Tata, the industrial conglomerate, as it lies at the heart of India's success on the global business stage for

almost two centuries is the Tata Group has pioneered multiple industries in India and remains a market
leader in most of them. You've probably heard of Tata Motors. Their car division. But as you'll soon find
out, their reach extends far beyond that one subsidiary. In this video will go through three generations of
Tata businessmen to see how they built one of India's most successful companies.

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registering with the Lincolns, the description. The story of Tonya begins during the reign of the British
Empire, India back then was a huge exporter of cotton, but the brutal regime of the British East India
Company left little room for local entrepreneurs to develop the poor.

Treatment by the British eventually resulted in a rebellion against them in 1857, which ended the power of
the British East India Company and replaced it with the British Raj. Now, compared to its ruthless
predecessor, the Raj was much more focused on keeping the peace. The Raj didn't exploit the Indian
population quite as harshly, and it also invested a lot of money in building India's first railways, for
example. Of course, at the end of the day, the British Raj was still an oppressive colonial power, but at
least it finally gave the local population the economic opportunity to develop themselves because India
was an exporting country.

The first Indian entrepreneurs came from exactly that sector, and one of them was Jem said she thought
he was the son of an exporter in Mumbai and he graduated in 1858. Exactly the perfect time to take
advantage of the economic reforms of the British Raj because his father's export business was growing in
1859, Jim said You went to Hong Kong to develop a subsidiary there, and upon seeing the sheer scale of
British commerce there, he realised the Tata export business had truly global potential.

Over the course of the next decade, he would travel to Japan, China and Great Britain, establishing a
network of distribution for his father's business. He'd eventually create his own exporting company. In
1868, and using the money he made, he started building textile mills of his own, effectively creating a
vertically integrated business from the very start. Jumpsuit shoes philosophy was defined as a best
practices used across the world and to bring them back to India. In his textile mills, he enacted policies
that were virtually unknown to most of India, like offering sickness, benefits and pensions took his
employees.

But John said she wasn't content with just the textile industry. He saw the wonders the industrial
revolution had created in Europe, and he wanted to recreate them back home. He began working on a
steel production plant in 1981, modeled after the ones he had seen in Germany. Even more ambitious
was his hydro electric project inspired by his visit does an Agro Falls Power plant. In 1983, Jum said she
realized the incredible power of tourism. And so he also created a chain of hotels, starting with the Taj
Mahal Palace Hotel, which even today is one of the most recognizable buildings in Mumbai.
Jim said she was truly a man dedicated to business and to helping people through it. He valued education
to the point where he donated land and buildings towards integration of the Indian Institute of Science.
The eminent University of India. He would not, however, live to see most of his projects realized because
he died while on a business trip in 1984, leaving the already sizable Tata Company to his two sons
together as they consolidated zero ownership into a single holding company, which in turn is owned by
the charitable trusts they created for future generations.

Jumps at you sons fulfilled many of their father's ambitions. They oversaw the creation of India's first
steelworks in 1987, India's first cement plant in 1912, and the first indigenous insurance company in
1919. By the time the leadership mantle passed onto the next generation in 1938, Tonto's Sons was
comprised of 14 different companies. This time, however, instead of it going to, one of JAMZ said she's
grandson's leadership, instead went into the hands of a distant cousin with a very interesting background.

Jahangir Tata, better known as r.d, had been in the company since 1925, but he had been raised in
France and was a close friend to the man who made the first flight across the English Channel. In other
words, Girardi was a passionate aviator. And in 1929, he obtained India's first pilot license. So
unsurprisingly, his first big project to Tata was to develop an airline. In 1932, he created the Tata Air
Service, which originally only carried mail.

But then in 1938, started doing passenger flights as well. Even helping out the British in the Second World
War. Now, you'd imagine India's independence in 1947 would have been beneficial to the Tatas, but in
reality, the socialist policies of the newly created government were at odds with private business. India's
first prime minister saw just how successful Jay had been with his airline. And in 1953, he unilaterally
decided to nationalise it. He kept Jihadi's as the airline's chairman until 1977, and as you can imagine, the
company only went downhill from there, drowning in ever increasing debt.

Of course, Girardi will not let politics get in the way of business. So he did his best to grill Tata while
avoiding the wrath of the Socialists. He created Tata Motors in 1945, originally with the idea of building
locomotives. But in 1954, he Bresch out into commercial vehicles through a partnership with the German
company Dimebag. Over the course of his 52 years of leadership, Gerardi expanded the Tata Group from
14 companies to 95. But to do that, he had to dramatically lower the ownership Tata Sons had in each
one in order to appease the socialists.

In 1969, the Indian government introduced the Monopolies and Restrictive Trade Practices Act, which
was essentially targeted at Tata, even though they were very far from a monopoly by Western standards.
But as Girardi expanded the group and lowered its ownership in the individual subsidiaries, he started
losing control. Some of his companies just weren't performing and the man he sent to fix them was this
guy, Ratan Tata. He is one of Jamm said she's great grandchild and he joins the Tata Group in 1962.

His first major project came in 1971 and it was pretty difficult. Rotten was given charge of a struggling
Tata company known as Nalco, which in the 1950s was India's biggest producer of radios. But just 20
years later, it had fallen to a 3 percent market share. Dropdowns focus was on technology and the future.
So instead of trying to salvage the radio, he instead funded the development of new products like satellite
communications, which restored Nalco in the 1980s and made rot on the aparents successor of Jihadi
Rotten claimed leadership of the Tata Group in 1991.

Right. As a wave of economic liberalisation swept across India, the Socialists lost power in India, finally
joined the global capital market. But this presented a big threat to doubt. Up until now, it had operated in a
very protected economy, which was suddenly open to competition from foreign companies. Worse yet,
j.r.r had lets data become extremely decentralized, so it would be very slow to adapt to new competitors.
Rotten had no choice but to reestablish ownership over all the Tata subsidiaries.

And that didn't come cheap. He sold 20 percent of Tata Sons, the holding company, and used that money
to buy shares in the town-hall subsidiaries, especially Tata Steel and Tata Motors. He's then reorganized
old hundred subsidiaries into seven sectors, establishing a framework along which he could actually
control them. But just wielding power isn't enough to turn around a struggling business. And in the 1990s,
pretty much every Tata company was losing ground to international competitors. Rattansi answer,
however, was brilliant.

He started acquiring foreign competitors and absorbing them into the Tata group, effectively buying all
their talent and supply chains and experience in order to strengthen his business back home in India
while also expanding internationally. Rutan's buying spree began in the year 2000 when his beverage
company, Tata Tea, acquired the Tetley Company from Great Britain. Over the next decade, Ratan ended
up acquiring hundreds of companies for pretty much every subsidiary of the Talha Group. Most notably,
he purchased the European Steel Titan chorus for 12 billion dollars in 2007 and then Jaguar Land Rover
for two billion dollars in 2008.

As you can imagine, the international buying spree has been paying dividends for Tata. And today, the
majority of their revenues actually come from outside of India. What's even more beautiful is that the
majority of Tata subsidiaries are actually public companies whose shares you can purchase on the stock
market in India. And if buying stocks and being a shareholder sounds appealing to you, well, then you're
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