Being one of India’s oldest and biggest Groups, the Tata Group is an Indian-based multinational, multi-industry company founded by Jamsetji Tata in 1868. It was founded as a private trading firm. The Group incorporated with the Indian Hotels Company in 1902 to commission the first luxury hotel in India – the Taj Mahal Palace & Tower.
After the death of Jamsetji Tata, his son Dorabji Tata became the chairperson of the Group. Under his leadership, the Group vastly expanded in several industries such as steel, electricity, education, consumer goods, and aviation.
Under the leadership of Jehangir Ratanji Dadabhoy Tata (J.R.D.) The company grew in new sectors such as chemicals, technology, cosmetics, marketing, engineering and manufacturing, tea, and software services and now the company is an Indian multinational conglomerate. Let us look at some of the interesting facts about Tata Group.
This huge company is not only present in India. However, the Tata Group has a market presence all over the world in 175 countries. It is well recognized in the car industry with more than 8.5 million vehicles of the Tata brand.
Tata Group serves a worldwide area and also has its products and services spread out across 6 continents. The company has around 29 products and subsidiaries spread across multiple areas.
2. Tata Group Built the Country’s First Indigenous Car
India’s First Indigenous Car – Indica
So many foreign car brands have entered India. But you will be amazed to know that India’s first indigenous car was manufactured in 1998. The Tata Indica is a passenger hatchback car equipped with a 1396 cc diesel engine. This car became a hit instantly.
The Tata Indica was a kind of supermini car with more than 910000 units being produced by August 2008. The same model car had annual sales reaching up to 144690 units by the year 2008-2009. However, the model was discontinued in April 2018. s
3. Tata Built the First Sports Car in India
Tata Racemo
The Racemo was India’s first sports car which was built by Tata Motors under the badge of its sub-brand Tamo. It has a 190 PS engine that can go up to 100km/hr in 6 seconds. It was unveiled at the 87th Geneva Model Show.
The Racemo was thought to be built in two different models. One was based on roadways and the other one was for the track ready. The final limited number of models that were estimated to be made was around 250 units. However, due to cost issues, the model was halted.
4. Tata Supplies Defense Vehicles to the Indian Army
Tata Military Truck
Tata has been supplying armored trucks and combat-ready vehicles to our Indian army for decades. Their military vehicles include Defence Combat Light Armored Multi-Role Vehicle, Defence Light Support Vehicle, Defence Futuristic Infantry Combat Vehicle (FICV), Defence Combat Wheeled Armored Amphibious Platform (WHAP), and Defence Combat Light Armored Multi-Role Vehicle.
5. Tata Built the World’s Cheapest as Well as Costliest Car
Tata Nano
Tata Nano, the world’s cheapest car costing 1 lakh was launched in 2008 by TATA Motors. It has a 624cc petrol engine which produces 37bhp of power and 51Nm of torque. The production of this car eventually stopped in 2019.
The car was also introduced as the world’s first-ever gold jewelry car. It was made of gold, silver, and precious gems and was made to celebrate 5000 years of jewelry making in India. The car cost over INR 22 crores.
6. Tata Group Has Never Invested in the Alcohol or Tobacco Business
Although, intoxicants have a greater business in a country like India. Though the company had expanded its business in various areas, it never invested in tobacco and alcohol.
Tata Group has stayed true to its value even after so many years of its establishment. Tata Group has never ever invested in any alcohol or tobacco business. The same statement was stated by Tata Sons director J J Irani on 31 July 2010.
7. Tata Group Has Never Sponsored Any Bollywood Movie
Many huge companies try to invest once in the entertainment industry. But very interestingly Tata has never financed any Bollywood movies. But in 2003 the company co-produced the big-budget movie Aetbaar.
The number of films produced by the Tata Group is still negligible. It is not a lie to say that Tata Group prefers to stay away from investing in Bollywood films until any exceptional moment arrives.
8. The Tata Brand Has Been a Pioneering Brand of Many Services
From providing the first branded salt to establishing the first steel mill in India, Tata established its strong base from the very start for our developing country. They also established five-star hospitality in India, IT services, power companies, etc.
It was also the first to organize branded jewelry and the first to sell retail steel in India. Tata has around 29 different subsidiaries and their count keeps on increasing with the introduction of new subsidiaries in the market by the Tata Group.
9. Tata Motors Owns Jaguar Land Rover
After ascending as the chairman of the Tata Group, Ratan Tata played a crucial role in acquiring powerful businesses. One of them is the acquisition of Jaguar Land Rover.
Jaguar Land Rover is a Britain automobile company that is a part of Tata Motors. It manufactures, designs, and sells cars of the same name. Tata Group acquired both companies from Ford and merged them in 2008.
10. The First Trucks of the Tata Motors Had the Mercedes Logo
Tata Mercedes Trucks
Tata Motors had a technical collaboration with Daimler Benz, a merged company that manufactures the Mercedes-Benz cars. Due to this, the first trucks produced by Tata had the Mercedes-Benz logo.
Tata Group has been in the automobile field for a long course of time. The time started with the rolling out of Telco in 1954. The telco was the first truck manufactured by the Tata Group but with the logo of Mercedez on it.
11. Tata Steel Acquired the Corus Group in 2007
Tata completed one of the biggest corporate takeovers by acquiring the Anglo-Dutch steel manufacturer Corus Group in 2007 April. Tata acquired the company for £6.2 billion which is US 12 billion dollars.
Corus Group is one of the biggest manufacturing and steel-producing companies in Europe formed in 1999. The Corus Group earlier was also formed after the merger of British Steel of the United Kingdom and Koninklijke Hoogovens of the Netherlands
The Tata logo is designed by the popular Wolff Olins consultancy. Wolff Olin’s consultancy is a British advertising agency and corporate identity consultancy. The logo of Tata Group was designed with much thought and meaning behind it. It symbolizes fluidity and adaptability. The color blue stands for the excellence, reliability, and strength of the company’s products.
The logo can also be interpreted as the fountain of knowledge, or a tree most probably a tree of trust under which people can take refuge. Irrespective of the interpretation, the logo has a deep meaning attached to it.
13. Tata Group Was the 5th Most Valuable Corporate in Asia
Even after facing many downfalls in the past decades. In 2015, Tata Motors became the 5th most valuable corporate brand in Asia due to its high net revenue and overall growth. Tata Group has also given much acknowledgment to its key person. Sir Jamsetji Tata also received the title of Hurun Philanthropist of the Century in 2021.
14. Tata Group Was Included in a Legal Battle by Its Chairman
Major points in the legal battle between Cyrus Mistry and Tata as per the article published by business-standard.com
The Tata Group was led by Cyrus Mistry for a short period of 4 years. Cyrus Mistry was the second chairman of Tata Group with no “Tata” in the name.
Cyrus worked as a Chairman for the Tata Group from 2012-2016 and was removed from the post in 2016 by the board of members. On the contrary, Cyrus approached the NCLT to file a case with the claim that the company is oppressing the interests of small stakeholders.
He alleged the company of oppressing the minority shareholders and quoted his removal as an instance. The legal battle between Cyrus Mistry and the Tatas was in action for almost six years with the final decision given by the Supreme Court on May 2022. At last, the court rejected the reviewing petition filed by Cyrus and stayed firm on the verdict passed by the Supreme Court, which was in favor of Tata.
15. Tata Group Brought Starbucks to India
Starrbucks – A TATA Alliance
Under the leadership of Sir Ratan Tata, Tata Consumer Products Ltd. partnered with Starbucks Coffee Company in 2012 to bring the famous coffee brand to India. This joint venture introduced café culture to Indian cities, making Starbucks a popular spot for coffee lovers and adding to Tata Group’s international collaborations.
Though companies are created and organized to make money and fame, the same is not the story for Tata. Jamsetji Tata built his company with the simple mission of “making people’s lives better”.
It paved the way for all the industries that followed by acting as the pioneer of almost all of them. The revenue of Tata Group rose from $4 billion to $100 billion under Ratan Tata’s leadership from 1991 to 2012. With revenue of $165 billion as of FY24, the Tata Group stands as one of the biggest groups not only in India but all over the world.
FAQs
What is the meaning of the Tata logo?
The meaning of the Tata logo is to show fluidity and adaptability. The blue color in the logo stands for the meaning of excellence, reliability, and strength of the company products.
What makes the Tata Group unique?
The Tata Group was the first one to introduce many new concepts in India. And more than that, the company looks for its value over any other possible aspect. All these aspects make the Tata Group unique from other similar companies.
What is the main product of Tata?
Tata has a list of approximately 30 Tata products including names like Tata Steel, Tata Enterprises, Titan, etc.
What are the 5 Tata values?
The 5 values of Tata are integrity, unity, responsibility, excellence, and pioneering.
What is the revenue of Tata Group for FY24?
With revenue of $165 billion as of FY24, the Tata Group stands as one of the biggest groups not only in India but all over the world.
Tata Nano is a compact vehicle that was produced and showcased by Indian automaker Tata Motors,principally in India, as a modest back-engined hatchback expected to speak to current riders of bikes and bikes — with a dispatch cost of Rs 1,00,000 or $2500. Delays during the production line migration from Singur to Sanand, early cases of the Nano bursting into flames, the impression of the vehicle being perilous, and compromise in quality due to cost slicing are some of the factors behind Tata’s failure to attract Indians.
Here we present the case study of the Tata Nano and find out why Tata Nano Failed and never gained traction despite being termed as the ‘people’s car’.
Tata Motors anticipated the creation of 250,000 every year at dispatch. This didn’t happen. Only 7591 were sold for the model year 2016-17. In 2017, Tata Motors said assembling would proceed because of Tata’s passionate promise to the project. In 2018, Cyrus Mistry, previous Chairman of the Tata Group, called the Tata Nano a venture in progress with China, with a generation overhaul scheduled in May 2018.
After effectively propelling the ease of the Tata Ace truck in 2005, Tata Motors started the advancement of a reasonable vehicle that would speak to the numerous Indians who ride motorcycles. The price tag of this nitty-gritty auto was brought somewhere around getting rid of the most superfluous highlights, diminishing the measure of steel utilized in its development, and depending on the ease of Indian labor.
The superfluous highlights include the evacuation of the traveler’s side wing mirror, having one wiper sharp edge, having just three fasteners for every wheel, and the expulsion of the fuel filler top from the fuel tank. The presentation of the Nano got much media consideration because of its low cost of Rs. 100,000. The vehicle was promoted as “The People’s Car”.
