Made in India - Indian Firms shine across the Globe

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Laser, Laser Cutting, Laser Cutting System, Laser Cutting Machine, Laser Marking, Laser Welding, Laser Welding Machine, Laser Welding System Gujrat India

Sahajanand Laser Technology Ltd(SLTL) is a leading manufacturer of laser systems for cutting, marking, welding, micro-machining and diamond processing etc in INDIA since 1992. SLT Ltd is an ISO 9001:2000 certified company with more than 450 team members and has 4 manufacturing facilities in INDIA & Germany. SLT Ltd has supplied more than 2000 laser systems & exporting more than 18 countires. It has an international presence in USA, UK, Germany and China. Products with more than 13 patents.













 

hello_10

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GMR Group is a major infrastructure company in India which is headquartered in Bangalore. The core business areas of the company include airports, energy and highways.

Some airports operated by GMR

Indira Gandhi International Airport - New Delhi, India


Rajiv Gandhi International Airport - Hyderabad



=> GMR made its maiden international foray, by winning the bid to develop Istanbul Sabiha Gokcen International Airport (ISGIA) at Istanbul, Turkey, along with its consortium partners Limak Holding, Turkey (LIMAK) and Malaysia Airports Holdings Berhad (MAHB). :thumb:

Airports - Istanbul Sabiha Gokcen International Airport

Sabiha Gökçen International Airport - Istanbul


Male' International Airport - Maldives



=> GMR


Highways - Tambaram - Tindivanam



Highways - Ambala - Chandigarh


=> GMR
 
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Futron Releases 2012 Space Competitiveness Index

Futron has released its 2012 Space Competitiveness Index marking the 5th anniversary of the yearly publication. According to the report, the United States remains the overall leader in space competitiveness but is seeing a decline for the 5th year in a row.

The decline is attributed to enhanced capabilities in other countries while the U.S. is undergoing a transition with "significant" uncertainty.

New to the index this year are emerging space nations Argentina, Australia, Iran, South Africa and the Ukraine.

Four distinct tiers have emerged. The first tier has the U.S., Europe, and Russia. The second tier China, Japan, India, and Canada. The third tier South Korea, Israel, and Brazil. And the fourth tier Argentina, Australia, Iran, South Africa and the Ukraine.

Futron says the top two tiers remain dynamic but have shown some stabilization while the bottom two tiers are subject to intense competition, with very small gaps in the competitive rankings.

China gained the most competitiveness basis points in 2012, followed by Europe, India, and Israel. Japan lost the most basis points, followed by Canada, South Korea, and the United States. When compared against the larger group of 15 nations, Brazil falls to 11th place, just below Australia.

As has been noted before International collaboration is increasingly taking shape as a concerted space competitiveness strategy, especially among smaller actors.

Here's a list of some of the findings by country:

- Argentina is adapting its satellite manufacturing sector for the international marketplace, exploring both commercial and government-to-government deals. It stands to benefit from increased investment in spacecraft subcomponents.

- After more than a decade of dormancy, Australia is back. The government is refreshing its national space policy segment-by-segment, focusing on space not only a driver of innovation and expertise, but also for its benefits to Australian society.

- Brazil has begun to re-examine its national space priorities, increased funding, expanded its partnerships, and laid plans for a new launch vehicle. It remains to be seen whether these steps will keep Brazil ahead of regional counterparts that are also emerging onto the space scene.

- Canada retains a skilled space workforce, but delays in space policy refresh and implementation are significantly offsetting these competitive advantages.

- China performed a record number of launches in 2012, surpassing the United States for the first time, while increasing investment in technical education programs and civilian research institutes.

- Europe's integrated approach is complemented by the rise of new national space agencies across the continent--from the United Kingdom to the Czech Republic to Estonia--as well as more assertive space export financing.

- India is enhancing its space-related technical education, while gradually progressing toward a completely self-reliant set of next generation launch vehicles.

- Iran has made faster progress than any other newly emergent space nation. The tenor of Iran's space program--civilian or military--will hinge on geopolitics. Other international actors have substantial power to influence the future focus of the Iranian space program.

