TATA MOTORS Global Expansion & Evolution

Executive Summary

This report critically evaluates Tata Motors’ strategic evolution and global expansion from 2004 to 2024. We examine how Tata, an Indian automotive giant, expanded through major cross-border M&A (notably the acquisition of UK-based Jaguar Land Rover in 2008), diversified its product portfolio (including trucks, buses and luxury cars), and pivoted aggressively towards electric vehicles (EVs) in recent years. Using strategic theories, the analysis applies the Ansoff Matrix, Porter’s Diamond and a PESTLE framework to assess the company’s growth strategies, national competitive advantages and macro-environmental factors. The Jaguar Land Rover (JLR) case study illustrates how the UK acquisition transformed Tata’s global presence and performance. Key challenges are identified, including intensifying EV competition and supply-chain issues. The report concludes with strategic recommendations, such as leveraging Tata Group synergies (e.g. local battery production), strengthening UK-India partnerships and accelerating innovation in new markets. References are drawn from recent industry reports, company filings and academic sources (2021-2025) to ensure currency.

Introduction

Purpose

This assignment aims to conduct a critical analysis of Tata Motors’ strategic evolution and global expansion, with a focus on its operations in the UK and beyond. In doing so, it addresses key research issues such as the impact of Tata’s cross-border M&A between India and the UK – notably the Jaguar Land Rover acquisition, the company’s push into electric vehicles, Tata EV expansion, and its competitive positioning under global industry conditions (Nath and Dwivedi, 2021).

Background

Tata Motors Limited (TML), headquartered in India, is a leading global automobile manufacturer, with a group revenue ₹4.38 lakh crore (approx. £37.6 billion) between 2018-2024 (Tata Motors Limited, 2025). It is part of the Tata Group conglomerate, and its portfolio includes commercial vehicles (CVs), passenger vehicles (PVs) and luxury brands such as Jaguar and Land Rover (Kakkar and Singh, 2023). Historically, Tata’s domestic success in trucks and cars enabled bold international moves. A landmark was the 2008-09 acquisition of Jaguar Land Rover (JLR) for $2.3 billion, marking one of the largest India-UK cross-border M&A deals (Ghalke and Mathews, 2025). Other international ventures included acquiring Daewoo’s truck unit (Korea, 2004) and European bus maker Hispano Carrocera (Hatwar, 2024; Morschett et al., 2025). Over the past two decades, Tata diversified its markets and product lines by operating in more than 125 countries, while capitalising on Tata Group’s strengths in steel supply & R&D (Anjum, 2022).

In recent years, Tata Motors has pivoted strongly towards electrification and sustainable mobility. The company is India’s no. 1 EV maker, launching multiple electric models like the Nexon EV, and targeting 30% of sales as EVs by 2030 (Manda, Yadav and Yalamarti, 2024). At the same time, Tata is leveraging its UK assets like JLR’s innovation centres, and investing in EV test facilities; for example the £250m Whitley Lab that opened in 2023 (Jaguar Land Rover, 2023). These developments are evaluated through theoretical lenses below.

Top UK Assignment Cities

Strategic Evolution (2004-2024)

Tata Motors’ strategy over the last two decades has been marked by aggressive global expansion and diversification. In the mid-2000s, Tata pursued cross-border growth via acquisitions: in 2004 it acquired Daewoo Commercial Vehicles (South Korea) to broaden its heavy truck portfolio (Hatwar, 2024), and in 2006 formed a JV with Brazil’s Marcopolo for buses (Bhat and Prabhudesai, 2022). The most transformative move came in late 2008 when Tata agreed to acquire Jaguar Land Rover (JLR) from Ford (Gupta, 2022). This deal, completed in 2009, gave Tata immediate presence in the UK automotive luxury segment. In parallel, Tata expanded domestically: it launched the ultra-cheap Nano car in 2009, and grew its CV dominance in India (Patil et al., 2024).

The 2010s saw Tata consolidating and innovating. It integrated JLR, invested in new models such as Range Rover Evoque, & Jaguar F-Pace, and entered defence vehicles (Péli, Peredy, and Vörös, 2022). Tata Hispano (Spain) was acquired fully in 2009 (Bhat and Prabhudesai, 2022), and in 2008 Tata had begun tapping China via the Chery-JLR JV (Tiwari and Roy, 2021). In 2017, N. Chandrasekaran became Tata Group chairman, and Tata Motors began aligning with group-wide digitisation (Anjum, 2022). A milestone was 2021-22 when private equity (TPG Rise) invested $1 billion in Tata’s EV subsidiary, underpinning an EV strategy (Ray and Mukherji, 2025).