A report by the Indian rating office CRISIL figured the Nano would extend the country’s vehicle advertising by 65%, in any case, starting late 2012. However, deals in the initial two monetary years after the vehicle’s divulging stayed unfaltering at around 70,000 units. Tata still proposed the ability to deliver the vehicle in a lot bigger amounts, somewhere in the range of 250,000 every year, if the need arises.
It was foreseen that its 2009 presentation would significantly influence the trade-in vehicle market, and costs dropped 25–30% before the launch. Sales of the Nano’s closest rival, the Maruti 800, fell by 20% promptly following the disclosing of the Nano.
It is obscure if the Nano has lastingly affected the costs of and interests for close substitutes. In July 2012, Tata’s Group administrator- Ratan Tata, who resigned in January 2014, said that the vehicle had huge potential while conceding that the early open doors were squandered because of starting problems. Due to the business drops, just a solitary unit was delivered in June 2018.
Making Of Tata Nano
Tata Nano Failed Marketing and Business Strategy
India is an organization with a larger part of its populace dwelling as a low-pay gathering. Purchasing a vehicle is still a fantasy for many families in India. In the year 2008, Ratan Tata reported the dispatch of its new vehicle, which would be a progressive item in the car division. He called it a 1 Lakh rupee vehicle and the same title was used for promotions.
The fantasy of a middle and even lower white-collar class family unit to have their very own vehicle woke up with this declaration from Tata Motors. It was hailed as be cutting-edge innovation and was commended by international media. An entirely unexpected story unfurled when the vehicle appeared on the streets.
India Customer’s Needs
Ratan Tata’s flash for the Nano came when he saw groups of 3-4 individuals utilizing a motorbike for transportation. There are a great many bicycles in India and it has constantly presented well-being worries for the general population. In blend with the poor street conditions in India and conveying a full family on a bike, bikers are subjected to numerous mishaps.
His strategic view drove the concept of a low-cost vehicle and chose that the 1 Lakh Rupee sticker price would be appealing to the objective market.
At the point when Tato Nano was declared in the long stretch of January 2008, it was over-advertised to be the vehicle of each Indian. The cost of Nano was pegged at INR 1 lakh or $2500 by Ratan Tata, the Chairman of the Tata Group by then of time.
It turned into a fantasy vehicle for each individual having a place with the lower working class and even the lower class. Anyway, the service of the vehicle additionally raised worries about the blockage on streets that the vehicle would acquire as individuals began to utilize it for everyday transportation.
Strategic Plans
TATA Motors fundamentally segmented and focused on the following sections of the Indian population:
The middle class- Fundamentally the lower white-collar class.
Upper lower class- Normally the bike clients.
Family with 3-4 individuals who have inconveniences while going on a 2-wheeler.
World’s Cheapest Car – Tata Nano
Affordability And Family Friendly Usage
Tata Nano being propelled in the Indian market was an opportunity for the normal man of India to fulfill his dream of owning a vehicle. The promotions and media productions featured the passionate remainder that demonstrated the joy of youngsters when they see a vehicle coming to their home and the joy of the substance of the relatives who delineated a white-collar class gathering.
The battling Indian classes who had a month-to-month pay of under Rs.6000 every month and comprised more than 110 million families got the chance to dream of purchasing a vehicle. Mr. Ramesh Mangaleswaran, an accomplice of McKinsey and Co., anticipated that in Mumbai alone the 2 million individuals who rode a cruiser ordinary would now attempt to lift themselves to purchase a Tata Nano.
It was expected that Tata Nano would make a progressive change in the way of life, uncommonly concerning the substitution of the regular man. It would turn into the face of the Indian lower class, just like the Bajaj Scooter at one time represented the white-collar class.
Ratan Tata stayed faithful to his obligation and the Indian market saw Nano set on the streets in the long stretch of July 2009. At the start, the deals for the vehicle were high. It then began to decay every month. There are a few reasons for Tata Nano failure which are as below:
Failure in marketing the vehicle was the main reason behind Tata Nano’s Failure. Tata Nano’s marketing strategy failed to resonate emotionally with Indian consumers, who often make buying decisions based on feelings rather than logic. While highlighting the car’s features was important to showcase its value, the campaigns lacked the emotional connection needed to engage customers, leading to a loss of market appeal.
TATA Nano promotes itself as the least expensive vehicle. The company assumed what the market wanted without truly understanding it. Their emotional attachment to the product led them to believe it was a necessity, while customers saw it as a luxury. Many buyers preferred their current lifestyle over choosing a “cheap” car, which made the Nano’s low-cost label unappealing.
Purchasing a vehicle is identified with economic well-being and distinction in the public arena.
“Cheap” and “lakhtakia” used in Tata Nano’s advertising for advancement and showcasing all over India disturbed its image.
The engine was an issue.
Competition from the used car market reduced the Nano’s market share, as consumers favored well-known brands that were seen as more reliable.
Challenges with political and land acquisition issues forced the relocation of Nano’s production plant, delaying production timelines and adding to the project’s difficulties.
Tata Nano – Reasons for its Failure
Problems With The Car
Awful picture of the shoddy vehicle.
Several cars caught fire. Thus, despite its low cost, people refrained from buying it.
Media channels covering the news related to Tata Nano underestimated the vehicle. In any case, they were correct.
The car was not fit for sloping territories.
The motor used to make a great deal of clamor, and individuals even compared it with an auto.
The insides were dull with inadequate leg space.
The whole assemblage of Nano was light and prone to damage on even the slightest of knocks.
Other Reasons
Tata Nano got around 200,000 appointments at first. This made Tata Motors complacent and it didn’t bother about new advertising strategies. New publicity procedures were essential to keep the enthusiasm of the individuals unblemished. But it wasn’t done. When the main flame episode was accounted for, the ad system then just looked responsive and upgraded rather than focusing on negative attention.
Nano was viewed as an attraction for individuals who never thought of purchasing a vehicle. It was focused on engine cycle riders, recycled vehicle proprietors, and different families in the lower white-collar class gathering. This prompted some degree of opposition. According to the intended interest group, the media and the general public acknowledged Tata Nano as a poor man’s vehicle.
Ratan Tata in his previous question and answer sessions referenced that he wanted to position Tata Nano as a ‘reasonable, all climate family vehicle”.
At the point when Nano later raised its cost to conquer the negatives of the principal model, the cost turned out to be a lot higher. The top-end model of Tata Nano (2014) was cited at an on-street cost of around INR 2.6 lakhs in Bangalore. This sort of evaluation with the equivalent Nano model which the poor man likewise claimed, confounded the clients.
Indians No Longer Liked Cheap
Tata Nano’s Attempted Comeback
In the year 2013 Tata Engines re-propelled Tata Nano with new components and publicity efforts. The re-dispatch concentrated on the following:
Focusing on the young people of the nation, the new Nano had extravagant settings like settings and shading blends, for example, ranch side or experience sports. The ads and crusades this time concentrated on the adroitness factor. The emphasis was, “Why not purchase a Nano when it gives everything at a deep discount?” It additionally featured the rational advantage of Fuel productivity in another manner.
This time, Tata Nano pursued another sort of crusade altogether. They began to support programs on MTV that energized experience sports and stretched out the crusade on National TV.
Like the arrangement Roadies circulated on MTV where the members needed to go on a Hero Karizma, they attempted to execute a comparable technique where the members were approached to traverse India in a Tata Nano. This validated the intensity with which the vehicle was fabricated.
It concentrated on the passionate parts of a parent, and the car was promoted such that guardians can give their children a Tata Nano as opposed to giving them bicycles; a vehicle is more secure than a bicycle. This would likewise make them brilliant guardians.
End Note
Tata Nano started with high hopes but failed within a decade due to marketing mistakes and product issues.
The story of Tata Nano highlights the complex relationship between innovation, perception, and market trends. By understanding the challenges it faced through this case study, businesses can learn important lessons about what to avoid in product development. This case emphasizes the need for thorough market research, effective marketing strategies, and adaptability to changing consumer needs. The Tata Nano serves as a cautionary tale, reminding us that success requires a careful balance and understanding of market dynamics.
FAQs
Why did Tata Nano fail?
There are a few reasons of failure which justify Tata Nano’s downfall,
Failure in marketing the vehicle was the main reason behind Tata Nano’s Failure to attract customers.
Tata Nano promotes itself as the least expensive vehicle.
No one needs to drive the least expensive vehicle.
Purchasing a vehicle is identified with economic well-being and distinction in the public arena.
“Cheap” and “lakhtakia” used in Tata Nano’s advertising for advancement and showcasing all over India disturbed its image.
The engine was an issue.
There was a buzz in the universal media, “What if Nano becomes successful? It would mean an end to the second-hand car market.”
Why did Tata Nano fail to attract customers?
Delays during the production line migration from Singur to Sanand, early cases of the Nano bursting into flames, the impression of the vehicle being perilous, and compromise in quality due to cost slicing are some of the factors behind Tata’s failure to attract Indians. Also, Tata nano promotes itself as the least expensive vehicle. No one needs to drive the least expensive vehicle.
Is Tata Nano still available?
Tata Nano is no longer available in the new car market.
Is Nano car still in production?
No Tata Nano is no longer manufactured.
What went wrong with Tata Nano?
Tata Nano got around 200,000 appointments at first. This made Tata Motors complacent and it didn’t bother about new advertising strategies. New publicity procedures were essential to keep the enthusiasm of the individuals unblemished. But it wasn’t done. When the main flame episode was accounted for, the ad system then just looked responsive and upgraded rather than focusing on negative attention.
The passing of Ratan Tata on October 9, 2024, at the age of 86, has left India in deep mourning. He passed away due to health complications in Mumbai’s Breach Candy Hospital, leaving behind an extraordinary legacy.
It is obvious that there are hardly any Indians who have not benefitted from his work. Very few humans create such a great impact in the lives of millions. Let’s dive into the life and story of this incredible human, who not only helped grow the Tata Group into a global company but also showed great kindness and dedication to social causes.
Ratan Tata – Biography
Name
Ratan Naval Tata
Birth
December 28, 1937
Place of Birth
Mumbai, India
Education
Cornell University (Bachelors in Architecture) Harvard Business School (Advanced Management Program)
Ratan Naval Tata was born on December 28, 1937, into the distinguished Tata family. Despite being born into one of India’s most well-known industrial families, Ratan had a humble and grounded upbringing. After his parents’ separation, he was raised by his grandmother, Lady Navajbai Tata, a key influence in shaping his strong sense of values.