- Israel, despite funding increases, remains challenged by its lack of domestic industry scale, and has difficulty sustaining a commercial space presence in global markets.

- Japan, despite ongoing benefits from its policy reforms, is losing competitive ground relative to most other actors, and can benefit from a greater focus on commercializing its industrial base.

- Russia's remains the world's launch leader, and promises to retain that role in the near term thanks to its vital role in transporting astronauts and cargo to the International Space Station, as well as the introduction of Soyuz launches from the European spaceport at Kourou. These strengths, however, are offset by weaknesses in retention of human capital talent.

- South Africa is divided, from a budgetary standpoint, between space investments focused on societal usage of external assets already in space and investments focused on building the country's own space industrial base.

- South Korea's two failed launch attempts contributed to an organizational shakeup, but have not reduced its determination to become the newest country to achieve independent spaceflight.

- Ukraine has an enviable space industrial base, but limited domestic demand for its space hardware. It is aggressively seeking partners overseas, but has not yet engaged with key emerging markets.

Futron Releases 2012 Space Competitiveness Index - Commercial Space Watch
India successfully tests world's 3rd largest and Asia's largest solid rocket booster :thumb:













:india:
 
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hello_10

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Hindustan Aeronautics Limited - Wikipedia, the free encyclopedia

The HAL/NAL Regional Transport Aircraft (RTA) is a project of Hindustan Aeronautics Limited (HAL) and National Aerospace Laboratories (NAL). It is also known as the Indian Regional Jet (IRJ). This aircraft is supposed to be a turboprop or a jet with a capacity of 70-100 passengers. The basic version will have 70-90 seats (RTA-70). :thumb:






=> RTA-70 Regional Transport Aircraft

Recognising the business opportunities offered by the growth of Civil Aviation, HAL has embarked on a programme for the coproduction of 50-70 seater aircraft with a partner, and is also slated with partners for co development and manufacture of 100 seater aircraft. In early 2007 it was reported that Hindustan Aeronautics Limited (HAL) and the National Aerospace Laboratories (NAL) were planning to jointly design and develop a 70-seater civil regional aircraft. Its development cost could run to Rs.4,000 crore and will roll out for certification in six to seven years. The aircraft will cater to regional routes, having a range of around 600 km to 800 km. HAL and the NAL had not decided on aspects such as work share, funding, and even whether the aircraft will have a turbo-prop or turbo jet engine. NAL had held discussions with Pratt and Whitney (Canada) and General Electric (U.S.) for an engine.

RTA-70 Regional Transport Aircraft


=> Saras, developed by HAL and National Aerospace Laboratories.





HAL Tejas


HAL Dhruv

HAL/NAL Regional Transport Aircraft - Wikipedia, the free encyclopedia

Hindustan Aeronautics Limited - Wikipedia, the free encyclopedia
 
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Welcome to Cochin Shipyard : ISO 9001 Certified Shipyard of the Millenium

Cochin Shipyard was incorporated in the year 1972 as a fully owned Government of India company. In the last three decades the company has emerged as a forerunner in the Indian Shipbuilding & Shiprepair industry. This yard can build and repair the largest vessels in India. It can build ships upto 1,10,000 DWT and repair ships upto 1,25,000 DWT. The yard has delivered two of India's largest double hull Aframax tankers each of 95,000 DWT . CSL has secured shipbuilding orders from internationally renowned companies from Europe & Middle East and is nominated to build the country's first indigenous Air Defense Ship.
Welcome to Cochin Shipyard : ISO 9001 Certified Shipyard of the Millenium

Cochin Shipyard Limited (CSL) is the largest ship building and maintenance facility in India. The yard has facilities to build vessels up to 1.1 Million tons and repair vessels up to 1.25 Million tons, the largest such facilities in India. CSL is also building the Indian Navy's first indigenous Vikrant class aircraft carrier.










=> Antony wants indigenous aircraft carrier delivered soon

Cut up over long delay in the construction schedule of India's first indigenous aircraft carrier (IAC), being built in his home State of Kerala at the Cochin Shipyard Limited (CSL), Defence Minister A. K. Antony on Tuesday asked all the stakeholders to work together and make efforts for an early delivery of the warship.

