Tata Chemicals is planning to take the Tata Salt brand global. To this end it plans to use the global distribution network of Tetley, the UK-based tea company owned by group company Tata Tea.
An executive at Tata Chemicals said, "We are looking at launching the Tata Salt brand overseas and we have the option of leveraging Tetley's distribution strength."
Arch-rival Hindustan Lever has taken its Annapurna salt brand, India's second largest salt brand, global through the Unilever set-up.
Tata Chemicals is looking at initially launching the brand in countries where the Indian population is high, and then moving to other parts of the world. Tata Chemicals has been exporting bulk salt for industrial use.
Tetley has a strong distribution network in the UK, Australia, and Canada where the immigrant Indian population is high as well as in parts of Eastern Europe and the US.
It is now a group-wide policy to expand globally, with several Tata companies such as Tata Motors, Tata Consultancy Services, Indian Hotels, Tata Steel and Titan, marking a global presence.
Tata Chemicals has also been setting its house in order. It has restructured itself into three strategic business units: chemicals, fertilisers and food additives.
The move is to create clear accountability in the financial performance of each business, greater alignment of business teams towards servicing the market, better analysis of business performance and focus on business growth and strategy.
Tatas out of NFL race
Tata Chemicals has decided not to bid for the government's stake in National Fertilisers Ltd.
"The company has opted out of the race after a detailed evaluation of the bid that NFL would not add any significant value to its existing operations," a Tata Chemicals executive said in Mumbai.
Tata Chemicals said it arrived at a decision not to submit a formal bid for NFL. An official letter to this effect was sent prior to the closure of the bidding process.
The government is in the process of offloading a 51 per cent stake in NFL to a strategic partner.
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