From 2021 onward, Tata doubled down on electrification and product diversification. It rolled out multiple new EVs in India such as Nexon EV, Punch EV, etc., and led the Indian EV market; with 20-30% of its sales targeted by 2030 (Manda, Yadav, and Yalamarti, 2024). Internationally, Tata used JLR to spearhead EV luxury cars. JLR itself announced a £15 billion investment over five years for electrification (Hiller, 2023). Concurrently, Tata’s traditional CV business like buses and trucks, hit record profits in FY24. By 2024, Tata operated in 125 countries and reported group revenues of ₹4,37,928 crore (approx. $52 billion) (Trade Brains, 2024). The company’s strategy has thus evolved from regional market penetration to global market development and diversification, setting the stage for theoretical analysis of its actions.

Theoretical Evaluation

Ansoff Matrix Analysis

Using Ansoff’s Matrix (market/product growth strategies), Tata’s moves can be classified as follows (Figure 1 illustrates the framework):

Figure 1: Ansoff Matrix for Growth Strategies (Source: Oxford College of Marketing, 2016).

• Market Penetration: Tata strengthened its position in existing markets with existing products by expanding distribution and customer base. For example, it deepened its Indian CV market share (over 60%) and launched EV-only dealerships domestically (Tata Motors Limited, 2025).
• Market Development: Tata entered new geographies and segments. The acquisition of JLR was market development into the luxury UK/European market. Tata has also exported Indian models like the Ace pickup and Nano to Africa, Middle East and Latin America (Parsad and Prashar, 2021). Recent efforts include testing Tata EVs in global markets and partnering with local distributors (Shah and Paramasivam, 2023).
• Product Development: Tata has continually introduced new products. Tata Nano (2009) and later compact cars addressed new price segments (Patil et al., 2024). More recently, Tata launched a range of EV models like Nexon EV and Punch EV, and is now developing premium EVs such as Harrier EV, Curvv EV, and Sierra EV (Tata Motors, 2025). JLR similarly refreshed its lineup with new Jaguars and SUVs (I-Pace, XF, etc.), aligning with Tata’s emphasis on innovation (Poultney, 2021). Tata’s product pipeline now includes 10 electric cars by 2025 and nine pure-electric JLR models by 2030 (Times of India, 2021).
• Diversification: Tata pursued related diversification by acquiring businesses in adjacent industries. The Daewoo acquisition for trucks, the Hispano bus maker, and the 80% buyout of Trilix for European engineering are prime examples (Wróbel and Jędrzejowska, 2023). The JLR acquisition is a conglomerate diversification, taking Tata into luxury cars. Additionally, Tata has ventured into EV infrastructure through Tata Power, Tata Autocomp, and defence vehicles, broadening its mobility portfolio (Tiwary and Roy, 2021; Tapas and Pillai, 2022).

In sum, Tata’s strategy touches all four Ansoff quadrants. Its market development (JLR UK expansion) and diversification (new brands and technologies) have opened high-growth avenues, while product development (EVs and new models) sustains revenue growth in core markets.

Top UK Assignment Samples

Porter’s Diamond Analysis

Porter’s Diamond explains national competitive advantage through factor conditions, demand conditions, related industries, and firm strategy, also considering government and chance (Lehene, Jaradat and Nistor, 2024). Applying this to Tata Motors’ global strategy:

• Factor Conditions: India offers abundant engineering talent and low-cost manufacturing, enabling Tata to keep costs competitive in CVs and entry cars. The Tata Group also provides synergistic factors like Tata Steel’s inputs. However, India lacks deep R&D infrastructure for luxury cars; this was compensated by leveraging JLR’s UK factors of advanced design centres in Gaydon and Whitley (Nelles et al., 2024). In the UK, strong design and manufacturing capabilities in the automotive sector have supported JLR’s innovation with regard to EV test facilities (Li et al., 2024).
• Demand Conditions: India’s large domestic market demands rugged, affordable vehicles, benefiting Tata’s CV and mass-market PV segments (Bansal and Dua, 2022). A rising Indian middle class also boosts PV demand, including EV uptake (Munshi, Dhar and Painuly, 2022). In the UK and global markets, demand for luxury and technology-rich vehicles drives JLR’s strategy (Khanna et al., 2021; Liu, Chakravarty and Beamish, 2023). For instance, record Range Rover and Defender sales in FY24 reflect strong demand for high-end SUVs (Jaguar Land Rover, 2024).
• Related and Supporting Industries: Tata benefits from India’s growing component and IT sectors, for example, the Tata Elxsi for automotive design software; and its own financial services like Tata Motors Finance (Manda, Yadav and Yalamarti, 2024; Tata Motors Finance, 2025). Conversely, the UK auto cluster, close suppliers, and academic links supports JLR’s operations. Tata also tapped related industries through acquisitions, for instance Hispano’s, for its expertise in buses (Morschett et al., 2025).
• Firm Strategy, Structure and Rivalry: Tata’s corporate culture and strategy emphasise bold growth and leveraging group synergies; like Project Aalingana on sustainability (K.K. and Mukundan, 2025). Tata Motors’ structure, split into Tata Motors India and Tata Motors UK (JLR), allows focused strategies. Domestic rivalry with Mahindra, Maruti, and Hyundai drives Tata to innovate and cut costs (Malagihal, 2021). Internationally, Tata faces rivalry from global majors like GM & Ford, and emerging EV players like BYD & Tesla (Manda, Yadav and Yalamarti, 2024; Ghar, 2024). The intense competition has pushed Tata to invest in advanced EV R&D and localise batteries.
• Government and Chance: Regulatory policies have influenced Tata’s strategy. For example, India’s EV incentives and emissions norms accelerated Tata’s EV expansion by supporting electrification goals (Shah, 2022). In the UK/EU, post-Brexit trade deals, which were finally secured in 2020; remove barriers for JLR exports (Ghauri and Ott, 2022). Chance events like the 2008 financial crisis allowed Tata to buy JLR cheaply, while the COVID-19 pandemic and chip shortages presented challenges to production (Mukherjee, 2021; Frieske and Stieler, 2022).