Ratan’s formal education took him overseas. He did his schooling at Campion and then at Cathedral and John Connon in Mumbai. Later, he pursued a degree in Architecture from Cornell University. His time at Cornell was crucial, helping him develop a unique way of thinking. He learned to combine creativity with practical problem-solving, which would later define his approach to business.
After working with the various branches at Tata, he went on to pursue the Advanced Management Program at Harvard Business School and completed it in 1975.
Ratan Tata – Career
Ratan Tata began his career in 1962, on the shop floor of the plant of Tata Engineering and Locomotive Company in Jamshedpur, where he worked alongside blue-collar workers, learning the ropes of the business from the ground up. His modest entry into the family business is a testament to his character. He didn’t simply rely on his family’s name but instead chose to work his way up, proving his mettle.
After passing his years in diligent learning, collecting experiences, and handling responsibilities at various parts of the Tata Group, he went on to take up the greatest responsibility of his career.
In 1991, he took over as the Chairman of Tata Sons, succeeding the legendary J.R.D. Tata. It was a challenging time for India, with economic liberalization just beginning. However, Ratan Tata was quick to recognize the changing tides and led the Tata Group through a series of strategic global acquisitions, including Tetley Tea, Jaguar Land Rover, and Corus Steel. These moves not only expanded Tata’s footprint globally but also transformed it into a truly international conglomerate.
Despite his towering presence in the business world, Ratan Tata remained a private person. He never married, choosing instead to dedicate his life to his work and philanthropy. Known for his humility and grounded nature, he always sought to keep a low profile, often steering clear of the limelight despite his immense popularity.
He was also known for his love for cars, aviation, and architecture—interests that reflected his versatile personality. He was an avid pilot and continued to fly well into his 70s. Tata’s love for flying extended beyond civilian aircraft. In 2007, at 69 years old, hemade history by flying an F-16 fighter jet at the Bengaluru Aero event, becoming the oldest Indian to pilot an F-16. His passion for architecture stayed with him, and he remained involved in the field, even serving on the jury of the prestigious Pritzker Architecture Prize from 2014 to 2019.
Ratan Tata – Key Milestones
Under Ratan Tata’s leadership, the Tata Group achieved significant milestones. One of the most notable was the launch of the Tata Nano, the world’s cheapest car, aimed at providing affordable transportation to millions of Indians. Although the car did not succeed commercially, it was a testament to Tata’s vision of making products that would benefit the common man.
He also played a key role in acquiring several international brands, making Tata Group a global entity. His leadership brought Tata Consultancy Services (TCS) to the forefront of the IT industry, making it one of the most valuable IT companies in the world.
Tata’s decision to retire in 2012 marked the end of an era. However, even after stepping down as chairman, he continued to serve as the Chairman Emeritus and remained deeply involved in various philanthropic activities through the Tata Trusts.
Ratan Tata’s legacy isn’t just confined to the boardroom. His contributions to philanthropy have left a permanent mark on India. He was known for his deep commitment to causes such as education, healthcare, and rural development. Under his leadership, Tata Trusts became one of the largest and most active philanthropic organizations in India.
His love for the welfare of his employees was very evident during the 26/11 Mumbai terror attacks. After the attacks, Tata personally visited the families of those affected, ensuring they received the support they needed.
He was also a firm believer in promoting education. His generous donations to institutions like Cornell University and the Tata Institute of Social Sciences helped in shaping future generations.
He was instrumental in setting up the Tata-Cornell Institute for Agriculture and Nutrition, which focuses on reducing poverty and improving nutrition in India and beyond.
His compassion extended beyond just humans; he was known for his love for animals, especially the stray dogs he looked after at the Tata headquarters in Mumbai.
He once said,
💡
One day you will realize that material things mean nothing. All that matters is the well-being of the people you love.
Ratan Tata – Love From the People
Ratan Tata was often seen interacting with employees, whether on the factory floor or at the office, listening to their concerns and sharing their joys.
His widespread popularity stemmed not just from his role as an industrial titan, but from his genuine kindness and deep empathy for everyone around him.
One major factor that sets him apart from others is his humility and sense of compassion towards others. Even though he was one of the most powerful industrialists in India, that did not create any impact on his simplicity and genuine concern for others.
That’s the reason his death has created such a wave of grief & sadness among the millions of Indians.
Ratan Tata – Awards
Ratan Tata Honored with Padma Vibhushan and Padma Bhushan
Among the major recognitions and awards that Ratan has received, the most prestigious one is the Padma Vibhushan, the country’s second-highest civilian honor, which the Government of India awarded him in 2008. Other key honors include the Order of Australia (2023), Assam Baibhav (2021), Honorary Knight Grand Cross of the Order of the British Empire (2014), Maharashtra Bhushan (2006), and Padma Bhushan (2000).
Ratan Tata – Best Quotes
Take the stones people throw at you, and use them to build a monument.
I don’t believe in making the right decisions. I take decisions and then make them right.
I don’t believe in work-life balance. I believe in work-life integration. Make your work and life meaningful.
A Legacy to Remember
Ratan Tata’s passing marks the end of an era for India. As tributes pour in from across the world, it is clear that his legacy is not just one of corporate success, but of kindness, vision, and an unwavering commitment to making the world a better place.
His contributions to both business and society will continue to inspire generations to come. Ratan Tata may have left us, but his spirit, values, and legacy will endure forever.
FAQs
Who was Ratan Tata?
Ratan Tata was a well-known Indian industrialist and philanthropist. He was Chairman Emeritus of the Tata Group and worked to grow the company globally while supporting education and healthcare initiatives in India.
What’s Ratan Naval Tata date of birth?
Ratan Naval Tata was born on 28 December 1937 in Bombay (now Mumbai).
When did Ratan Tata pass away?
Ratan Tata passed away on October 9, 2024, at the age of 86 due to health complications.
Was Ratan Tata a Padma Vibhushan recipient?
Ratan Tata was awarded the Padma Vibhushan in 2008, which is India’s second-highest civilian honor. He received this award for his exceptional contributions to industry and philanthropy in India.
What was Ratan Tata’s educational background?
Ratan Tata graduated with a degree in Architecture from Cornell University and completed the Advanced Management Program at Harvard Business School.
What are some key Ratan Tata quotes on education?
Some of the prominent Ratan Tata’s quotes on education are:
Don’t educate your children to be rich. Educate them to be happy, so when they grow up, they will know the value of things, not the price.
Your real learning starts now as you go into the real world. The tools have been given to you, but what you make in life is what you do after you graduate.
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, TataGroup is claimed by Tata Sons.
Each Tata organization works autonomously under the direction and supervision of its 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.
Case study of Tata Group, an Indian global aggregate holding organization headquartered in Mumbai, established in 1868 by Jamsetji Tata. Read more about it in detail in this article.
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.
Tata Group Companies
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 several chairmen noted to work for Tata Group. The list of Tata Group’s Chairman is given below:
Jamsetji Tata 1868 – 1904
Jamsedji Tata 1868 – 1904
Born on 3 March 1839, Jamsetji 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 Jamsetji 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 Jamsetji Tata left the world on 19 May 1904, at the age of 65.
Sir Dorabji Tata 1904 – 1932
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
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
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
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 period between October 2016 and 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).
Ratan Tata passed away on October 9, 2024, at the age of 86. He had been admitted to the Hospital due to age-related health issues and to manage his blood pressure.
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 did not acknowledge the history of the Tata Group and was keen on developing the firm in his 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 favor of Ratan Tata and dismissed the rumors of Cyrus Mistry being 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
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 who 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 to restore 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.
The 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.
Leadership
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.
Tata Company’s Main Business Sectors
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, and 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.
The organization emphasizes the 4Ps (Product, Price, Place, Promotion) which exude Tata Group’s advertising methodology.
Product
Tata Group Products
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 more than seventy brands which take into account twenty-eight separate businesses.
Price
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.
Which TATA Company Earns the Most
Place
Tata gathering is available in more than eighty-five nations more than 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.
Promotion
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 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 B2B in nature; they don’t enjoy mass advancements. Since this is a helpful showcasing of the brand, here are the other three Ps that form the 7Ps advertising blend of Tata Group.
People
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 responsible 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.
Procedure
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 all 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. Tata 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.
FAQs
Who is the founder of Tata Group?
Jamsetji Tata is the founder of Tata Group.
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, Tata Consultancy is the most profitable company in the Tata Group in 2023.
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.
What is Tata’s first business?
Jamsetji Tata started the business in 1868 as a commerce company and later expanded into other industries.
According to a statement released by the American chipmaker on 18 September, Analog Devices (ADI) and the Indian giant Tata Group have inked a pact to examine the possibility of manufacturing semiconductor goods in India.
To construct India’s first semiconductor production facility in the state of Gujarat and a chip-assembly and testing facility in the state of Assam, the electronics-manufacturing arm of the 156-year-old business, Tata Electronics, intends to invest a total of $14 billion.
At the beginning of this year, India gave its approval for the construction of the semiconductor plant owned by the Tata Group.
According to a statement released by Analog Devices, Tata Electronics, and Autodesk want to investigate the possibility of manufacturing ADI’s products in the facility located in Assam and the manufacturing plant located in Gujarat that belongs to Tata Electronics.
Prime Minister Pushing to Make India a Hub of Semiconductor Manufacturing
In the past, the Prime Minister of India has expressed his desire to establish India as a global centre for the design, production, and development of technology related to semiconductors. He has previously indicated that the semiconductor business in India is on the verge of a revolution, and that the industry is going to undergo a transformation as a result of breakthroughs.
“India as it exists today instills confidence in the rest of the globe. It is possible to place an investment on India while the chips are down,” he said.
For the semiconductor manufacturing industry around the world, which is currently experiencing a churn as a result of increasing tensions between the United States and China, Modi’s comments came at a crucial time. There is a chance that prominent chip makers like Taiwan would be targeted, which might create chances for countries like India, which has significantly increased its capacity to produce semiconductors domestically.
In the beginning of this month, the state of Maharashtra has announced that Adani Group and Tower Semiconductor, which is based in Israel, would come together to invest $10 billion in a chip project. Additionally, the semiconductor division of the infrastructure company Larsen & Toubro, which is responsible for the design of semiconductors for automobiles, intends to construct a factory in the future as well.
Specifications of the Deal
ADI’s products will also be utilised by Tata Motors in the production of electric vehicles, as well as by Tejas Networks in the development of their telecom infrastructure, according to the firms.
The companies did not provide any information regarding the products that would be manufactured in India or the products that Tata would want to use.
There have been announcements made by multinational corporations such as NXP Semiconductors and Micron regarding their intentions to invest and construct facilities in the country.
