SWOT Analysis of Virgin Group 1. STRENGTHS Strong brand name. Experienced in two different kinds of distribution - Stationary trade - Mail ordering Location. - Geopolitical position is good for business. Co-existence in the region of 2 seaports and an international airport with direct possibility of export. - Variety of exports possibilities. Large land resources. - Existence of a powerful technical basis and building firms. Ecologically clean environment. - > 100
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[pic] Tata Group Sustainability Strategy [pic] Mathew Ashley Bill O’Brien Rachel Reiter Kevin Richards April 12‚ 2010 EXECUTIVE SUMMARY Our consultancy recommends that Tata Group (Tata): • Refine its internal definition of sustainability‚ • Create a separate subsidiary to coordinate‚ manage‚ communicate‚ and expand sustainability efforts across every business unit‚ and • Establish a market-specific global strategy tailored to the unique challenges and opportunities
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like Tata employ to become large industrial conglomerates. The Tata Group has already established 90 separate firms in seven distinct business sectors. Because of their success‚ they have obtained vast financial resources and access to capital on favorable terms which has allowed them to expand their operations and become a large industrial conglomerate. Since the Tata Group uses its sister subsidiary companies to help supply its other companies (i.e. using Tata Steel to provide steel for Tata Motors’
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SWOT analysis Strengths From the liquidity position of GMB‚ it is true to say that GMB does not need to rely on external funding to fund its operations thus saving it from finance costs and also fulfilling its shareholders needs of maximising wealth. In Malaysia‚ GMB’s main resort‚ Genting Highlands Resort‚ is situated at the peak of a hill thus making it an ideal tourist attraction due to its cooling weather and the availability of various entertainment facilities
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Cases Tata Group uses two different strategies locally and internationally when dealing with its businesses. Local businesses under Tata Group’ umbrella uses the Domestic Strategy which requires product differentiation base on the local adaption. Such example is the Tata Nano Car and the Tata Ace Truck (picture below)‚ produced by Tata Motors at an affordable price for the people in India. Ratan Tata wanted to produce a car which is super cheap yet reliable. Aside from this example‚ Tata Group has
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REPORT ON CSR ACTIVITIES UNDERTAKEN BY TATA Submitted to: - Submitted by: - Lect. Miss. Kiran Verma GROUP NO- 3 LIECA Section: - A3002 MCA (Hons.)
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Tata Group The Tata group comprises over 90 operating companies in seven business sectors: communications and information technology‚ engineering‚ materials‚ services‚ energy‚ consumer products and chemicals. The group has operations in more than 80 countries across six continents‚ and its companies export products and services to 85 countries. The total revenue of Tata companies‚ taken together‚ was $67.4 billion (around Rs319‚534 crore) in 2009-10‚ with 57 per cent of this coming
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acquisition on investors and traders long term and short term earnings respectively • Impact on companies’ financials after acquisition or after being acquired • To find out enterprise value of the company by comparing it with the peer group and analyzing the value of the firm • To analyze the difference between prospected and actual returns in terms of % daily cumulative abnormal return of pre acquisition and post acquisition Objective of the study • To compare the closing
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effective enough. 5. Lack of time for preparing the report. Source of data: Our source of data is internet‚ other company profile‚ published magazine by other company etc. we also collect information from our experience. Current market analysis: According to the information from different sources “Pran” is now the market leader in the juice sector of soft drinks market.
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TATA steel strategy was to integrate the value chain of steelmaking to aid the growth of Asia’s bubbling construction economy. When presented with the opportunity (financially the government policies made it easier) to gain access to the other markets‚ they later acquire CORUS which was an established name in Europe‚ but were not cost effective in their operations (Tarun Khanna‚ Krishna G. Palepu and Richard J. Bullock‚ 2009). This acquisition provided them the right synergy by combing the low cost
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