In summary, Porter’s Diamond suggests that Tata’s advantage comes from a mix of domestic low-cost strengths and strategic international moves to access developed country capabilities. By integrating India’s scale with UK’s advanced technology and navigating government policies in both countries, Tata has built competitive global operations.

Figure 2: Strategic Timeline of Tata Motors (2004-2024). (Source: Self-Generated, 2025).

PESTLE Analysis (Tata Motors 2024)

A PESTLE analysis identifies macro-environment factors impacting Tata Motors as of 2024.

Political

Trade policies and diplomatic relations are crucial. The 2020 UK–EU Brexit deal removed export/import hurdles for JLR, significantly benefiting Tata, given that JLR accounts for approximately 80% of its group revenues (Mukherjee, 2021; Hiller, 2023). In India, government support for EVs via subsidies, tax incentives, and “Make in India” policies favour domestic manufacturing of electric cars (Mittal, Garg and Pareek, 2024). Geopolitical tensions such as India-China relations may affect Tata’s supply chain and overseas ventures (Agarwal, 2023).

Economic

Tata Motors operates in a cyclical global auto industry. After the pandemic slump, global vehicle demand has rebounded; analysts forecast an approximately 10% increase in 2021 demand (USITC, 2022; OECD, 2021; S&P Global Ratings, 2024). However, economic headwinds such as inflation & high interest rates could dampen consumer spending (Breinlich, 2021). Exchange rate fluctuations of the INR-GBP can affect Tata’s costs and JLR profits. Overall economic growth in key markets such as India, UK, & China drives Tata’s sales volumes.

Get Assignment Help for Top Subjects

Social

Consumer preferences are shifting towards sustainability and technology (Alae-Carew et al., 2022). There is rising acceptance of EVs, especially among younger buyers and fleet operators. Tata has capitalised on the Indian market’s growing eco-awareness; it captured about 62% EV market share in 2024 (Luthra, 2025). Brand image and design are also social factors; Tata has invested in improving quality and design to meet global luxury expectations; like the JLR branding for instance (Ghalke and Mathews, 2025). Demographic trends such as urbanisation & rising middle class in India, and emerging markets underpin demand for compact and electric cars (Munshi, Dhar and Painuly, 2022).

Technological

Rapid technological change is perhaps the most dynamic factor. Advances in EV batteries, software (connected cars) and autonomous driving are reshaping the industry (Abro et al., 2023). Tata has responded by investing heavily in R&D: JLR’s new £250m Future Energy Lab opened in 2023 accelerates EV development (Jaguar Land Rover, 2023). Tata’s own EV arm is deploying new platforms and working with Tata-owned Agratas to localise battery production (Agratas, 2023). Digital manufacturing and AI-driven design as in JLR’s UK tech centre support innovation. However, Tata must continuously adapt to fast-changing tech or risk obsolescence.

Legal

Stricter emissions and safety regulations influence Tata’s strategy. India’s push for 30% electric penetration by 2030 demands that Tata meet higher EV and fuel-efficiency targets (Manda, Yadav and Yalamarti, 2024). Similarly, the UK plans to end petrol/diesel sales by 2030, pressuring JLR to electrify (the Reimagine strategy calls for all-electric brands by 2030) (Hiller, 2023). Compliance with global safety standards and data/privacy laws for connected vehicles is also mandatory. Legal factors thus push Tata towards cleaner technologies and robust governance.

Environmental

Climate change concerns are central to Tata’s strategy. Tata Group has set a target of carbon neutrality by 2040 and JLR specifically aims for net-zero across its supply chain, products and operations by 2039 (Manda, Yadav and Yalamarti, 2024). Environmental regulations such as carbon taxes & fuel economy norms will continue to tighten. Natural resource constraints like semiconductor shortages or rare earth materials for batteries also pose environmental/operational risks (Shelar, 2024). Tata’s response has been to invest in sustainable mobility such as EVs, hydrogen research, and circular economy practices within the Tata group (Manda, Yadav and Yalamarti, 2024).