Upset over frequent delays on one account or the other, Mr. Antony told a high-level review meeting in New Delhi that henceforth accountability would be fixed for any further slippages in the ambitious national project. "We cannot go one hearing about excuses. Henceforth accountability will be fixed in case of slippages in the construction of the warship which is a national project," he said.

Mr. Antony's observations came at a meeting held at the Defence Ministry to review the progress of the construction of the IAC at Cochin Shipyard. The meeting was attended by the Minister of State in Defence Ministry Jitendra Singh, Navy Chief Admiral D.K. Joshi, Defence Secretary Shashikant Sharma and senior officials of the CSL.

The 40,000-tonne IAC was to be inducted into the Navy by 2014-15 but the delay will push back the proposed induction to 2018 as well as escalating the total cost of the project. The meeting noted that most of the teething problems of the project have been sorted out. The supply of two gear boxes of the warship has also been arranged, the meeting was informed.

Mr. Antony said an Empowered Committee has been formed under the Defence Secretary which would constantly monitor the progress in the IAC. The Minister also asked the CSL to give a firm date of induction of the carrier at the earliest.

Sources in the ministry said that a proposal would be sent to the Finance Ministry and the Cabinet Committee on Security (CCS) for improving the flow of funds for the project launched in 2009. Mr. Antony had told Parliament in August that the complexity of the project and it being the first ship of its kind being built in India, has led to timelines being extended.

The IAC is to be christened INS Vikrant after the country's first aircraft carrier which was decommissioned in 1997. With the sole aircraft carrier INS Viraat being stationed in Kochi for a check and regular maintenance and delivery of INS Vikramaditya being delayed further by a year, Indian Navy's plans to have two operational aircraft carriers has taken a hit. India also has a 65,000-tonne IAC-II on the drawing board but the delay in IAC-I have derailed it.

The Hindu : News / National : Antony wants indigenous aircraft carrier delivered soon




http://defenceforumindia.com/forum/...us-vikrant-class-aircraft-carrier-iac-46.html


http://defenceforumindia.com/forum/...us-vikrant-class-aircraft-carrier-iac-46.html

 
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hello_10

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INS Arihant

INS Arihant (Sanskrit: अरिहंत) (S-73) is the lead ship of India's Arihant class of nuclear-powered submarines. The 5,000–6,000 tonne vessel was built under the Advanced Technology Vessel (ATV) project at the Ship Building Centre in Visakhapatnam.
The symbolic launch ceremony for the Arihant was held on 26 July 2009, the anniversary of Vijay Diwas (Kargil War Victory Day). The name of the vessel, Arihant is in Sanskrit and literally translates into destroyer of enemies. The completion of the INS Arihant will make India one of six countries in the world with the ability to design, build, and operate its own nuclear submarines.



Mazagon Dock Limited - Ship Builder to the Nation.

Mazagon Dock Limited, Mumbai, an ISO 9001 : 2008 Company is one of the leading shipbuilding and offshore fabrication yards in India. The Yard was established in the 18th century, and over the 200 odd eventful years, has earned a reputation for quality work and established a tradition of skilled and resourceful service to the shipping world in general and the Indian Navy, Coast Guard & ONGC in particular.After its takeover by the Government in 1960, Mazagon Dock grew rapidly to become the premier war-shipbuilding yard in India, producing sophisticated warships for the Navy and offshore structures for the ONGC.

Shivalik class


Kolkata Class


Delhi Class


Shishimaru Class


Godavari class frigate


INS Sukanya
 
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http://www.hccindia.com/


Hindustan Construction Company is a construction company based in Mumbai, India, founded in 1926. HCC works in various sectors including transportation, power, marine, oil and gas pipeline construction, irrigation, utilities and urban infrastructure. HCC specializes in large-scale civil engineering, and developing construction technologies.

Koodankulam Nuclear Power Plant


Bandra Worli Sea Link



in Delhi


Nathpa Jhakri Dam
 
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hello_10

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Historical Forts of Rajasthan, India

Umaid Bhawan Palace



Mehrangarh Fort built by Rao Jodha in 1459.


