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Under this, some of its companies a $ $ _ 2 † 8 ë will go international while others will remain regional. $ 2 † É ë / 2 ¶ ë / 2 æ ë This ˜ 2 æ O ^ ë categorisation for a global drive will see the service business, typified by software (TCS), Â� 2 a ë VSNL, hospitality (the Taj group) and tea (Tetley), target the developed, international markets. a # m 2 E A ë The industrial businesses will target the markets of the neighboug $ ; 2 E¡ ë ring countries. There is also a £ 2 u e ë third category, of the big developing markets which replicate Indian conditions, like China, Russia, $ š 2 Â¥ _ ë South Africa, the Gulf countries, Latin America and South East Asia. These countries present a ! $ 5 2 Õ ë market for group companies l$ $ # 2 Õ ë ike Tata Motors. # 2 ÕG ë / 2 ë / ÂŽ 2 5 W ë The characteristics of some businesses ensure it remains regional at most. Among these . $ $ $ $ ƒ 2 e P ë businesses is the retail which could at most be taken to neighbouring countries. # 2 e¶ ë / 2 • ë / s 2 Ã… E ë The strategic decision on which overseas market to be targeted by a ca $ ) 2 Ã… ë ompany is a company $ $ 2 Å® ë -/ 2 ż ë / › 2 õ ` ë level decision, Alan Rosling, executive director, Tata Sons, said. Mr Rosling, who spoke on the # ˜ 2 % ^ ë `globalisation initiatives of the Tata group'' at a meeting of the CEO''s Forum of the Mahratta $ ! # # M 2 U , ë Chamber of Commerce Industries and Agricultu $ # $ S 2 Uq0 ë re (MCCIA) here, added that the group has begun # 8 2 „ ë to internationalise the brand. 2 „ ë / 2 ´ ë / š 2 ä _ ë "Initiatives to internationalise the Tata brand have begun. We want the brand to be recognised ) Â… 2 Q ë internationally as a good, well managed business out of India, based on leadershit $ # 2 Ã� ë p and trust. In Â� 2 D X ë select markets, we will invest in building the Tata brand name, which has begun as a one $ $ 2 Dg ë -/ 2 Du ë to 2 D˜ ë -/ 2 D¦ ë one ; 2 t ë communication," Mr Rosling said. # $ # 2 tj ë / 2 ¤ ë / › 2 Ô ` ë He pointed to the group''s proposed entry into Bangladesh, which is a coordinated, group effort. 2 ë The Tatas sign 2 M ë ed an expression of interest with the government of Bangladesh in October 04 e $ ! ˜ 2 4 ^ ë under which they are in the process of conducting feasibility studies. The plan envisages the q 2 d D ë setting up of a 2 million tons per annum steel plant, a 1,000 MW gas # $ " ) 2 dç ë -/ # 2 dõ ë based power plan 2 d= ë t and a 1 — 2 “ ] ë million ton per annum urea plant. The three plants are linked and have a mix of domestic and # $ # $ ¤ 2 à f ë export potential, with some of the steel, gas and fertiliser coming to India while some of it will be $ $ $ / 2 ó ë consumed in Bangladesh. $ 2 óë ë / 2 # ë / 1 2 S ë "We are going as a group,g ) g 2 Sã= ë which opens doors which would otherwise not have opened for m ž 2 ƒ b ë individual companies. This also overcomes the hurdle of being from India. While the project could $ $ $ ) • 2 ³ \ ë take two to three years, this will be the biggest investment out of India," Mr Rosling said. # # 2 ³T ë / 2 ã ë / 2 ë Lat ž 2 : b ë er, he told reporters that the group has a year''s time to prepare its feasibility reports. Two of $ Â� 2 C X ë the three plants could be located at the same place, he said, declining to give details. $ 2 C ë / 2 s ë / q 2 £ D ë Referring to an ongoing debate within the group on whether or not to 8 2 £ï ë stress the Indianness of the ¡ 2 Ã’ d ë brand, Mr Rosling said the predominant view is that as a world citizen, it cannot be just an Indian # # 2 ë brand. 2 v ë / 2 2 ë / š 2 b _ ë "We want to build an international group with roots in India. So, we should be seen as a local ) . 2 Â’ ë company in other market $ $ w 2 ’ËH ë s. In another ten years, we want to be counted among the top ten global $ : 2  ë leading corporations," he said. 2 Â0 ë / 2 ò ë / ‹ 2 " U ë Referring to the group''s international acquisitions, Mr Rosling promised more action.l # $ $ 2 " ë / 2 R ë / k 2 ‚ @ ë "After Daewoo, we acquired Nat Steel in August, Titan in Novembe $ 7 2 ‚ Ã’ ë r and there are others being d ‹ 2 ² U ë considered. These could be the most exciting and are a consequence of globalisation. l $ Â� 2 á a ë Acquisitions or greenfield, both are part of the armoury to internationalise the group," he said.a $ 2 á ´ ë / - NANI ì¥Ã� 5@ ð¿ Ô bjbjÃ�2Ã�2 " ÂX ÂX Ô ÿÿ ÿÿ ÿÿ ˆ : : : : : : : p 8 8 8 8 D p g ¶ \ \ \ \ \ 7 7 7 æ è è è è è è $ R o F : À 7 7 À À : : \ \ Û !    