In summary, Tata Motors’ current strategy must navigate complex PESTLE forces. The company leverages favourable political support for EVs and rides growing demand, but faces intense competition and regulatory pressures. Its proactive investments in technology and sustainability suggest that it is aligning well with evolving macro trends.

Top Dissertation Topics UK

Jaguar Land Rover (JLR) Case Study

The Jaguar Land Rover acquisition is a cornerstone of Tata Motors’ global expansion. Acquired in 2008 for $2.3 billion, JLR immediately gave Tata entry into the UK/EU luxury car market Ghalke and Mathews, 2025. Initially, JLR’s profits rebounded after losses under Ford, and it became the biggest revenue contributor to Tata, with over 80% of sales by 2020 (Hiller, 2023). In recent years, JLR’s performance has strengthened further: FY2023/24 revenue was £29.0 billion was a record high and profit before tax (pre-exceptionals) reached £2.2 billion (Jaguar Land Rover Automotive plc, 2024). Retail sales also grew to 431,733 units in FY24, compare to 354,662 in FY22/23 (Jaguar Land Rover Automotive plc, 2024). The turn-around is attributed to refreshed product lines such as the new Range Rover models, and operational efficiencies.

Strategically, JLR has been central to Tata’s UK strategy. Under Tata ownership, JLR has followed a “Reimagine” strategy emphasising electrification and luxury: it plans nine new pure-electric models by 2030, investing £15 billion over five years (Hiller, 2023; Times of India, 2021). Tata has leveraged JLR’s British engineering strength by building new UK R&D and manufacturing facilities – for example, the Whitley Future Energy Lab in Coventry enables rapid EV testing (Jaguar Land Rover, 2023). These investments aim to sustain JLR’s competitive edge. Financially, Tata consolidated JLR’s results, so JLR’s profitability has a major impact on Tata Motors’ balance sheet. For instance, strong JLR cashflow (a £2.3bn free-cashflow in FY24) has helped fund Tata’s wider investments (Jaguar Land Rover, 2023).

However, the JLR case also reveals risks. JLR’s fortunes remain tied to global luxury demand cycles and currency fluctuations. Brexit uncertainty had been a notable concern until resolved; the 2020 trade deal was seen as “crucial” (Ghauri and Ott, 2022). Additionally, high investment requirements for EV and hydrogen strain capital (Manda, Yadav and Yalamarti, 2024). Nevertheless, the acquisition has been broadly positive: it transformed Tata into a truly global automaker. The synergy between Tata’s low-cost manufacturing and JLR’s premium
technology positions the group uniquely (Malagihal, 2021).

Figure 3: JLR’s Fiscal Year At-A-Glance (2021-2022 – 2023-2024) (Source: Jaguar Land Rover Automotive plc, 2024).

Table 1 (below) summarises JLR’s key financial metrics between FY2022-FY2024 to illustrate this performance.

FY	Retail Sales (units)	Revenue (£bn)	Free Cashflow (£bn)	Net Debt (£bn)
2021/22	376,381	18.3	1.1	3.2
2022/23	354,662	22.8	0.5	3.0
2023/24	431,733	29.0	2.3	0.7

Table 1: Jaguar Land Rover (JLR) performance overview (FY2022–2024) (Adapted from Jaguar Land Rover Automotive plc, 2024).

Challenges

Tata Motors faces multiple strategic challenges in executing its global expansion:

Intense Competition

Both Tata and JLR operate in fiercely competitive markets. In India, Tata’s EV market lead has shrunk from 73% in 2023 to 62% in 2024 as new entrants such as Mahindra, Hyundai, Maruti, & Tesla launch products (Luthra, 2025). Business Standard (2025) also notes that competitors such as Hyundai, Maruti, & Kia are rolling out aggressive EV line-ups. Globally, JLR competes with luxury incumbents such as BMW, Mercedes, & Tesla, which have deeper technology budgets. This rising competition puts pressure on pricing and margins (Business Standard, 2025).

Technological Disruption

The transition to EVs requires massive new investment. Tata must keep pace with fast-evolving battery, software and connectivity technology. There is a risk of obsolescence if R&D lags. Supply-chain disruptions, as seen in 2020-22 chip shortages and now raw material constraints; can hamper production Frieske and Stieler, 2022. Building a domestic battery gigafactory by 2026 is one way Tata is mitigating this, but execution must be flawless (Agratas, 2023).

Figure 3: JLR’s Global Sales by Region (2021-2022 – 2023-2024) (Jaguar Land Rover Automotive plc, 2024).