Chittorgarh Fort, 1568, one of the largest in Asia



Taragarh Fort, Bundi


Junagarh Fort, 1612


Sonar Qila, Jaisalmer
 
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FT: Tata hands Jaguar £5bn to match German rivals
By Peter Marsh in London

Jaguar Land Rover is investing £5bn ($8.2bn) over the next five years to catch up on quality with BMW, Mercedes-Benz and Audi – the three German companies that dominate the luxury end of the automotive business globally. :truestory:

The money will be spent mainly on product development and new equipment at JLR's three UK plants, which together employ just over 17,000 people, with some of it likely to cover new investments at a planned factory in China.

The spending is seen as a sign of commitment to the UK by JLR's Indian parent group, Tata. Ratan Tata, chairman, authorised the $2.3bn purchase of JLR three years ago from Ford, only to see his plans blown off course by the global recession.

Prof Garel Rhys, an automotive specialist at Cardiff Business School, said the plans indicated that JLR, in spite of its relatively low production volumes, was keen to be a "real force" in its car sector niche.

The £5bn in investment will focus on new engine technology and advances in car body design to emphasise reductions in fuel use to fit in with legislation forcing carmakers to cut carbon dioxide emissions.

It does not include the estimated £750m that would be needed to build a new engine plant that JLR will almost certainly construct in the UK in the next few years. At present JLR sources its engines from Ford Motor but is keen to sever this link.

As part of the five-year plan, JLR is to collaborate on engines and other elements of design with Williams Grand Prix Holdings, one of the leaders in the UK's Formula 1 racing car industry.

The plan will also feature closer links with Tata Steel – another part of the Tata Group that made a similar commitment to Europe with the $13.1bn acquisition of the Anglo-Dutch Corus steelmaker in 2007.

Tata Steel is supplying new types of lightweight steel alloys that could prove useful for novel car types that could enter production within five years.

Tata hands Jaguar �5bn to match German rivals - FT.com
Made in Britain. Saved in India. Craved in China:
25 August 2012

How the Jaguar Land Rover group was saved...by Indian cash and Chinese drivers


In 2010-11, JLR made as much profit – £1.1"‰billion – as it cost Tata to buy just three years earlier, and around £400"‰million more in the year just ended


A model poses besides a Jaguar XJL during at the Beiijng Auto Show in April 2010.

China's roads don't suit fragile supercars.

Ferrari may have seen sales leap there thanks to the torrents of cash pouring from the coffers of the country's estimated 1.4 million dollar-millionaires, but it's British brands that are reaping the greatest benefits from their spending.

Chinese buyers, many of them factory owners who have made their fortune exporting consumer goods to the West, prefer the cachet and comfort of big, blue-blooded British luxury saloons, almost all of which will be chauffeur-driven through the country's clogged streets.

Earlier this year, Rolls-Royce announced that China had become its single biggest market, overtaking the U.S. and the UK for the first time in more than a century of trading, while Bentley's sales in China and the U.S. are now evenly matched.

But each of these brands builds only a few thousand cars each year; the numbers at the Jaguar-Land Rover group are far more significant.

In the last year there has been a huge surge in demand for luxury SUVs like the Range Rover, a new generation of which launched on August 15. It is more luxurious, has two throne-like rear seats in the back and for the first time will come in a 'stretch' model – all to suit Chinese tastes.

In 2003, JLR sold just 431 cars in China. In the last financial year it sold an astonishing 51,000 there, up 76 per cent on the year before, and by the end of this year China is likely to overtake the United States as the firm's biggest market.


This comes from a company that flirted with bankruptcy and begged for a bail-out from the Government as recently as three years ago – before starting one of the most astonishing recoveries the car industry has ever seen.

These two genuinely iconic British brands have only recently been united, and Land Rover is comfortably the major partner in sales and profits.

Jaguar was founded as the Swallow Sidecar Company 90 years ago by Sir William Lyons and its first heyday came in the Fifties and Sixties, when its C- and D-Type racers were championed by heroes such as Stirling Moss and Mike Hawthorne.

On the road, the E-Type and XJ saloon set new standards for motoring grace.

But the company was swallowed by British Leyland in the late Sixties and later nationalised, suffering the same poor quality and lack of investment that killed many old British marques.