À â : \ : \ æ  À æ    : :  \ P €1œÕÅ 8 ¢  æ 7 0 g  µ ¸ µ  N b : : : : µ :  $ 7 9 ¸  ñ ” Â… ; 7 7 7 p p ä T ä ¸ p p T PUNE: The US $ 14.25 billion diversified Tata group, whose exports account for 5 per cent of the country''s total exports, has devised a tiered global strategy. Under this, some of its companies will go international while others will remain regional. This categorisation for a global drive will see the service business, typified by software (TCS), VSNL, hospitality (the Taj group) and tea (Tetley), target the developed, international markets. The industrial businesses will target the markets of the neighbouring countries. There is also a third category, of the big developing markets which replicate Indian conditions, like China, Russia, South Africa, the Gulf countries, Latin America and South East Asia. These countries present a market for group companies like Tata Motors. The characteristics of some businesses ensure it remains regional at most. Among these businesses is the retail which could at most be taken to neighbouring countries. The strategic decision on which overseas market to be targeted by a company is a company - level decision, Alan Rosling, executive director, Tata Sons, said. Mr Rosling, who spoke on the `globalisation initiatives of the Tata group'' at a meeting of the CEO''s Forum of the Mahratta Chamber of Commerce Industries and Agriculture (MCCIA) here, added that the group has begun to internationalise the brand. "Initiatives to internationalise the Tata brand have begun. We want the brand to be recognised internationally as a good, well managed business out of India, based on leadership and trust. In select markets, we will invest in building the Tata brand name, which has begun as a one-to-one communication," Mr Rosling said. He pointed to the group''s proposed entry into Bangladesh, which is a coordinated, group effort. The Tatas signed an expression of interest with the government of Bangladesh in October 04 under which they are in the process of conducting feasibility studies. The plan envisages the setting up of a 2 million tons per annum steel plant, a 1,000 MW gas-based power plant and a 1 million ton per annum urea plant. The three plants are linked and have a mix of domestic and export potential, with some of the steel, gas and fertiliser coming to India while some of it will be consumed in Bangladesh. "We are going as a group, which opens doors which would otherwise not have opened for individual companies. This also overcomes the hurdle of being from India. While the project could take two to three years, this will be the biggest investment out of India," Mr Rosling said. Later, he told reporters that the group has a year''s time to prepare its feasibility reports. Two of the three plants could be located at the same place, he said, declining to give details. Referring to an ongoing debate within the group on whether or not to stress the Indianness of the brand, Mr Rosling said the predominant view is that as a world citizen, it cannot be just an Indian brand. "We want to build an international group with roots in India. So, we should be seen as a local company in other markets. In another ten years, we want to be counted among the top ten global leading corporations," he said. Referring to the group''s international acquisitions, Mr Rosling promised more action. "After Daewoo, we acquired Nat Steel in August, Titan in November and there are others being considered. These could be the most exciting and are a consequence of globalisation. Acquisitions or greenfield, both are part of the armoury to internationalise the group," he said. Ó Ô üø hèeÃœ hòW û ü º » O P ‘ Â’ æ ç ü ý » ¼ ‰ Š h i ¿ À Ô ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS ú ¶+ PS gdòW Ô ý 1Â�h °Ã�/ °à =!°"°#Â� $Â� %° þÿ à …ŸòùOh«‘ +''³Ù0 d Â� ˜ ¤ ° À ÃŒ Ø è ø , 8 D L T \ ä s s rajeshk aje aje Normal rajeshk 1 je Microsoft Word 10.0 @ ΠG @ ~AÕÅ@ ~AÕÅ < ˜ þÿ ÕÃ�՜.“— +,ù®0 ô h p ˆ Â� ˜  ¨ ° ¸ À È Õ ä timesonline e E É A Title