Regulatory Uncertainty

Stricter emissions and safety standards globally necessitate continuous adaptation. For JLR, Brexit had been a concern: though the 2020 UK-EU deal eased trade; future policy changes in the UK industrial policy on EV manufacturing could pose risks. In India, subsidy policies might change post-2025, affecting EV demand.

Figure 4: JLR’s Global Sales by Region (2021-2022 – 2023-2024) (Jaguar Land Rover Automotive plc, 2024).

Economic Cyclicality

The auto industry is highly cyclical. A global economic downturn triggered by inflation or pandemic could sharply reduce vehicle demand (Breinlich, 2021). As Tata has a heavy infrastructure footprint, underutilisation of plants could hurt profitability.

Integration and Execution

Managing a diversified global empire is complex. Cultural and operational integration of foreign acquisitions such as JLR, Daewoo, & Hispano can be challenging. Any missteps in quality issues or local market misalignment can damage brand and finances. For example, the Tata Nano, while innovative, suffered from quality and demand problems in India (Parsad and Prashar, 2021).

Overreliance on JLR

Given JLR’s large contribution to revenues, Tata is vulnerable to any downturn in that subsidiary. A significant drop in JLR sales could quickly erode Tata’s earnings. Moreover, currency mismatches between the pound and rupee can introduce financial volatility.

In sum, Tata’s strategic path is fraught with challenges on multiple fronts. These must be addressed to sustain growth.

Strategic Recommendations

Drawing on the above analysis, the following recommendations are proposed:

1. Deepen Tata Group Synergies: Leverage the Tata conglomerate’s resources to mitigate risks. For instance, continue development of the Tata Group battery subsidiary (Agratas) to ensure local EV battery supply. Collaborate with Tata Steel for lighter EV components and Tata Motors Finance for EV leasing programs. Using group R&D like the Tata Elxsi can speed up software development.
2. Accelerate EV Investment and Localisation: To stay ahead of EV competitors, Tata should fast-track its new EV models such as Harrier EV, Curvv EV, & Sierra EV and ensure availability across key markets. Completing the battery gigafactory by 2026 is critical to reduce costs and secure supply. Tata should also explore joint ventures for EV charging infrastructure, possibly with Tata Power, to support customer adoption.
3. Expand UK and Global R&D: Continue investing in JLR’s UK facilities such as the Halewood EV plant, and UK battery R&D. This not only strengthens JLR but also ties Tata more closely to UK industry, potentially unlocking government incentives. Globally, Tata should adapt its vehicle designs for new markets considering factors such as right-hand vs left-hand drive, emissions standards, etc. to accelerate international sales growth.
4. Diversify Market Presence: While maintaining focus on core markets (India and Europe via JLR), Tata should pursue emerging markets in Asia, Africa and Latin America for growth. Building on its African assembly operations, Tata could form strategic alliances (e.g. local assembly JVs) to enter South American markets. This hedges against downturns in any one region.
5. Enhance Customer Experience and Branding: To compete, Tata must further improve product quality and brand perception. Promoting online sales and connected services and giving Tata’s EV models a premium brand image, can encourage customers to stay loyal. It will be important for JLR to unite the Jaguar and Land Rover brands under Tata’s luxury vision by using consistent UK heritage marketing.
6. Risk Management: Ensure that the company is well protected against risks related to currency and commodities. Also, use modular platforms to easily adjust manufacturing to meet new demands in different markets. Keep an eye on government policies to be ready for any changes by lobbying for better EV policies.

All of these strategies rely on Tata’s main strengths in engineering and scale and help solve the challenges that have been recognised. For instance, making batteries locally helps manage the supply chain and spreading out markets and products protects against economic changes.

Conclusion

Tata Motor’s strategy from 2004 to 2024 has been daring and involved many different aspects. Thanks to the JLR acquisition, leading the domestic market and switching to electric vehicles, Tata has grown from a regional truck maker to a worldwide automotive group. Tata has used Ansoff’s Matrix and Porter’s Diamond to show that it has grown by introducing new EVs and models, expanding into other countries and making use of India’s manufacturing strength and the UK’s engineering skills. The PESTLE analysis highlights that Tata needs to deal with political, economic and technological changes, including those related to Brexit and climate change.

The Jaguar Land Rover case shows the pros and cons of this strategy. After being acquired, JLR’s revival has been very positive, as seen by its highest revenue and profit in FY24, but it also makes the company more vulnerable to risks. Going forward, Tata’s success will hinge on sustaining innovation – particularly in EVs, managing global operations effectively, and continuing to capitalise on the Tata Group’s integrated resources. With the recommended focus on EV supply chains, market diversification and R&D, Tata Motors is positioned to remain a leader in India and an increasingly significant player in the UK and global automotive industry.

References

Abro, G.E.M., Zulkifli, S.A.B.M., Kumar, K., El Ouanjli, N., Asirvadam, V.S. and Mossa, M.A., 2023. Comprehensive review of recent advancements in battery technology, propulsion, power interfaces, and vehicle network systems for intelligent autonomous and connected electric vehicles. Energies, 16(6), p.2925. https://doi.org/10.3390/en16062925.