Privatised by Margaret Thatcher in 1984, it was bought by Ford in 1989.

The Americans proved to be generous but pushy and meddlesome parents.

Wanting Jaguar to be their rival for the fast-growing BMW and Audi marques, they created the smaller, cheaper Jaguar X-Type using the underpinnings of a Ford Mondeo.

The car wasn't well received, the growth plan failed and it was axed without a replacement in 2009. Jaguar bled money for almost all Ford's two decades of ownership.

The first of Jaguar's two major recent crisis points came in the autumn of 2007.

Ford, hit by slumping sales in its home market and desperate to avoid the bankruptcy that would later engulf its Detroit rivals, General Motors and Chrysler, was selling off almost all its foreign assets. :toilet:

Volvo was sold to Chinese carmaker Geely, and Aston Martin to a private consortium. Jaguar was offered for sale with Land Rover, which Ford had bought from BMW in 2000.

'Ford made mistakes, but towards the end it was finally getting it right,' says motor industry expert Professor David Bailey of Coventry University.
'Jaguar was just starting to turn a profit. But Ford had run out of money, and it wanted out.

'There were some great products in the pipeline, the result of some heavy Ford investment. Someone was going to pick it up cheaply.'

The collapse of Lehman Brothers bank in 2008 had yet to hit, but the only serious interest came from five private equity firms and the Indian carmakers Tata and Mahindra.

'At first the private equity firms were Ford's preferred option,' says a source.

'Ford was sceptical about what Tata could bring to the deal. But the PE firms started to question whether JLR could survive outside a big automotive group, and afford to develop new models and hybrid powertrains and cope with new, tough, expensive government demands on safety and emissions.'

That left the Indians as the only serious remaining bidders. If Tata hadn't been able to complete the deal, finally signed in June 2008, the consequences could have been disastrous. :tsk:

If JLR had still been on sale when the financial crisis struck just a few months later, with spiralling losses and nobody with the cash to buy it, Ford might simply have closed it.

If it seems hard to imagine such a famous old name with 15,000 direct UK employees simply disappearing, remember that the recession killed Saab, which in 2007 made more than twice as many cars as Jaguar.

'The whole Tata deal was incredibly romantic,' says Max Warburton, the leading global automotive analyst.

'I don't think there are many people inside Tata who understand why they bought JLR.

'The decision came from the absolute top of the company and from a guy who just loved the history of these British brands.

'There's no operational synergy between Tata and JLR, and almost no technical co-operation between them.

'Only a romantic could be convinced that Jaguar could make money after such a long history of losing it.'

The romantic was Ratan Tata, the then 70-year-old chairman of the extraordinary, impossibly diverse 150-year-old family business employing 420,000 people and spanning everything from tea to IT.

He had already overseen the acquisition of Tetley and Corus, formerly British Steel.

A petrolhead and a trained architect with an eye for design, he had established Tata as a car maker in 1991 and drove the development of the Tata Nano, the revolutionary ultra-low-cost £1,800 car with which he hopes to take millions of Indian families off overladen mopeds and reduce the country's horrific road death toll.

He lives alone in a modest apartment in Mumbai with his two alsatians, Tito and Tango, and says his main aim in business is to be able to lay his head on his pillow at night knowing he has done no harm.

Ratan was an instant hit at Jaguar.

'He has an incredibly noble presence and real charisma,' says one former Jaguar insider.

'He loves being in the design studio, looking at studies for future models, and particularly the new sports car.

'I remember sitting in one meeting where we just agreed a £100 million investment right there, and didn't have to go to America or anywhere else for approval. It felt incredibly liberating.'

But Ratan's romantic, £1.1"‰billion purchase of JLR soon looked spectacularly mistimed.

As the markets, banks and whole countries crashed, car sales plummeted and many premium makers were hit hardest. JLR sales slumped by a third and cost Tata an estimated £300"‰million in losses in its first year.

It was forced to negotiate with Business Secretary Peter Mandelson for access to Government loans and loan guarantees.

'We went from winners to losers overnight,' says a former senior JLR executive.

