1) The globalization strategy of TATA group is based on the belief of Ratan Tata that their group always lagged

behind because of their limited risk taking ability and that too in small incremental steps. Traditionally TATAs had focused more on organic growth but owing to increased competition in local markets it decided to take the inorganic route by M&A. TATA Indian hotels: In the initial period of its globalization strategy, it focused more on direct and total acquisitions in overseas markets. Lately however the companys strategy has been for management contracts with small equity positions in properties instead of outright ownership. It was done so that the company could spread it resources to a larger geographical area. TATA Tea: Here TATA tea went to create a global brand for its tea operations. Although the main objective was to synergize its operations, it was not completely achieved. TATA Steel: here M&A was sought to gain presence in global markets and to improve its Research and development abilities and operational efficiencies. The acquisition of Corus enabled it to gain presence in value added product segment. TCS: it being a information technology service provider, had focused its business at a global level from the beginning of its operations.

2) The support of tata group centre was required not only for a tata operating company but also for the acquisition target.it made sure that the deal was important not only for the company but also for the entire group. It formed integration committees to help combine entities and realize synergies. Tata group launched global intranet for all group companies to help share information across group companies and coordinate such common initiatives. However the Group never forced any decisions down the throat of any group companies against their own will. Hence, the decentralised nature of the Tata group was a bit of a problem as there were some plans which the group might have felt it as good but if the company didnt feel it so it will not be accepted.

3) Tata motors had made its reputation internationally in commercial car segment in India because its products could withstand the poor conditions of Indian roads. Its big disappointment happened when it developed Indica which was a indigenously developed

passenger vehicle. Hence it was forced to internationalize because of growing competition in Indian automobile market from foreign competitors. Tata motors needed more advanced products for developed economies. Hence to diversify its risk at home, tata motor entered into JLR deal.

4) The group has operations in more than 80 countries across six continents, and its companies export products and services to 85 countries. The Tata name has been respected in India for more than 140 years for its adherence to strong values and business ethics. Every Tata company or enterprise operates independently. Each of these companies has its own board of directors and shareholders, to whom it is answerable. Business Week magazine ranked Tata 17th among the '50 Most Innovative Companies' list and the Reputation Institute, USA, in 2009 rated it 11th on its list of the world's most reputable companies. Tata companies have always believed in returning wealth to the society they serve. Two-thirds of the equity of Tata Sons, the Tata promoter holding company, is held by philanthropic trusts that have created national institutions for science and technology, medical research, social studies and the performing arts. The trusts also provide aid and assistance to non-government organisations working in the areas of education, healthcare and livelihoods. Tata companies also extend social welfare activities to communities around their industrial units.

5) Mergers and acquisitions are important part of globalization. When a company is not able to grow organically at a decent pace to compete strategically, it has to take this route for inorganic growth. However, M&A are not only for faster growth rate, it is also important to focus on realizing synergies with the acquired companies to achieve sustainable growth over the future years. M&A are sought to achieve either horizontal or vertical integration to achieve cost reduction and improve operation efficiency. Moreover, M&A also enable a company to gain access to new markets in new geographies.