Agarwal, A., 2023. Business efficiency and geopolitical factors in international trade: a study of India’s emerging potential. International Journal of Social Science and Economic Research, 8(7), pp.1995–2005. https://doi.org/10.46609/IJSSER.2023.v08i07.025.

Agratas, 2023. Agratas to build world-class gigafactories. Agratas, [online] Available at: https://agratas.net/agratas-to-build-world-class-gigafactories/ [Accessed 5 Jun 2025].

Alae-Carew, C., Green, R., Stewart, C., Cook, B., Dangour, A.D. and Scheelbeek, P.F.D., 2022. The role of plant-based alternative foods in sustainable and healthy food systems: consumption trends in the UK. Science of the Total Environment, 807, p.151041. https://doi.org/10.1016/j.scitotenv.2021.151041.

Anjum, F., 2022. Diversification strategies of Tata group of companies: a case study. International Journal of Scientific Research in Engineering and Management, 6(10). https://doi.org/10.55041/IJSREM16656.

Bansal, P. and Dua, R., 2022. Fuel consumption elasticities, rebound effect and feebate effectiveness in the Indian and Chinese new car markets. Energy Economics, 113, p.106192. https://doi.org/10.1016/j.eneco.2022.106192.

Breinlich, H., Leromain, E., Novy, D. and Sampson, T., 2021. The Brexit vote, inflation and U.K. living standards. International Economic Review, 62(3), pp.1135–1159. https://doi.org/10.1111/iere.12541.

Frieske, B. and Stieler, S., 2022. The “semiconductor crisis” as a result of the COVID-19 pandemic and impacts on the automotive industry and its supply chains. World Electric Vehicle Journal, 13(10), p.189. https://doi.org/10.3390/wevj13100189.

Ghar, S., 2024. Tesla’s international business strategy. Doctorate of Business Administration thesis (partial submission). Shree Ramkrishna Institute of Science and Technology, Kolkata. Available at: https://doi.org/10.13140/RG.2.2.35668.00648 [Accessed 5 Jun 2025].

Ghauri, P.N. and Ott, U.F., 2022. Post-Brexit trade policy and its impact on United Kingdom’s economy. In: A. Karhu and E. Haaja, eds. Global trade and trade governance during de-globalization. Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3-031-13757-0_7.

Gupta, N., 2022. Cross border merger & acquisition: a wealth creating proposition – an exploratory case study of Tata Motors and Jaguar Land Rover. Masters thesis. National College of Ireland. Available at: https://norma.ncirl.ie/id/eprint/5819 [Accessed 5 Jun 2025].

Hiller, H.M., 2023. Accelerating into an electric future: how global market dynamics will influence cash flows. Master’s thesis. Universidade NOVA de Lisboa (Portugal). Available at: https://www.proquest.com/openview/dbe847dad829ada6143094a4611b952f/1?pq-origsite=gscholar&cbl=2026366&diss=y [Accessed 5 Jun 2025].

Jaguar Land Rover Automotive plc, 2024. Annual report 2024. [online] Jaguar Land Rover. Available at: https://www.jlr.com/annual-report-2024 [Accessed 5 Jun 2025].

Jaguar Land Rover, 2023. JLR accelerates electrification with new £250m state-of-the-art Future Energy Lab. Jaguar Land Rover Media Centre, [online] 23 October. Available at: https://media.jaguarlandrover.com/news/2023/10/jlr-accelerates-electrification-new-ps250m-state-art-future-energy-lab-0 [Accessed 5 Jun 2025].

Jaguar Land Rover, 2023. JLR accelerates electrification with new £250m state-of-the-art Future Energy Lab. [press release] 23 October. Available at: https://www.tatamotors.com/wp-content/uploads/2023/12/4-Whitley-Testing-Facility-Media-Release-23-10-2023.pdf [Accessed 5 Jun 2025].

Jaguar Land Rover, 2024. JLR full year sales up over 20 per cent year-on-year reflecting improved production and sustained global demand. JLR Media Newsroom, 8 April. Available at: https://media.jaguarlandrover.com/news/2024/04/jlr-full-year-sales-over-20-cent-year-year-reflecting-improved-production-and [Accessed 5 Jun 2025].

K.K., A. and Mukundan, S.P., 2025. Impact of ethical leadership on long-term sustenance of Indian corporate house: Tata. In: P.M. Jeyanthi, N. Rajpurohit and D. Hack-Polay, eds. Business management and ethics. Leeds: Emerald Publishing Limited, pp.151–170. https://doi.org/10.1108/978-1-83549-254-320251008.