'Things were just starting to come right when the crisis hit. It was about as tight as it gets at a car company. We were playing for time, doing everything we legitimately could to ease the cashflow, and we had a hard time meeting the payroll.'

JLR was forced to make more than 2,000 workers redundant and planned to close one of its factories.

The negotiations with the Government dragged on so long that credit markets freed up before they could be completed, and in August 2009 Tata was able to raise more than £500"‰million for its ailing purchase, from private funds and the European Investment Bank.

And then, suddenly, JLR wasn't ailing any more.



After a £76"‰million loss in the first quarter of the 2009-10 financial year, the profit graph starts a relentless march upwards; losses cut to £28"‰million the next quarter, a profit of £50"‰million the quarter after, and six times that in the same quarter a year later. :toilet:

In 2010-11, JLR made as much profit – £1.1"‰billion – as it cost Tata to buy just three years earlier, and around £400"‰million more in the year just ended. So what did Tata do to make JLR profitable in such unlikely conditions?


Not much, it seems.

'Tata has focused ruthlessly on getting costs down,' says Professor Bailey.

'And they've been very decisive in choosing the management. But once they're in place, they leave them to get on with it, unlike Ford. They're long-term, committed, patient owners. All the things you want.'

When Tata bought JLR the new-product pipeline was stuffed with world-beating new cars developed by JLR but paid for by Ford.

The good-looking, fine-handling Jaguar XF saloon launched in 2007 saved Jag's sales from freefalling in the financial crisis.


The new, baby Range Rover, Evoque, went on sale last year and has been a colossal hit, selling more cars in its first nine months than Jaguar sold all year.

Better exchange rates have also helped JLR, which exports 80 per cent of its production.

But easily the biggest influence on JLR's recent success has been the insatiable demand for British luxury cars in China.

'If you stripped out China, the JLR figures would look very different,' says Warburton.

'They'd probably still be profitable, but they wouldn't look quite as exciting.'

Sales in other emerging markets such as Brazil, Russia and India are up 39 per cent.


Despite the Eurozone crisis, sales there are up 27 per cent, and U.S. sales are up 15 per cent as that market slowly recovers. But by the end of this year, China is almost certain to overtake the U.S. and UK as JLR's biggest market.



The money JLR is making abroad is being spent here: it plans to open a new engine plant in Wolverhampton costing £355 million and creating 750 jobs; 10,000 jobs have been created across its three factories in the past two years; and when it advertised for 1,000 new workers to meet demand for the Evoque at the Halewood plant on Merseyside, 35,000 people applied.

This month, the plant went into 24-hour production to meet demand. JLR is investing £2 billion each year to create 40 new or revised products in the next five years.

Although Tata benefited from Ford's R&D, numerous other projects – such as the F-Type two-seater, to be revealed at next month's Paris motor show – were initiated under Tata. :truestory:

So have Jaguar and Land Rover finally been relieved of their permanent air of financial danger?

Not quite. A shift in exchange rates or further tightening of emissions legislation could hit JLR hard.

And even a cursory look at the accounts shows that it's Land Rover making all the running: Jaguar sales actually fell in the UK, Europe and North America in the year to the end of March.

Only China allowed it to post a five per cent gain to 54,000 cars, still a long way from its peak of 126,000 under Ford, or the 100,000 most analysts think it needs to work without Land Rover's support.

But new cars are on the way: the F-Type, the XF Sportbrake estate, and a new, still secret, smaller 'crossover' model that is predicted will become Jag's biggest seller.

'What's more,' says one JLR board member, 'under Tata we have a nimbleness we lacked under Ford. We can react faster.'

Only three years ago, Ratan Tata would have been pleased just to find JLR still in business now. Instead, he finds his new firm in top gear, even building a radical, £700,000 hybrid supercar to celebrate a staggering £1.5"‰billion profit on a turnover of £13.5 billion.

'Tata has done an exceptional job with JLR so far,' says Max Warburton.

'Plenty of Western car-makers ran the rule over the business when it was for sale a few years ago and decided it wasn't a good deal.
'They must be kicking themselves now.'

Jaguar Land Rover: Made in Britain. Saved in India. Craved in China: How the group was saved...by Indian cash and Chinese drivers | Mail Online
 
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