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Online grocery shopping is fast gaining popularity among Indians. According to a Redseer report, India’s online grocery retail market is all set to touch $10.5 billion by 2023. A company that holds a huge share of this fast-growing market is BigBasket.
Founded in 2011 by the dot-com bubble survivors V.S. Sudhakar, Hari Menon, V.S. Ramesh, Vipul Parekh, and Abhinay Choudhari, Supermarket Grocery Supplies Pvt. Ltd., trading as BigBasket, became a household name soon after it came into existence.
Headquartered in Bengaluru, BigBasket is currently known as one of India’s largest online grocers and offers an impressive selection of products from over 1,000 brands, delighting over 6 million satisfied customers.
In May 2021, Tata Group became the BigBasket’s owner by acquiring a majority stake of 64% in the company. Tata Sons has acquired a majority stake in BigBasket, putting the Indian conglomerate in a direct race with e-commerce players Amazon, Walmart, Flipkart, and Reliance Industries. The stake was bought by Tata Digital Limited, a unit of Tata Sons.
In this article, you can find detailed information about BigBasket, including the company’s founders, history and journey, business model, revenue, funding, acquisitions, and more.
BigBasket Company Details
Startup Name
BigBasket
Headquarter
Bengaluru, Karnataka, India
Industry
E-commerce, Grocery, Grocery Delivery
Founders
V.S. Sudhakar, Hari Menon, V.S. Ramesh, Vipul Parekh, Abhinay Choudhari
BigBasket is into delivering everyday cooking essentials like ghee (clarified butter), diced coconut, fragrant basmati rice, and more, amounting to a total of over 40,000 items, along with other household products ranging from bread to laundry detergents for the customers to shop from. The company gets all of them delivered to their doorsteps. The target motive of the company is to enable the ease of grocery shopping online to avoid traffic and the drudgery of supermarket visits.
To explore new opportunities, the company has also launched 3 new businesses – bb Daily, bb Instant, and bbnow.
bb Daily isa subscription-based service that allows customers to order milk and fresh groceries. With this platform, the customers have to place the order before 10 PM, and they eventually get the goods delivered between 5 AM – 7 AM the next day.
bb Instant is BigBasket’s unmanned vending machine that is mostly available in corporate offices, tech parks, and apartment buildings in Tier I cities.
bbnow, the rapid grocery delivery service by BigBasket, allows you to order daily essentials like fruits, vegetables, cooking necessities, and household items and have them delivered to your doorstep within just 15-30 minutes.
BigBasket has also launched Fresho stores, which is currently serving as the first offline retail store of BigBasket that has already been opened at Basaveshwar Nagar in Bangalore. These BigBasket stores are technology-driven, self-service stores for customers.
BigBasket – Founders and Team
BigBasket was founded by V.S. Sudhakar, Hari Menon, V.S. Ramesh, Vipul Parekh, and Abhinay Choudhari in 2011. Prior to BigBasket, the founders also founded Fabmart.com, an online platform that sold books, toys, and groceries in the year 1999. Fabmart was sold to a grocery chain in 2006.
Big Basket Founders
V.S. Sudhakar
BigBasket Co-founder V S Sudhakar was the CEO of Planetasia. He has vast experience working in the IT sector.
Hari Menon
BigBasket CEO Hari Menon comes with vast experience in diverse fields. Prior to Big Basket, Menon was the CEO of Indiaskills, the Vocational Education joint venture of Manipal Group with City & Guilds, UK. An alumnus of BITS Pilani, Hari Menon also worked as the Country Head at Planetasia, one of India’s first Internet services businesses. Hari also held top positions with IT majors like Wipro Infotech.
V.S. Ramesh
V.S. Ramesh is theHead of Logistics & Supply Chain at BigBasket. An Electronics Engineering graduate from Karnataka University, V.S. Ramesh has over 21 years of experience in the Indian Navy handling Operations and Logistics. Ramesh is an Electronics Engineer, who earlier co-founded Fabmall.
Vipul Parekh
Vipul Parekh is the Head of Finance & Marketing at BigBasket. Vipul is an alumnus of IIM Bangalore and worked witha range of companies holding key leadership positions including Wipro Limited and Trinethra Super Retail Ltd. He also worked with Peepul Capital Advisors Pvt Ltd., a leading Private Equity Fund as an Investment Director. Parekh also co-founded Fabmall before co-founding BigBasket.
Abhinay Choudhari
Abhinay Choudhari was the Head of New Initiatives at BigBasket along with being a Co-founder. Abhinay is anIIM Ahmedabad alumnus. Besides working with leading IT companies like iGATE & Infosys, Abhinay also founded Stylecountry.com, one of India’s first online fashion retail stores. Stylecountry.com had to be closed down as it did not turn out to be profitable.
Abhinay Choudhari has taken a silent exit from BigBasket on August 5, 2021. Soon after Tata acquired BigBasket in May 2021, Abhinay decided not to continue working in the same firm, which he finally managed to do in August. As a parting note to his employees, Choudhari has mentioned that he left BigBasket only to build another company from scratch due to “the start-up itch” that has been growing in him for nine years. Choudhari hinted to “solve another equally painful chore for many Indian households” in the form of a new business that he will found. Next, he will be looking forward to an online laundry business, as per reports.
TN Hari, who served as the Chief Human Resources Officer (CHRO) at BigBasket for 7 long years, has let people know that he has decided to do something different via his Linkedin handle. TN Hari, in his career with BB, which has now found a new, safe home with the Tata Group acquisition, has already spent 20 years in the Indian startup ecosystem. During these years, he boasts of wearing many different hats as an Angel Investor, Advisor to other VC Firms, Mentor at Startup Accelerators, Sounding Board to Founders, Author, and Columnist. Hari has also revealed that he has been a part of 5 startups to date, 3 out of which have already turned into unicorns. TN Hari has also been identified by Linkedin as one of the top voices of India for 3 consecutive years. Establishing the Artha School of Entrepreneurship is the new goal of this top executive of BB. The mission of Artha would be to accelerate the “journeys of the entrepreneurs in scaling their ventures and contributing to economic and social prosperity of their communities.”
RainCan, which was originally a daily essential subscription-based startup, later acquired by Big Basket in 2018, was eventually rebranded as BBDaily.
BigBasket currently boasts of being a 5000+ strong company.
BigBasket – Startup Story | How BigBasket Started?
All of this began when the BigBasket founders decided to exploit the experience they got after the massive failure of the dot com bubble. Hence, they decided to create a unique website that was never done before. All the founders of Big Basket had garnered relevant experiences in eCommerce when they created Fabmart.com.
Fabmart.com was an online platform that sold books, toys, and groceries in the year 1999. Back then, only within a few months, they realized that not just our country but the whole world was not ready to take this buzz of digitization. In the year 2006, Fabmart was merged with a brick-and-mortar grocery chain and the founders ended up selling their startup for a lump sum amount.
Then came the golden year of 2011, when the team reunited and started re-evaluating the idea of again coming up with something new and exciting. Despite all the criticism they had received back in 1999, they stood very strong on the fact that the time to do something that’d put them on the map was then. In 2011, the smartphone market was booming and anything and everything was available except groceries, of course, and that right then was their Eureka moment.
BigBasket used to fulfill its orders by purchasing products from Metro Cash and Carry stores, prior to setting up its first warehouse.
“We had people in the Metro stores, literally operating that as our warehouse” says Hari Menon, Co-founder & CEO of BigBasket.
BigBasket – Name, Tagline, and Logo
BigBasket Logo
Supermarket Grocery Supplies Pvt. Ltd., trades as “BigBasket,” the name of which is drawn from the idea of shopping baskets, which the company extends to their customers online.
The recent tagline of the brand reflects “Har Din Sasta.”
BigBasket – Business and Revenue Model
BigBasket’s private label business is driven by lower prices and higher margins. Roughly 35% of the revenue comes from private labels. The aim here is to fill the gap in distinct categories like organic food, and high-end consumer products, to name a few. Also, the company offers a lower price point for staples and fruits and vegetables. They also provide idli/dosa batter on their online platform, which is very rare and does not have a lot of competition.
Moreover, on the B2B side, BigBasket serves its private label to about a thousand Kirana stores, huge corporates, and HoReCa (hotels, restaurants, cafes). Regarding Big Basket’s Business Model, Big Basket follows both the ‘inventory model’ and ‘the hyper-local model’.
Under the inventory model, the company buys products from leading suppliers like P&G, HUL, mills, farmers, etc., stores the products in warehouses, and supplies the same to the customers on order. In the case of perishable goods, BigBasket further has tie-ups with local farmers and suppliers from whom it procures the goods as per orders and supplies the same to the customers.
Under the ‘hyper-local model’, BigBasket has a tie-up with 2000+ grocery stores across India to deliver products within one hour from the neighborhood.
With the opening of its physical store, Fresho, BigBasket is also a step ahead in the physical grocery space, which is soon expected to be a revenue generator for the company.
BigBasket – Startup Challenges
One of the main challenges of any startup in India is getting the customers to try the service first since the resistance level is really high. This is followed by retaining these consumers despite all the other factors in the market like competitors, local vendors, and buying habits, which were there for BigBasket too.
Also, since it was one of a kind startup dealing with groceries, which was never the case before, it took a while for the consumers to place trust in a brand like BigBasket and start using its services.
Data Breach Issues
Online grocery store BigBasket faced a massive data breach in November 2020 as the company had allegedly leaked the data of over 2 crore users on the dark web. BigBasket, funded by Jack Ma-owned Alibaba Group, Mirae Asset-Naver Asia Growth Fund, and CDC group has filed a complaint in this regard with Cyber Crime Cell in Bengaluru.
According to media reports, Cyble, a cyber intelligence firm, informed that the grocery e-commerce platform BigBasket leaked data including names, email IDs, password hashes, contact numbers, addresses, etc, on the dark web. Also, Cyble informed that a hacker had put the data on sale for over Rs 30 lakh.
Reacting to this, BigBasket said: “A few days ago, we learned about a potential data breach at Bigbasket and are evaluating the extent of the breach and authenticity of the claim in consultation with cybersecurityexperts and finding immediate ways to contain it. We have also lodged a complaint with the Cyber Crime Cell in Bengaluru and intend to pursue this vigorously to bring the culprits to book.”
Bengaluru-based BigBasket also ensured that the confidentiality and security of customers are their priority and it does not store any financial data (including credit card numbers) etc and is positive that this financial data is secure.