Kakkar, V. and Singh, A., 2023. From resilience to resurgence: COVID-19 and the automobile industry. In: A. Agarwal, S. Jain and R. Gahlot, eds. Lean thinking in Industry 4.0 and services for society. Hershey, PA: IGI Global, pp.35–52. https://doi.org/10.4018/978-1-6684-5606-4.ch005.

Khanna, N., Lu, H., Fridley, D., Zhou, N., Liu, X., Liu, Y., Wang, Y. and He, X., 2021. Near and long-term perspectives on strategies to decarbonize China’s heavy-duty trucks through 2050. Scientific Reports, 11, p.20414. https://doi.org/10.1038/s41598-021-99715-w.

Lehene, C.F., Jaradat, M. and Nistor, R.L., 2024. An interdisciplinary and multilevel analysis of local economy determinants and their impact on firm performance—considering Porter’s diamond model, clusters, and industry. Systems, 12(3), p.82. https://doi.org/10.3390/systems12030082.

Li, L., Ismai, N.A., Zeng, J. and Chong, C.W., 2024. What are JLR trying to achieve with their current global strategies? Using the module content, wider reading and your own research, critically evaluate the JLR global strategy potential and advise JLR on improvements. Economics & Management Review, 5(3). Available at: https://www.researchgate.net/profile/Le-Li-61/publication/392232185_Economics_Management_Review_What_Are_JLR_Trying_To_Achieve_With_Their_Current_Global_Strategies_Using_the_Module_Content_Wider_Reading_and_Your_Own_Re-_search_Critically_Evaluate_the_JLR_Global_Strat-/links/6839c071d1054b0207f86b9e/Economics-Management-Review-What-Are-JLR-Trying-To-Achieve-With-Their-Current-Global-Strategies-Using-the-Module-Content-Wider-Reading-and-Your-Own-Re-search-Critically-Evaluate-the-JLR-Global-St.pdf [Accessed 5 Jun 2025].

Liu, S., Chakravarty, D. and Beamish, P.W., 2023. An emerging market multinational company’s internationalization: from original equipment manufacturer to global brand leader. Thunderbird International Business Review. https://doi.org/10.1002/tie.22359.

Luthra, P., 2025. Electric vehicle price wars to get hotter in 2025. CNBCTV18, [online] 8 January. Available at: https://www.cnbctv18.com/auto/electric-vehicle-price-wars-mahindra-maruti-hyundai-ev-market-share-19536706.htm [Accessed 5 Jun 2025].

Malagihal, S.S., 2021. Strategic options for automobile OEMs of Indian origin to have sustained competitive advantage: a case of Tata Motors. Journal of Global Business and Competitiveness, 16, pp.139–152. https://doi.org/10.1007/s42943-021-00029-5.

Manda, V.K., Yadav, A. and Yalamarti, R.P., 2024. 16 Tata Motors. In: A. Bhuvaneswari and M. Bawa, eds. Handbook of digital innovation, transformation, and sustainable development in a post-pandemic era. Hershey, PA: IGI Global, p.343.

Mittal, G., Garg, A. and Pareek, K., 2024. A review of the technologies, challenges and policy implications of electric vehicles and their future development in India. Environmental Science and Technology, [online] Available at: https://doi.org/10.1002/est2.562 [Accessed 5 Jun 2025].

Morschett, D., Schramm-Klein, H., Zentes, J. and Bader, B., 2025. MNCs from emerging markets. In: D. Morschett, H. Schramm-Klein and J. Zentes, eds. Strategic international management. Cham: Springer. https://doi.org/10.1007/978-3-031-86213-7_5.

Mukherjee, D., 2021. A case for Tata Motors’ acquisition of Jaguar Land Rover: strategic implications of the takeover. International Journal of Strategic Business Alliances, 8(1), pp.69–80. https://doi.org/10.1504/IJSBA.2022.120073.

Nath, K. and Dwivedi, R., 2021. Aesthetic exploration of organizational theatrics: a case of Tata Motors’ Jaguar Land Rover acquisition. Philosophy of Management, 20(3), pp.369–386. https://doi.org/10.1007/s40926-020-00160-y.

Nelles, J., Papazoglou, M., Abdul Rahman, S., Ringham, K. and Vorley, T., 2024. West Midlands advanced materials. [online] Innovation and Research Caucus. Available at: https://innovation-research-caucus-uploads.s3.amazonaws.com/production/uploads/2024/11/IRC-West-Midlands-Advanced-Materials-FINAL-Oct-2024.pdf [Accessed 5 Jun 2025].

Organisation for Economic Co-operation and Development (OECD) (2021) The impacts of the COVID-19 crisis on the automotive sector in Central and Eastern European countries. Paris: OECD. Available at: https://www.oecd.org/content/dam/oecd/en/publications/reports/2021/03/the-impacts-of-the-covid-19-crisis-on-the-automotive-sector-in-central-and-eastern-european-countries_13332124/a7d40030-en.pdf (Accessed: 5 June 2025).

