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plz tel me about his
---family they belong to
--firms branches of companies
--life back ground
--qualification
--how he started his business
--with how much money
--future ventures
--sales
-profit
--achievements

2006-09-25 20:23:08 · 6 answers · asked by kapil g 2 in Arts & Humanities Other - Arts & Humanities

6 answers

Much as I detest it, Wikpedia had about the most info:
http://en.wikipedia.org/wiki/Ratan_Tata

2006-09-25 20:32:07 · answer #1 · answered by druid 7 · 0 0

The site shown below gives information on Rattan Tatat.
www.asiacase.com/ecatalog/NO_FILTERS/page-ORGSTRUC-531083.html
University Harvard Business School
Abstract New blood at Tata brought new ideas. In 1983, a “Tata Strategic Plan” outlining a strategy for growth in high technology businesses in advanced electronics, biotechnology, advanced materials, and alternative energy was formulated. However it was held back by the Tata culture of independence; various Tata chairmen who collectively held the share capital of the unit that promoted the scheme, were unwilling to support it and there followed a period of confrontation. The Tata group was no longer a cohesive entity. Ratan Tata, the new shaker and mover, said, “We have to somehow consider ourselves as one group…we will have to evolve a structure that that has to be accepted, not mandated.” One of several steps was to launch a centrally-promoted Tata Brand Equity Scheme whereby each company would derive benefits of Tata brand promotion, but not all companies saw a need for this. Concerning restructuring, Rattan said, “I think we were in many more areas than we should have been in and we were perhaps not concerned about our market position in each of the businesses.. I think the needs today are that we define our business much more articulately and that we remain focused rather than diffused, and that we become more aggressive than we used to be, much more market driven, much more concerned about customer service”. Ignoring the concern of Indian industrialists over the entry of foreign firms, Rattan contemplated selling a 20% stake to Jardine Matheson, also a joint venture with Singapore Airlines. But plans which had had been implemented successfully received much criticism when it became apparent they would change the character of Tata, causing Rattan to reflect on whether he had embarked of the right course.
The next site gives about the cos.,: www.tata.com
Conglomerate comprising over 80 companies across diverse industries. Site includes information on Tata member companies and statistics on India.
Early life of Rattan Tata will have to be found by you.
VR

2006-09-25 20:51:57 · answer #2 · answered by sarayu 7 · 0 0

Many above me have given enough answers about Ratan Tata. Let me tell you about my impression about him. I think he is a bachelor, which is attributed to his love failure in his university days. There was an abiding relationship between him and JRD Tata, from whom he took over. I like Ratan Tata for he is a gentleman among the businessmen. The Tata Group has made India proud. The Tata Motors, when every body in India was enamoured of owning a car made by the MNCs, vowed to develop an Indian car for the Indians and by the Indians. This has indeed come true, because of the tireless endeavour and the determination of Ratan Tata. He is a worthy successor of JRD Tata, about whom there is report in the current issue of India Today. India will be considered a super power, not because it is a economic power. Every body here should be happy. I will come back to see that happening, even after I die-- When I read this, I was moved by the big heart, behind the great man. May this tribe grow.

2006-09-26 00:44:18 · answer #3 · answered by Anonymous · 0 0

Go to the TATA office near Flora foutain and I am sure they will
will give you all details reqd by you.

2006-09-25 20:39:20 · answer #4 · answered by *maris 1 · 0 0

SEARCH IN HISTORY WEB SITE

2006-09-25 20:44:52 · answer #5 · answered by PRIYANKA B 2 · 0 0

brrrrrrr i don't know

2006-09-25 21:19:26 · answer #6 · answered by Cricket Fan 1 · 0 0

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