Group of Companies, the Mistry family/ the two investment firms had alleged that Tata sons was being run and operated in a manner which was “Oppressive” and “Prejudicial” to the rights of the minority shareholders. But the argument was lost at the interpretation and construction stage before the Apex Court.
• It was observed that while interpreting and discussing the rights of minority and small shareholders and their importance in the Board of the Company, the Supreme Court has held that minority shareholders or their representatives are not automatically entitled to a seat on the private Company’s board like a small shareholder representative.
• The Apex Court observed that the provisions contained in the 2013 Companies Act only protects the rights of small shareholders of listed companies by asking such companies to have on their Boards at least one Director elected by such small shareholders.
• As per provisions of the Companies Act 2013, a small shareholder is a shareholder or a group of shareholders who hold shares of nominal value of not more than Rs 20000[Twenty thousand Rs]. The Supreme Court observed that as the Mistry family and the SP Group were not small shareholders but Minority Shareholders , there was no statutory provision which gave them the right “to claim proportionate representation” on the Board of Tata Sons.
•  The Apex Court further observed that the right to claim proportionate representation is not available for the SP Group even contractually, in terms of the Articles of Association. Neither SP Group nor CPM [Cyrus Pallonji Mistry] can request the Tribunal to rewrite the contract, by seeking an Amendment to the Articles of Association. “The Articles of Association, as they exist today, are binding upon the SP Group and CPM.” The Top Court had said.
• Another bone of contention in the spat between Tatas and Mistry was the existence of Article 75 in the Articles of Association of Tata Group which gives the Company the right to purchase shares from a minority or a small shareholder at a fair market value. Fearing that the Tata Group may use it to try and buy out the SP Group, the latter urged the Company law tribunals and the Supreme Court to not allow the same to be used.
• Further the Mistry camp had also alleged that the Tata Group had taken several commercial decisions which did not yield the desired results and had resulted into more loss to the minority shareholders than the majority shareholders .But the questions on the rights of minority shareholders and its protection had remained unanswered though the Apex Court did not consider Article 75 as oppressive and also they did not accept the allegations of mismanagement against Tata Group of Companies.
• The Court also observed that Article 75 is nothing but an exit option to shareholders which was attacked by Mistry Group before NCLT/NCLAT. So the Apex Court had opined:

 “We cannot adjudicate on fair compensation. We will leave it to the parties to take the Article 75 route or any other legally available route in this regard.”

• The SC also rejected Mistry’ Group plea against conversion of Tata Sons from a Public Limited Company into a Private Limited one and also did not enter into the issue of valuing the Company’s stake. However, during hearing, the Mistry family, one of the oldest business families in India, valued its stake at Rs 1.76 Trillion while Tatas pegged it far below at up to 80000 Crores. 
• The Court at times also appeared to have treaded a middle path and has suggested that a divorce without acrimony should be encouraged but to what extent this theory shall be bought by Mistry Group is lying only in future, The latest development has only indicated that Mistry Group are in no mood to budge.

The Supreme Court judgment and its impact on corporate governance

The Order of the Supreme Court was viewed by a majority of Legal experts as a resounding victory for Tata Group of Company and in particular Sri Ratan Tata who was amongst the first to welcome the order. It has, however, given rise also to many unanswered questions in the field of corporate governance. Many experts also felt that the minority shareholders were not given a fair deal by the Apex Court. Further, some strong observations by the Apex Court have also created more confusion and doubts regarding the validity of the long standing principles of Corporate Governance. Some questions that emerged are as following:

• In what manner duties of Directors shall be determined?
• Does it depend on the Company they work for?
• What are the roles and fiduciary duties of Nominee Directors?
• Do the Directors nominated by charitable Trusts have wider responsibilities to the public than other Directors?

It was comprehensive and elaborated 282 pages judgment by the Apex Court and even though Section-166 of the Act explains in details the duties of Directors, but the Order has elaborately discussed this question since Mistry Group had challenged the affirmative voting rights granted to Tata Sons Directors nominated by Tata Trust which was pleaded by the Legal Team of Mistry as oppressive and prejudicial to the interest of minority shareholders. On this question, the Apex Court made three very important observations:

•  The Court distinguished Tata Sons from other Companies by virtue of it being an investment holding Company[ But there is no such distinction in the Act].In the order, the Apex Court repeatedly noted that Tata Sons is a principal investment holding company not engaged in any direct business activity.
• It observed and suggested that Tata Sons nominated Directors need not make independent decisions [But do they require taking independent decisions? Being Nominated Directors, why should they not cater to the interest of their Nominators? Is there any restriction if Nominated Directors act in a particular fashion catering to the needs of their Nominators only?].
• The Court has also observed that because the affirmative voting rights are enjoyed by nominated Directors of philanthropic charitable trusts, they are unlike other Directors appointed in shareholders meetings. But this distinction which the Apex Court has created is utterly confusing because the Companies Act 2013 and rules made there under creates no such distinction and the legal provisions bear no correlation to the business or activities in which the Company is involved and the duties of the Director.
• It observed and suggested that Directors nominated by charitable trust      [Tata Trust was considered as a charitable Trust] have a much wider duty towards public interest.[But there is no such defined role under the Act].one observation of the Supreme Court is worth quoting here:

“If all Directors are required under Section 166(3) to exercise independent judgment, we do not know why there is a separate provision in Section 149(4) for every listed public company to have at least one-third(1/3 rd   of the total number of Directors as Independent Directors.”

