Jaguar & Land Rover are two premium brands owned by Ford a British automobile firm which were acquired by Tata Motors an Indian car maker for $2.3 billion in the year 2008. In the past, world have seen various mergers & acquisition in the automotive industry. But, what made this acquisition an interesting one is the fact that Tata an low-cost car manufacturer succeeded in managing a premium brand like JLR, while Ford who got huge in terms of experience and size in the industry, failed to meet the expectation. At that time (early 2008), Tata’s acquisition of JLR seemed to be a poorly timed and critics were questioning the strategic logic of the move and its timing. Following that, after the takeover, in global market the demand for luxury cars collapsed due to the financial meltdown and Tata was compelled to re-finance to support its investment. Since the acquisition took place, profit and sales of JLR reached a tremendous growth. Financial experts, in 2014 assessed that the valuation of Jaguar Land Rover elevated from $2.3 billion to $14 billion in 5 years. Several years later, the deal appears to be an example of a triumphant Acquisition, which is generating profitable shareholder value for Tata and also obtaining continued support from JLR’s many stakeholder groups in the UK. This acquisition is an image of this new globalization. Even though, the manufacturers in developing countries do not have the expertise to create competitive products for Europe and US markets, thanks to their market and strong financial power they can acquire and develop their range and business all around the globe. This business case aims to identify the various drivers behind this success story by analyzing the post-acquisition strategies adopted by Ford and Tata.