“The only customer data that we maintain are email IDs, phone numbers, order details, and addresses so these are the details that could potentially have been accessed. We have a robust information security framework that employs best-in-class resources and technologies to manage our information. We will continue to proactively engage with best-in-class information security experts to strengthen this further,” the statement by BigBasket read.
Cyble also claimed that the breach may have occurred on October 30, 2020, and it has already informed Bigbasket about it.
BigBasket has raised a total of $1.5 billion in funding over 20 rounds. The latest funding for the company was raised on December 21, 2022, when BigBasket raised $200 million from its majority stakeholder, Tata Digital. This funding round raised BigBasker’s valuation to $3.2 billion.
Here are the details of the latest funding raised by Big Basket:
Date
Stage
Amount
Investors
December 21, 2022
Venture Round
$200 million
Tata Digital
June 2, 2022
Venture Round
$45 million
Supermarket Grocery Supplies
April 13, 2022
Venture Round
$121 million
Supermarket Grocery Supplies
April 15, 2020
Debt Financing
$51.8 million
Alibaba Group
April 9, 2020
Venture Round
$60 million
Alibaba Group
July 2019
Debt Financing
$14 million
Trifecta Capital
May 2019
Series F
$150 million
Mirae Asset-Naver Asia Growth Fund
January 2019
Venture Round
–
Growth Story
February 2018
Series E
$300 million
Alibaba Group
October 25, 2017
Venture Round
$4.3 million
Helion Ventures Partners
October 10, 2017
Debt Financing
$838.1K
Trifecta Capital Advisors
October 1, 2017
Venture Round
$5 million
Bessemer Venture Partners
September 2017
Series E
$280 million
Alibaba Group, Paytm Mall
March 2017
Debt Financing
$6.9 million
Trifecta Capital Advisors
March 2016
Series D
$150 million
Abraaj Group
August 2015
Series C
$50 million
Bessemer Venture Partners
September 2014
Series B
$33 million
Helion Venture Partners
April 2014
Bridge Round
$3 million
Singapore-based private investor
March 2012
Series A
$10 million
Ascent Capital
BigBasket – Acquisitions
Big Basket has made 6 acquisitions to date. Their most recent acquisition was of Agrima Infotech, which the company acquired on February 19, 2022. The Tata-owned online grocery delivery platform has acquired the enterprise business segment of the Kerala-based deep tech company. This deal would allow the company to implement the unique computer vision technology platform, Psyight, at the self-checkout counters of the retail stores of BigBasket. Psyight behaves as a food recognition platform that is powered by the all-new computer vision technology to differentiate raw, cooked, and packaged food items, which will help its parent ahead.
DailyNinja was last acquired startup by BigBasket and the deal was materialized on Mar 24, 2020.
In June 2015, the company acquired ‘Delyver‘, an online platform that connects offline retailers with customers in a neighborhood. In October 2018, Big Basket acquired ‘Raincan‘ a subscription-based service provider for morning and breakfast essentials, headquartered in Pune. In October 2018, Big Basket also acquired ‘KWIK24‘ a company that manufactures and designs smart vending machines. On October 19, 2018, Big Basket announced the acquisition of the Bangalore-based startup ‘Morning Cart‘. Morning Cart is a daily essential ordering platform.
Here are the details of the Acquisitions by BigBasket:
Acquired
Date
Agrima Infotech
February 19, 2022
DailyNinja
March 24, 2020
Morning Cart
October 19, 2018
KWIK24
October 19, 2018
Raincan
October 18, 2018
Delyver
June 12, 2015
BigBasket – Growth and Revenue
Tata Digital’s acquisition of controlling stakes in BigBasket in May 2021 has played a pivotal role in fueling the company’s growth trajectory.
BBNow
BBNow marks a significant game plan for BigBasket’s growth strategy. Officially launched in Bengaluru, this quick-commerce service enables lightning-fast grocery deliveries to customers within 15–30 minutes, catering to the urgent needs of its existing customer base. With BBNow, BigBasket aims to further solidify its position in the e-grocery market and tap into the increasing demand for rapid and convenient grocery delivery services. The introduction of BBNow allows the company to compete more effectively with other quick-commerce players like Swiggy Instamart and Zepto, presenting exciting growth opportunities for BigBasket in the fast-paced and competitive market landscape.
Fresho
BigBasket launched its first physical store, “Fresho” in Bangalore, in the last week of October 2021, as confirmed via an internal company email. The mentioned store has been open to the customers of Bangalore’s Basaveshwar Nagar since October 25, 2021, according to BigBasket co-founder VS Sudhakar, who informed the same to all the employees of the company. While writing about Fresho in his email, Sudhakar described the opening of the store, which is currently operational from 8 in the morning to 9 in the night, as an “extremely key, strategic initiative.”
BigBasket User Acquisition
BigBasket’s mobile app is currently accessed by over 6 million customers across the country, being operational in 26+ cities in India.
An interesting strategy that BigBasket follows to attract customers is that the company keeps into account the varied needs and different shopping habits of its customers belonging to different cities. The amount of attention the founders paid to little details put them in a competitively better position.
The team did their planning city-wise. They increased the number of leafy greens in Mumbai, supplied a special kind of rice (called Sona Masoori) in Bangalore, and went as far as providing eight different kinds of eggplants to picky customers. All in all, the company ensured its quality was nothing short of perfection.
Timely delivery is the essence of online shopping hence the team put a focused approach to this. They devised a model of customized software that automatically guides drivers to their destinations and helps the company achieve a near-perfect on-time rate. Late deliveries earn customers a 10% discount. Missing items are refunded at a cost that is 50% of whatever the item cost is.
BigBasket Financials
Bigbasket Financials
FY23
FY24
Operating Revenue
INR 9468.5 crore
INR 10061.9 crore
Total Expenses
INR 11284.7 crore
INR 11515 crore
Profit/Loss
INR -1785 crore
INR -1415 crore
BigBasket Financials FY24
BigBasket’s operating revenue increased by about 6.3% from FY23 to FY24, growing from INR 9,468.5 crore to INR 10,061.9 crore. Total expenses rose by around 2%, from INR 11,284.7 crore in FY23 to INR 11,515 crore in FY24. The company’s losses decreased by roughly 20.7%, from INR 1,785 crore in FY23 to INR 1,415 crore in FY24.
Bigbasket
FY23
FY24
EBITDA Margin
-14.02%
-9.39%
Expense/₹ of Op Revenue
Rs 1.19
Rs 1.14
ROCE
-51.37%
-70.62%
BigBasket’s B2C arm reported revenue from operations of INR 7,434 crore in FY23, reflecting a modest 4.8% growth compared to FY22 when the company’s revenue stood at Rs 7,095 crore.
In FY23, BigBasket’s B2C arm witnessed an 89% surge in losses, reaching Rs 1,535 crore, compared to Rs 813 crore in FY22.
Total expenses for the B2C arm increased by around 13% from Rs 7,929 crore in FY22 to Rs 8,998 crore in FY23. This rise in expenses was primarily attributed to higher employee benefit expenses, finance costs, and other miscellaneous expenses. Specifically, Innovative Retail spent Rs 916 crore on employee benefits in FY23, representing a 24% increase compared to Rs 739 crore spent in FY22.
BigBasket – Partnerships
Some of the BigBasket partnerships include:
Bigbasket partnered with Uber on April 3, 2020, where Uber’s driver-partners sought an association with the former to help the company deliver everyday essentials to its customers and others during the pandemic onslaught. Bengaluru, Hyderabad, Chandigarh, and Noida were the first four cities to witness the same.
BigBasket partnered with Rajasthan Royals on September 16, 2020, who was declared as the official partner of the IPL team for the 2020 edition of the Indian Premier League.
BigBasket also became a partner with the New Zealand Trade and Enterprise on October 19, 2021, to deliver food products and groceries in India.
BigBasket – Awards and Recognitions
Among the major awards and recognitions that BigBasket won are:
BigBasket is recognized as one of the ‘Top 50 India’s Best Companies To Work For – 2023’ by Great Place to Work® India.
BigBasket ranked in the ‘Top 3 Best Places to Work’ in E-commerce and ‘India’s Best Workplaces in Retail’ for the third consecutive year in 2023.
It was declared the ‘Retail and eCommerce App of the Year’ at YourStory’s AWS Mobility Awards in 2017.
Owler has conferred upon BigBasket CEO Hari Menon the Top Rated CEO Award in 2017.
The company was placed 2nd at the Global E-Commerce Award ceremony hosted by Ecommerce Europe in Barcelona.
BigBasket Co-founder Abhinay Choudhari was awarded the IIMA Alumni Young Achievers’ Award.
BigBasket – Competitors
Despite growing at an increasing rate, BigBasket faces cut-throat competition in the market. Some of the major competitors of BigBasket are:
Though these players are acquiring strong market standing with time, the company tends to stand fit and fine and win the market with its large and ever-increasing consumer base. BigBasket is now doubly strong under the management of Tata.
BigBasket – Future Plans
As per reports, BigBasket plans to raise $80-100 million in debt and equity to drive business ambitions.
BigBasket has strong plans of retaining its post as the largest grocery delivery platform in India. So, the plan is to set up warehouses in all 26 operating cities of India to bring down the delivery time to 3 hours.
Big Basket has launched Fresho stores, and opened the first of their kind in Bengaluru, thereby entering the offline retail market. According to BigBasket’s co-founder and CEO Hari Menon, the goal is to achieve Rs 12,000 crore in sales by 2026 through 800 Fresho stores spread across 10 tier-1 cities.
As part of its future plans, Tata-owned BigBasket is considering launching an initial public offering (IPO) by 2025.
FAQs
What is BigBasket?
BigBasket is an Indian online grocery delivery service founded in 2011 and headquartered in Bangalore, offering a wide range of products delivered to customers’ doorsteps.
Who is BigBasket’s owner?
BigBasket is owned by the Tata Group.
Who are BigBasket’s founders?
BigBasket was founded by V.S. Sudhakar, Hari Menon, V.S. Ramesh, Vipul Parekh, and Abhinay Choudhari.
What is bigbasket bbnow?
bbnow, the rapid grocery delivery service by BigBasket, allows you to order daily essentials like fruits, vegetables, cooking necessities, and household items and have them delivered to your doorstep within just 15–30 minutes.
What is Bigbasket Wallet?
The Bigbasket Wallet is a pre-paid credit account that is associated with your Bigbasket account. This prepaid account allows you to pay a lump sum amount once to Bigbasket and then shop multiple times without having to pay each time.