However, these notings by the Apex court are more in the form of observations and suggestive in nature and the ratio of the judgment does not appear to alter any position as felt by experts.

• The Court also observed that “a Director nominated by a charitable trust also holds a fiduciary duty  with the Trust and a fiduciary duty towards the nameless, faceless beneficiaries of those trust” and in that situations, you cannot take a purely commercial approach that these Directors should only be focused on making money but that they are also right to trying to protect the interest of the Trusts but yet a Director nominated by a charitable trust must act in “ pure, unadulterated public interest “The apex Court advised.
• This interpretation and advice by the Apex Court raises a question as to in what manner a nominated Director should act particularly those in Public Sectors and Government entities. Should they always promote their nominator’s interest? The other question is what liabilities shall they incur if they promote the interest of the Company by acting on conventional jurisprudence and wisdom? These questions have remained unanswered. Thankfully, the order of the Apex Court on these questions has been given in the form of advice and observations and not as RATIO DECIDENDI .

From day one, it was a very high profile case. As presented at the preceding paragraphs while analyzing the Supreme Court order, this case exposed the weaknesses in the corporate governance system. However, it also gave a precise interpretation of Section 241. The conflicting orders of NCLT and NCLAT created a lot of ambiguity and confusion and the Apex Court by its verdict attempted to put to rest all such confusions and speculation.

From the Law points alone, Mr Cyrus Mistry has a weak case even though he had a more sympathetic and emotional ground because the way he was ousted had left a very bad taste in the mouth. The rights and its redressal upon impeachment as is available to minority shareholders was not very carefully handled by the Legal team of Mistry family and ultimately it fell flat before  the Apex Court at the stage of “interpretation” and “construction”.

Cyrus Mistry himself or his father, who was also Director of Tata Group of Companies before him, had never objected to Tata Sons’ Article of Association, its many overseas acquisitions  (some turned out into misadventure), deals with Siva, Nano Project failures or alleged proximity of Mr Ratan Tata with Mr Mehul Choksi. It finally went against them.

The order has also opened a fresh debate on the rights of minority shareholders as by distancing them from Small Shareholders , the Supreme Court has opened a new vista and now while going ahead, such shareholders will have to ensure that they have a contract with the majority shareholders or the promoters of the Company to ensure that they have adequate representation on the Board. The Supreme Court has not negated the concept of quasi partnership or a contractual agreement. Going forward, it will be important for all minority shareholders to have an agreement to that effect as well as an article of association amended to capture the allocation/ division of Board seats to protect their interest.

In the end, it can be only stated that both sides have however suffered a big dent to their image as a good corporate governance house and few new questions on the principles of Corporate Governance have emerged, the answers to which lie only in the future.

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Corporate Social Responsibility: A Case Study Of TATA Group

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Strategy and Structure: The Case of Tata Group

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EXECUTIVE SUMMARY

Daring to dream and the motivation to fulfill the dream is not what everyone can do. The Indian business community was ruled by the British in the 18th century. To do business under the rule of the British was not easy. This is a story of a man who cared about his nation and the people. He wanted to move India out of the backwardness and industrialize it. Jamsetji Tata started his business from a textile industry at a very young age and later moved on to the iron and steel industry. He had a great business strategy with which he created a structure that is called the Tata Group. In this paper, we are looking at this interesting case from the Indian business community.

Keywords: Strategy, Structure, Tata group, Business history

INTRODUCTION

Ratan N. Tata, who is serving as the Chairman, Member of Group Corporate Centre and Member of Group Executive Board of Tata Group, will be retiring in December 2012. He has been Chairman of Tata Industries Ltd. since 1981. He is responsible for transforming Tata Motors Ltd. into a Group strategy think-tank and a promoter of new ventures in high technology business. Since he will be retiring after running the company successfully for 31 years, it will be not be an easy task to find a person who can replace the man of his stature. Tata Group is heading towards a big change and it will be interesting to see if they can maintain the legacy.

The legacy all began with a former Zoroasterian priest or Parsi who had a fantastic strategy: "We do not claim to be more unselfish, more generous or more philanthropic than other people." This is a quote that Jamsetji Tata once said and he built his business on this strategy. If a company only thinks about making money and never thinks about the employees and people who are affected by the business, it cannot be successful. Tata's group was grounded on an approach toward business that its motto was: the better a business serves the community the more successful it will become. This is the strategy of their success, which makes them the largest private group in India and they continue to grow.

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