Parsad, C., Prashar, S. and Sahay, V.S., 2021. Tata Nano: case of repositioning. Vikalpa: The Journal for Decision Makers, 46(3), pp.177–187. https://doi.org/10.1177/02560909211040692.

Patil, G., Pode, G., Diouf, B. and Pode, R., 2024. Sustainable decarbonization of road transport: policies, current status, and challenges of electric vehicles. Sustainability, 16(18), p.8058. https://doi.org/10.3390/su16188058.

Péli, L., Peredy, Z. and Vörös, M., 2022. Interregional analysis of Komárom-Esztergom County (Hungary) and Nitra County (Slovakia) automotive sector via the example of the Jaguar Land Rover. Visegrad Journal on Bioeconomy and Sustainable Development, 11(2), pp.49–55. https://doi.org/10.2478/vjbsd-2022-0008.

Poultney, L., 2021. Cabin comfort. Journal of Perioperative Practice, 31(1), pp.12–15. https://doi.org/10.12968/S1467-5560(22)60197-0.

S&P Global Ratings (2024) Global auto sales forecasts: Slower EV growth offers temporary relief to legacy automakers. 25 April. Available at: https://www.spglobal.com/ratings/en/research/articles/240425-global-auto-sales-forecasts-slower-ev-growth-offers-temporary-relief-to-legacy-automakers-13084917 (Accessed: 5 June 2025).

Shah, A. and Paramasivam, P., 2023. Tata Motors looks to expand electric car portfolio, add pricier models. Reuters, [online] 11 January. Available at: https://www.reuters.com/business/autos-transportation/tata-motors-looks-expand-electric-car-portfolio-add-pricier-models-2023-01-11/ [Accessed 5 Jun 2025].

Shah, R.V., 2022. Financial incentives for promotion of electric vehicles in India – an analysis using the environmental policy framework. Nature Environment and Pollution Technology, 21(3). https://doi.org/10.46488/NEPT.2022.v21i03.028.

Shelar, R., 2024. Accelerating the shift to electric: challenges, opportunities and strategies. [online] Available at: https://www.researchgate.net/publication/385416979_Accelerating_the_Shift_to_Electric_Challenges_Opportunities_and_Strategies [Accessed 5 Jun 2025].

Tapas, P. and Pillai, D., 2022. Prospect theory: an analysis of corporate actions and priorities in pandemic crisis. International Journal of Innovation Science, 14(3/4), pp.461–475. https://doi.org/10.1108/IJIS-10-2020-0241.

Tata Motors Finance, 2025. Tata Motors Finance. [online] Available at: https://www.tmf.co.in [Accessed 5 Jun 2025].

Tata Motors Limited, 2025. 80th Integrated Annual Report 2024–25. [online] Mumbai: Tata Motors Limited. Available at: https://www.tatamotors.com/wp-content/uploads/2024/05/tata-motor-IAR-2024-25.pdf [Accessed 5 Jun 2025].

Tata Motors, 2025. Electric Vehicles. [online] Available at: https://ev.tatamotors.com/ [Accessed 5 Jun 2025].

Times of India, 2021. Tata Motors plans 10 new electric vehicles by 2025. The Times of India, [online] 28 June. Available at: http://timesofindia.indiatimes.com/articleshow/83919790.cms [Accessed 5 Jun 2025].

Tiwary, B.K. and Roy, A., 2021. Partnering a rival: the sustenance of India’s complex interdependence with China, 2010–20. Strategic Analysis, 45(5), pp.375–394. https://doi.org/10.1080/09700161.2021.1965347.

Tiwary, B.K. and Roy, A., 2021. Partnering a rival: the sustenance of India’s complex interdependence with China, 2010–20. Strategic Analysis, 45(5), pp.375–394. https://doi.org/10.1080/09700161.2021.1965347.

Trade Brains, 2024. Financially strong auto stocks trading at discount of up to 45% to keep on your radar. Trade Brains, [online] 11 November. Available at: https://tradebrains.in/financially-strong-auto-stocks-trading-at-discount-of-upto-45-to-keep-on-your-radar/ [Accessed 5 Jun 2025].

U.S. International Trade Commission (USITC) (2022) The roadblocks of the COVID-19 pandemic in the automotive industry. Working Paper No. 2022-06-A. Washington, D.C.: USITC. Available at: https://www.usitc.gov/publications/332/working_papers/final_the_roadblocks_of_the_covid-19_pandemic_in_the_automotive_industry.pdf (Accessed: 5 June 2025).

Wróbel, A. and Jędrzejowska, K., 2023. Indian foreign direct investment in Western Europe. In: R.K. Jain, ed. India and Europe in a changing world. Singapore: Palgrave Macmillan. https://doi.org/10.1007/978-981-99-1114-1_16.

Explore Recent Blogs