In the glittering realm of Indian jewelry, Tanishq stands as a crown jewel, not just for its exquisite craftsmanship but also for its revolutionary journey of disrupting and dominating the gold market. Its tale is a compelling case study in innovation, market penetration, and understanding the cultural pulse of a nation.
The Tanishq journey began with the establishment of Titan in 1984. Originally focusing on watches, Titan quickly recognized the immense potential within the Indian gold market. The inception of Tanishq can be traced back to 1994, marked by the launch of 18k gold watches adorned with precious stones. Evolving swiftly, it transformed into a distinguished 22K jeweler renowned for its exquisite range of gold and diamond jewelry. The name Tanishq, crafted by Mr. Xerxes Desai, marries ‘Tan,’ signifying the body, with ‘Nishk,’ denoting a gold ornament. The first cutting-edge jewelry factory was established in Hosur, Tamil Nadu, featuring a dedicated karigaar park.
In 1996, Tanishq faced a critical juncture with dwindling sales and escalating losses, threatening closure. However, resilient and armed with innovative strategies, the brand staged a remarkable turnaround, culminating in an impressive annual revenue of three billion dollars last year.
Before Tanishq’s entry, the Indian gold jewelry sector was predominantly unorganized, characterized by numerous small local jewelers neglecting intricate designs and craftsmanship. Tanishq aimed to fill this void by producing intricately detailed gold jewelry that resonated with Indian consumers.
We realized that gold buying in India was an emotional experience, often shrouded in uncertainty,” explains Rajesh Ramesh, former CEO of Tanishq. “We aimed to build trust and transparency, making gold a more accessible and aspirational asset.
Income of Titan Company Limited From Jewelry From Financial Year 2015 to 2023
Bridging the Gap Between Tradition and Trendsetting
While embracing modernity, Tanishq never lost sight of its cultural roots. It was understood that gold held immense sentimental value in Indian households, often passed down through generations. To bridge the gap between tradition and trendsetting, Tanishq created collections that were both contemporary and rooted in classic Indian motifs.
We didn’t want to alienate our core audience, states Mr. Ramesh. We offered designs that resonated with their cultural understanding of beauty while introducing them to fresh silhouettes and styles.
Innovation as the Guiding Light
Tanishq didn’t shy away from pushing boundaries. It revolutionized the gold buying experience with initiatives like Karatmeter, a device that allowed customers to verify the purity of gold instantly. It launched innovative schemes like Dhanvarsha, a gold accumulation plan, and introduced online gold-buying platforms, making buying and owning gold easier than ever.
We constantly strive to innovate. Technology and customer convenience are at the heart of our every decision, says Mr. Ramesh.
Tanishq’s Karatmeter
The Power of Storytelling and Emotional Connect
But Tanishq’s success goes beyond product and design. It mastered the art of storytelling, weaving emotional narratives around its campaigns. From celebrating life’s milestones like weddings and festivals to portraying gold as a symbol of empowerment and achievement, Tanishq tapped into the deepest desires and aspirations of its audience.
“We connect with our customers on an emotional level,” shares Mr. Ramesh. “We understand that gold is more than just an ornament; it’s a symbol of love, tradition, and hope.”
The Superwoman | Tanishq
The Midas Touch of Market Penetration
Tanishq’s relentless focus on quality, innovation, and emotional connection translated into unparalleled market penetration. It expanded its reach from a single store in 1955 to over 300 stores across India today. It successfully entered Tier II and Tier III cities, catering to the rising aspirations of a burgeoning middle class.
“We didn’t limit ourselves to metros,” emphasizes Mr. Ramesh. “We recognized the potential in smaller towns and cities, and created offerings that catered to their specific needs and preferences.”
A Legacy of Disruption and Domination
Today, Tanishq stands as a behemoth in the Indian gold market, having redefined the way gold is perceived and purchased. Its journey is a testament to the power of innovation, emotional connection, and a deep understanding of its cultural context. It disrupted an age-old industry, not through brute force, but through intelligent strategies and a genuine desire to create a better gold buying experience for every Indian.
As Mr. Ramesh aptly concludes, “Tanishq’s success is not just about selling gold; it’s about building trust, celebrating tradition, and empowering individuals to own a piece of the golden dream.”
The analysis of Tanishq’s rise to dominance in the Indian gold market, highlighting its key strategies:
Focus on innovation and quality control: Implementing modern manufacturing and stringent quality measures
Bridging tradition and trendsetting: Creating designs that resonate with both cultural heritage and contemporary aesthetics
Embracing technology and customer convenience: Introducing Karatmeter, Dhanvarsha scheme, and online gold buying platforms
Emotional storytelling and brand connect: Weaving narratives around gold as a symbol of love, tradition, and achievement
Strategic market penetration: Expanding reach to Tier II and Tier III cities and catering to diverse needs
We continue this foray to gain insight into the Indian businesses that have not only sustained through the years but have successfully stayed relevant in a continuously changing market scenario. This is a brief look at those Indian companies and the feeling of pride they instill in the citizens of this country.
Touted as one of India’s most valuable private enterprises, it was founded as a partnership firm by the name of Littlewood Pallonji in 1865. The firm’s first-ever project was to construct a pavement on Girgaum Chowpatty in the city of Mumbai. This was swiftly followed by being a part of reservoir construction on Malabar Hill. This reservoir has supplied water to the city of Mumbai for over a century. Over the years the company went on to build the famous Brabourne Stadium in Mumbai and the Jawaharlal Nehru Stadium in Delhi as well as the Mumbai Central Railway Station. Shapoorji Pallonji has also built the Barakhamba Underground Station in Delhi and Providence Stadium in Guyana.
A company that began its business operations as a construction firm has now grown to include real estate, textiles, engineered goods, home appliances, shipping, publications, power, and biotechnology. It has expanded its footprint to more than 50 countries across Europe, America, and Australia. It also has a significant presence in the Middle East and Africa. It now delivers end-to-end solutions in Engineering and Construction, Infrastructure, Real Estate, Water, Energy, and Financial Services.
The Shapoorji Pallonji Group has two listed companies – Forbes & Company Ltd and Gokak Textiles. Apart from these, the Group also operates various other subsidiaries and companies under its umbrella.
Forbes & Company Ltd
Erstwhile Forbes Gokak Limited was established in 1767, and the management of the company eventually moved into the hands of the Shapoorji Pallonji Group. It is an engineering company and listed on the Bombay Stock Exchange since the year 1919.
Gokak Textiles
Established in the year 1887, the company is a specialist manufacturer of grey yarn and one of India’s largest exporters. It also supplies bamboo textile towels including other products.
SP Engineering & Construction
The company’s business operations include end-to-end solutions in engineering and construction within India.
Shapoorji Pallonji Business Empire (150+ Years) | How big is Shapoorji Pallonji Group?
Eureka Forbes Limited
A well-known household name, the company is engaged in making water purification devices, vacuum cleaners, air purification systems, and home security products.
SP Investment Advisors
This company is a synergistic expansion to the group’s existing real estate development and contracting businesses. This business allows the group to offer services as a fully integrated real estate development and investment advisory platform.
SP Oil & Gas Pvt. Ltd.
The company is a designer, fabricator, owner, and operator of cutting-edge floating technologies within the country.
SP Real Estate
The company is a well-known and well-regarded business operator within the real estate sector of India. Its business operations include creating opulent skyscrapers, affordable housing, and functional workspaces.
Apart from these, the other subsidiary companies include Shapoorji Pallonji Ports Ltd, Afcons Infrastructure, Forvol International Services, Sterling & Wilson, SD Corporation, Oman Shapoorji Co., and NextGen Publishing.
Jamsetji Tata, sometimes referred to as the ‘Father of Indian Industry’ founded the Tata Group in 1868, headquartered in Mumbai. Its beginning was as a humble trading house. A few years later, in 1874, he established a textile mill in Nagpur, which was the turning point for him and the business. This was followed by Jamsetji building the famous Taj Mahal Hotel, Colaba in 1903, which became the first hotel with electricity in British India. Tata Steel, erstwhile TISCO, was established by Dorabji Tata in 1907. The year 1932 also saw the founding of Tata Air Services which was later renamed as Tata Airlines.
Over the years, the company recognized the changing market and consumer scenario as well as advancing technology and re-invented its business operations to include and expand into newer ventures. It has slowly and steadily grown to become India’s largest conglomerate with products and services in more than 150 countries. The group’s business operations span 100 countries across 6 continents. With the group’s annual revenue recorded as USD 128 billion in FY 2021-22, each of the Tata Group companies functions individually under its board of directors and shareholders. The philanthropic trust, Tata Trust controls 66% of the holding company Tata Sons.
Of the Tata Group’s many and varied companies, 29 companies are publicly listed with a combined market capitalization of USD 311 billion as of March 2022. The affiliated companies of the Tata Group include –
Tata Advanced Systems
The company is engaged in the Aerospace and Defense sector
Tata International Group
This company’s business operations include leather products and global trading through various subsidiaries
Tata Consultancy Services
This is the information technology arm of the group
Tata Elxsi
Similar to TCS, this is also the information technology arm of the group
Tata Steel
The name of the company is self-explanatory as to the nature of the business
Tata Electronics
The business operations include Electrical and Electronics
Tata Power
This company too operates in the Electrical and Electronics sector
Tata Projects & Tata Consulting Engineers
Both these companies individually operate in the engineering space
Tata Housing, Tata Realty & Infrastructure, and Hemisphere Props
The Real Estate arm of the Tata Group is handled by these three companies.
Tata Motors
The company is engaged and operates in the automotive sector
These companies work in the financial services sector.
Indian Hotel Company, Taj Air, Air Asia India, Air India Limited, and Vistara
These companies operate in the Travel and Tourism sector.
Tata Communications, Tata Teleservices, Tata Play –
The telecom and media sector is successfully traversed by these companies.
Tata International, Tata Industries Ltd., And Panatone Finvest
These are the companies that are engaged in the trading and investments business.
Tata Digital
It operates in the digital space.
Over the years, the Tata Group has also acquired many businesses within the group’s fold and has helped establish and finance several research, educational, and cultural institutes within the country. Some of these institutes are the Indian Institute of Science, Tata Institute of Fundamental Research, National Center for Performing Arts, Tata Memorial Hospital, Tata Cancer Hospital, etc.
Dr. S. K. Burman founded Dabur Ltd., in the year 1884. He was a qualified physician and an Ayurvedic practitioner who formulated Ayurvedic medicines for illnesses like cholera, constipation, and malaria. He went on to mass-produce his ayurvedic formulations and sell them under the brand name Dabur, a name he earned from his patients.
