Tata Tetley: Managing the Tetley Acquisition

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Case Details:			Price:
Case Code	:	BSTA029	Electronic Format: Rs. 300; courier (within India): Rs. 25 Extra Themes -
Case Length	:	11 Pages
Period	:	2000 - 2003
Organization	:	Tata Tea Limited (TTL)
Pub Date	:	2004
Teaching Note	:	Not Available
Countries	:	India
Industry	:	Beverages

Abstract:

Tata Tea Limited (TTL), is the second largest tea company in India. It has a significant presence in over 35 countries. Branded teas contribute 88% of the consolidated turnover of the group, with the remaining 12% coming from bulk tea, spices and investment activities. In 2000, TTL had acquired Tetley a major UK tea manufacturer. Analysts had expressed doubts as to whether the deal would create value.

Three years after the takeover, things seem to be improving. But there are still concerns as to whether TTL can service the huge debt burden resulting from the deal and whether the synergies projected before the merger can be realised. The case deals with all these aspects along with a detailed picture of how the acquisition actually took place and how the integration is being managed.

Keywords:

Tata Tea Limited (TTL), Tetley, Acquisition, Beverage industry, Agni, Chakra, James Finlay, Tea estates, Allied Domecq, Green Ford Tea Factory, Globalisation, Homi Khusrokhan, Krishna Kumar

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