It was C. L. Burman who first set up the company’s Research and Development unit and his grandson G. C. Burman moved the company’s headquarters from erstwhile Calcutta to Delhi due to an unpleasant workers’ unrest. The company was among one of the first businesses in India that separated family ownership from management as they successfully handed over the management of the company to professionals in the year 1998. In the year 1997, the company set up a wholly-owned consumer goods subsidiary called Dabur Foods. Under Dabur Foods, the group launched the popular fruit juice brand Real. Dabur Ltd. also acquired a 51% stake in the Indian spices company Badshah Masala. In the year 2003, it also demerged its pharmaceutical business and established it as a separate company called Dabur Pharma Ltd.
The current chairman Dr. Anand Burman and the vice-chairman Amit Burman are the fifth generation of the family at the helm of the company. Dabur Ltd., is one of the largest FMCG companies in the country that records 60% of its revenues from the consumer care business, 11% from the food business, and the remaining from its international business unit. The Dabur Group operates three subsidiaries called Dabur Research Foundation, Aviva India, and H&B Stores Ltd and also drives its corporate social responsibility initiatives through Dabur’s Sustainable Development Society (Sundesh).
Indian industrial history is as rich and deep as its culture and tradition. The country’s homegrown brands have traveled a long and winding road through the years and emerged successfully into a world that is driven by technology, information, and data. Part III of this article covers more indigenous brands and their journeys….
FAQs
Who is the founder of Tata Group?
Jamsetji Tata, sometimes referred to as the ‘Father of Indian Industry’ founded the Tata Group in 1868.
Who are the current chairman and vice-chairman of Dabur Ltd.?
The current chairman Dr. Anand Burman and the vice-chairman Amit Burman are the fifth generation of the family at the helm of the company.
What is Gokak Textiles about?
Established in the year 1887, the company is a specialist manufacturer of grey yarn and one of India’s largest exporters. It also supplies bamboo textile towels including other products.
Cyrus Pallonji Mistry was an Indian-born Irish businessman. He was the sixth chairperson of the Tata Group, an Indian Business Conglomerate for nearly five years. Furthermore, Cyrus Mistry was the second individual to run the corporation who did not have the surname Tata, following Nowroji Saklatwala, an Indian businessman.
Through his company, Cyrus Investments Pvt. Ltd., he held an 18.4% stake in Tata Sons. Recently, his untimely demise has left the nation in shock with many businesspeople and politicians condoling his unfortunate demise. Cyrus Mistry had a net worth of about $10 billionat the time of his death.
Let’s take a read through Cyrus Mistry’s successful journey of becoming an Indian-Irish Businessman and all the key aspects of his career, education, and many more interesting facts.
Cyrus Mistry Killed in Car Accident | PM Modi Calls it a Big Loss to the World of Commerce
Cyrus Mistry – Personal Life
Cyrus Mistry was born in Mumbai, Maharashtra, to a Parsi family, as the younger son of Indian billionaire and construction magnate Pallonji Mistry and his wife Patsy Perin Dubash. Cyrus Mistry’s father, Pallonji Mistry, was the head of the Shapoorji Pallonji Group, a multinational corporation founded in the 19th century by Pallonji Mistry’s grandfather.
The Mistry family was a part of Mumbai’s Parsi community, Zoroastrian followers who had prospered as merchants and entrepreneurs since colonial times. Both of Cyrus Mistry’s parents are Zoroastrian and have origins in India. His mother, on the other hand, was born in Ireland, and his father decided to get Irish citizenship. Cyrus has three siblings, Shapoor Mistry, his elder brother, and two sisters; Laila and Aloo. Laila is married to Rustom Jehangir, a portfolio fund manager in London. Aloo is married to Noel Tata, Ratan Tata’s half-brother.
Cyrus Mistry’s grandfather, Shapoorji Mistry, initially purchased a share in Tata Sons in the 1930s. Mistry’s father had a shareholding, which today stands at 18.4%, and it is the largest block of shares held by a single entity.
Cyrus Mistry and His Wife, Rohiqa Chagla
Cyrus Mistry married Rohiqa Chagla, the daughter of barrister Iqbal Chagla and granddaughter of M.C. Chagla, a former Minister of External Affairs of India. Iqbal Chagla also advised Cyrus Mistry on the best line of action in his legal dispute with Tata Sons. Firoz Mistry and Zahan Mistry are the sons of Cyrus Mistry and Rohiqa Chagla.
Cyrus Mistry had his formal education at the reputed Cathedral & John Connon School in South Mumbai.
In 1990, he received a Bachelor of Engineering in civil engineering from the University of London after studying at Imperial College London. Later, he attended London Business School and received an International Executive Master in Management from the University of London in 1996.
Cyrus Mistry – Career
Cyrus Mistry joined the family firm as the Director of Shapoorji Pallonji & Co. Ltd. in 1991. Three years later, he was named the group’s Managing Director. His father, Pallonji Mistry served on the board of Tata Sons.
After his father’s retirement, Cyrus Mistry joined Tata Sons’ Board of Directors in September 2006. From September 1990 to October 2009, he was the Director of Tata Elxsi Limited, and he was also the Director of Tata Power Co. Ltd till September 2006. In addition, Cyrus Mistry was the chairman of all major Tata corporations, including Tata Consultancy Services, Tata Motors, Tata Industries, Tata Steel, Tata Teleservices, Indian Hotels, Tata Global Beverages, and Tata Chemicals.
Regardless, in October 2016, the members of the Tata Sons Board agreed to dismiss Cyrus Mistry as the Chairman of Tata Sons over some disagreements with his way of handling the business of the company.
Besides serving as the Chairperson of Tata Group, Mistry was also a non-executive director at Forbes Gokak Ltd and a senior vice-president for operations and planning at Convergence Media Pvt Ltd and UTV Toons India.
Cyrus Mistry – Controversy
Cyrus Mistry Controversy with Tata Sons
Cyrus Mistry’s relationship with Tata Sons got stained when he was abruptly dismissed from his post of Chairman by the Tata Sons Board on the 24th of October, 2016.
The reason put forth by the Tata Group is that Cyrus Mistry failed to manage the company’s operations in an appropriate manner such as the dispute with NTT DoCoMo, due to which they had to decide to terminate him from the company after offering him the chance to resign voluntarily. As a result, Cyrus Mistry started a legal fight with Tata Sons.
In July 2018, the National Company Law Tribunal (NCLT), which condemns disputes about Indian firms, announced a decision in favour of Tata Sons on mismanagement claims filed by Mistry in 2016, two months after his ouster as Chairman via a vote of no confidence. This wasn’t the end, as Cyrus Mistry challenged the verdict and decided to appeal against the decision.
After his appeal against the order, the National Company Law Appellate Tribunal (NCLAT) restored Mistry as Tata Sons’ Chairperson for the remainder of his tenure in 2019. NCLAT claimed that the nomination of TCS CEO Natarajan Chandrasekaran as Tata Sons’ executive chairman was invalid. In one month, Tata Sons appealed to the Supreme Court of India against the NCLAT’s verdict. However, Mistry had remarked that he would not return to the Chairmanship of the conglomerate and instead wanted to have his membership on the company’s board. With all these happenings, the SC’s order did come in favour of the Tatas, however, they had also ruled out that Tata Sons would not use its jurisdiction under Article 25 of the Firm Law to force minority shareholders out of the company.
The legal battle continued for another two years. Finally, the Supreme Court denied Mistry’s review petitions against its own verdict in 2021, which supported the group’s decision to remove him as the chairman, in its final judgment on May 20, 2022. With this, the six-year court fight between the Mistrys and the Tata Group concluded.
Cyrus Mistry founded Tata Digital Healthcare in 2015 to offer healthcare services based on analytics and electronic medical records, as well as mobile tracking of health and wellness metrics. Tata Health is the company’s new name for its digital healthcare initiative.
Cyrus Mistry was a soft-spoken person.
He was fond of SUVs and horse racing.
Cyrus Mistry was a fitness freak who wished to live for many years.
He was a fellow member of the Institution of Civil Engineers.
Cyrus Mistry was the first non-Indian citizen to lead the Tata Group.
Cyrus Mistry set up a venture capital firm Mistry Ventures LLP in 2018 along with his elder brother, Shapoor Mistry.
Conclusion
Cyrus Mistry’s untimely death has undoubtedly seized the nation’s attention. Prime Minister Narendra Modi also expressed his grief and regarded Cyrus Mistry as a promising business leader who was greatly responsible for India’s economic growth.
FAQs
Who was Cyrus Mistry?
Cyrus Mistry was an Indian-born Irish businessman. He was the Managing Director of the construction giant, Shapoorji Pallonji Group and is most popularly known as the only non-Indian to serve as the Chairperson of India’s prominent conglomerate, the Tata Group from 2012 to 2016.
Who died in Cyrus Mistry’s car accident?
Cyrus Mistry and Jhangir Pandole died in a car accident on September 4, 2022. The car hit the road divider on the bridge on the Surya river, leading to the death of the two on spot. The car was driven by a Mumbai-based gynaecologist, Anahita Pandole.
Why was Mistry removed from Tata?
The reason for the removal of Cyrus Mistry from his position in the Tata Group was mainly due to disagreements over the running of the conglomerate.
Is Cyrus Mistry related to Ratan Tata?
Apart from being the Chairperson of Tata Sons from 2012 to 2016, Cyrus shares another relationship with Ratan Tata. Cyrus’s sister, Aloo is married to Noel Tata, who is the half-brother of Ratan Tata.
The world we live in is not an ordinary one anymore. It is a digital world and technology is ruling over it. There is hardly anyone, who is not digitally connected. Everything and everyone is online, if you are not then, you are losing a very big opportunity.
The development of technology has changed the world for the better and now almost every country is focusing on transforming itself into a digital one. Not surprisingly, India is also included in this list and focuses on reaching the goal.
Wouldn’t it be nice to have all the facilities like payment and any kind of financial transaction in just a single app? Well, thanks to the digital world and its lifestyle, we have got one sooner than we have expected. There is hardly anyone, who doesn’t know about Tata. One of the biggest Indian multinational companies, the Tata Group is not only making its presence felt in the country but the entire world. The launch of the Tata super app, Tata Neu, is another feather in the cap of Tata, which has the potential of helping the company achieve many more milestones.
The much-awaited Tata Neu super app of Tata Group was officially launched in India on April 7, 2022. Speaking on the launch of Tata Neu, Tata Group Chairperson Natarajan Chandrasekaran referred to the day of the launch of Tata Neu as “Neu Day”. The youngest member of the Tata Group, the Tata Neu app has finally been launched with 2,500+ offline stores and a customer base of over 120 million users.
In this article, we will talk about Tata Neu and how it is looking to change the face of digital India.
As mentioned before, because of technology, it is possible to have a super app. A super app is an application that provides various services that are necessary for a human to use. It includes services of a variety of apps in a single one, and that erases your worry about your phone storage.
To be specific, with the help of this app one can chat, get their financial transactions done, shop, and even book a ride. Thus, to make the country digitally strong, Tata Group has launched a super app called Tata Neu for both Android and iOS users. The company has integrated all the major services into the framework of the app, which has been launched in a mega-media blitz during IPL. The app is now leveraging the popularity of the IPL tournament and enabling cricket fans to watch the popular cricketing event in large numbers.
It had first passed the beta version, where a Tata Group employee got the opportunity to use the Tata Super App, when reported in November 2021. It then went through several rounds of tests. Tata Neu was said to make its presence known in early 2022. The Tata Neu app, which was all set to be launched in April 2022, was finally launched on April 7, 2022, to grab the swing of the IPL season. It is also important to note here that the Tata Group has also been declared as the title sponsor of IPL for 2022 and 2023, which was really indicative of the launch of its digital loyalty app of Tata. Being the “digital loyalty app”, Tata has designed it in such a way that it will be rewarding for the customers across the Tata brands, and enable them to earn reward points and redeem them.
How Tata Neu Works?
Tata Neu Super App
Whenever you click on one of these features, the app will redirect you to the cross-linked apps of Tata. The super app will integrate an array of Tata Group’s services under one umbrella, Tata Neu. In other words, the users of Tata Neu will get all Tata services, including BigBasket, where if you tap on grocery, you’ll be led to BigBasket; healthcare will redirect you to 1mg; for electronics retailing needs, you can go to Croma; enjoy all eCommerce deliveries for varied needs; get bill payment solutions with Tata Neu, buy electronic gadget via Tata Cliq, and more. If you are wondering about the other verticals – airline companies, Vistara and AirAsia, clothing chain Westside, coffee chain Starbucks, over–the–top services, and others, they are also integrated into the super app. This long-awaited all-in-one super app from the $103 bn conglomerate will help the users avail of everything that they might want via an eCommerce app, which would also stand as a fierce rival to the likes of Amazon, Walmart and Reliance Industries. Walmart, which earlier looked to invest around $25 mn in Tata Group, as per the reports of September 2020, for the development of the Tata Neu, probably might have surfaced to avoid such a situation.
Though there is not much valid information on whether the Tata Neu-Walmart has materialised, we will be continuing to hear from them and the other biggies in the ever-growing space of eCommerce for sure.
The Tata Neu app that was launched officially on April 7, 2022, will also be rewarding the users with 5% of the amount in the form of Neu coins, which will be rewarded to them on every single purchase. The value of 1 Neu coin will be equal to Re 1, which the users can redeem for shopping or any other services in the future, which will be powered by NeuPass, a loyalty membership programme that will allow the users to earn Neu coins on their purchases.
The Tata Neu website is tatadigital.com
Tata Neu – Features and Services
Tata Neu is packed with features that extend financial services, bill payment services, and eCommerce services, including grocery, fashion, beauty, electronics, and more to its users. Plus, you can also book hotels and tickets for movies.
The super app presently opens to a screen that sums up all the services that Tata Neu presently has for its customers, with the help of which, they can:
Shop, eat, travel & more
Earn rewards
Simplify payments
Tata Neu is really a one-stop-shop for the users, as Tata rightly remarks, which would help the users:
Deck their wardrobe with Tata CLiQ and Westside
Grab the latest gadgets from Croma
Get groceries from Bigbasket
Book a flight on Air Asia
Checkup their health and fitness with 1mg
Book a luxurious stay at an IHCL hotel
Order a 5-star meal on Qmin
Tata Neu App Services
Tata Neu has formulated NeuPass, which is a loyalty membership programme that helps the users earn Neu coins by shopping on the platform.
Tata Neu – Logo
Tata Neu Superapp Logo
Tata Neu – Funding
Tata Neu, which is powered by Tata Digital, has received funding of Rs 5882 crore, from Tata Sons, after it sold 2.48 cr shares to TCS, at Rs 4500 per share. This helped it receive Rs 11163 cr in liquidity. With this latest funding that came in on April 2022, the total funding that Tata Digital received from Tata Sons has become Rs 11872 cr between 2021 and 2022. The earlier reports mentioned an interim investment of up to Rs 3795.87 cr ($500 mn) for the final launch of Tata Neu and to help the super app absorb the initial cash burn issues. However, the actual investment it made, happened to be 35.46% higher than the figures reported earlier.
Tata Neu – Growth
Launched in the first week of April, Tata Neu had seen more than 2.2 million downloads already on May 12, 2022. However, Tata Neu was rated 3.9 on Google Play Store and 3.3 on Apple App Store then. Tata Neu has reportedly clocked 7 mn downloads within 7 weeks of its launch, as per the senior Tata executives in an internal magazine, as per reports dated July 13, 2022.
The NeuPass that Tata Neu is reinforced with, is helping users to earn Neu coins and is really benefitting the Tata app. This is why Tata will be looking to scale the NeuPass members to 100-150 mn in the next 2-3 years, mentioned the CEO of Tata Digital, Pratik Pal. Pal also told that Tata Neu will be having non-Tata brands too on the platform, however, they should only be from the domains that Tata has little or no presence. “Space like mobility”, as identified by Pal, fits the deal, where Tata is looking to bring in outside players.
Pratik Pal declared the main pillars on which Tata Neu stands are:
Travel and hospitality
Entertainment
Finance
Pal has mentioned that the Tata Neu app would be onboarding all of the 3 Tata Group airlines companies, which are Air India, Vistara, Air Asia India, and also the Indian Hotels Company (IHCL) onto the same. On the other hand, Tata PayPal will be gearing up to fill the space in the entertainment segment. However, the finance segment is still a growing headache for the company, and this would take more than a year to be filled up, according to Pratik Pal.
The Tata Cliq app has reportedly exited the consumer electronic space and is set to be merged with the all-new Tata Neu app. This move of Tata Group will help boost the traction of their new app. Tata Cliq, the consumer electronics category of which formed 50-55% of its business has been integrated with Croma, mentioned some of the sources, as per reports dated July 8, 2022.
Tata Neu – Challenges
In less than a day of its launch, Tata Neu has already started seeing its bit of challenges. The first of such is an alleged breach of privacy. Here are some of the challenges that Tata Neu has seen to date:
Tata Neu Employee Exits
Within just months after its launch, Tata Neu CTO Sauvik Banerjjee left the company. Banerjjee, who quit the company in the middle of July 2022, has earlier stated that he is a UK national and had planned earlier to move back to a global role. This had been decided before the launch so that he can move on post the Tata Neu launch. Though this is enough to spread a wave of concern, the company spokesperson mentioned that the Tata Neu team is “well placed to address any issues.”
Privacy Breach
A marketing professional from the Eastern Indian side of Kolkata, Ranendra Ojha, had installed the Tata Neu app only to find that the Tata super app already had his 3 addresses with them. After a brief spell of research, Ojha discovered that Tata Neu must have pulled up the details from BigBasket, another Tata-owned app for groceries. This way, he claimed that Tata must have shared all his information across the brand.
Another person based in Bangalore, also reported such instances when he found multiple addresses, which included the address of his old home, where they live no longer.
Failure in Meeting Sales Targets
Tata Neu had failed to achieve its initial target of $200 mn in gross sales in the first month of its operation. It might have clocked $120-150 mn in gross sales during the month of April when it launched in 2022.
Future Plans For Tata Neu
Tata Sons Ltd has already invested $2 billion on October 25, 2021. As per October 2021 reports, it has planned to raise $5 billion by selling the stakes for the digital venture to external investors and is still in talks with CPPIB, Softbank, Temasek Holdings, and Abu Dhabi Investment Authority for the same. The ambitious target of Tata Neu is to clock in $2-2.5 bn in sales in the first year of the Tata Neu operations
The Tata Neu platform will reportedly add outside players in segments where Tata has a less significant presence. Tata Digital CEO, Pratik Pal also mentioned that the hospitality and travel segment would eventually emerge as the next biggies.
Tata Digital has given a valuation estimate of nearly $18 bn for the digital identity. In the wake of a super app, many elusive deals and lucrative offers are bound to follow. When that comes about a curiosity among individuals will be piqued. It will revolve around the features of the Tata Neu app, all the services it provides, what deals and offers are available, and methods to go about using the app to make the most of all its bells and whistles. Tata Neu Referral code will be one among them where you will get a reward for referring the Tata Neu app to a family or friend. They will also receive rewards when using your referral to download and sign in to the app. Tata Neu is also set to offer loyalty programmes across the different brands available on the app. This will allow customers to earn points that can be used to further shop on the app. To know more about the above-mentioned information details, visit CouponsWala, where you will find blogs explaining the same along with coupons and deals.
With the presence of the super app from Tata, the way we do everything, from payments to shopping will change. One app that can provide so many different features will make our work convenient, and of course, not to forget, will save our phone storage!
In a world, that is almost completely digital now, super apps are definitely the future. The super app development and the launch of a super app like Tata Neu in the market will bring a revolutionary change in the technology industry in India. Just a matter of time, and we might see the unfolding of a new era in front of our eyes.
FAQs
What is the Tata Neu app?
Tata Group came up with the concept of super apps, where the users can get all the services provided by Tata under one app. This is known as the Tata Neu, which was launched on April 7, 2022, with the help of which one can get the services of a variety of Tata apps under a single umbrella.
How much is Tata planning to invest in Tata Neu?
Tata Sons are looking to invest over $2 billion in Tata Neu.
What is the Tata new app, Tata Neu, launch date and time?
The Tata new app, Tata Neu has been launched on April 7, 2022, during the match time of the match that was played that day between Lucknow Super Giants (LSG) and Delhi Capitals (DC) from 7:30 pm.
How many super apps will India see in the coming days?
There are numerous super apps in the making for the citizens of India. Tata Neu, Jio super app, Paytm super app, SBI super app, Flipkart super app, Google super app, Amazon super app, Whatsapp super app, and Zee5 super app, are some of the upcoming Indian super apps that will soon redefine digital India!
How are the Tata Neu app downloads done?
The Tata Neu app downloads are done simply via going Google Play Store or from Apple Store.
Kanimozhi Sivakumar
Sandhya Raju
