1.case study
Ardeshir Godrej (Ardeshir), a lawyer, founded the Godrej group in 1897. He gave up law and started a locks manufacturing venture.Soon, he expanded his business by manufacturing safes and security equipments and also ventured into toilet soaps business. After Ardeshir, his brother Pirojsha Godrej led the venture towards becoming a vibrant, multi-business company. The company was incorporated with limited liability5 in 1932, under the Indian Companies Act, 1913. By 2003, the Godrej group had emerged as one of the largest privately held diversified industrial corporations in India.GCPL came into existence after the demerger6 of the consumer products division of the erstwhile Godrej Soaps Limited (GSL) on April 01, 2001.GCPL was a major player in the Indian fast-moving consumer goods (FMCG) market with a significant presence in personal care, household, and fabric care segments.As on March 31, 2003, GCPL had a workforce of 950 people and had three manufacturing facilities at Malanpur (state of Madhya Pradesh), Guwahati (state of Assam) and Silvassa (Union Territory).
Headed by Adi, the company had a strong management team. However, GCPL lacked a good distribution network. GCPL was more urban centric and had weak presence in the fast growing rural market as compared to its competitors. Hoshedar K. Press (Press), Executive Director and President of GCPL admitted in an interview to indiainfoline.com (May 26, 2003) that the company was comparatively more urban…
The Business plan on Ford Motor Company 2
Ford motor company manufactures or distributes automobiles across six continents. The company’s automotive brands include Ford and Lincoln. The company provides financial services through Ford Motor Credit Company. Under the leadership of CEO Alan Mulally, Ford Motor Company transformed their manufacturing operations to enable a complete turnaround of fortunes between 2008 and 2010. In 2010 ...
2.case study
This case study analysis is on Samsung Electronics Company (SEC) and how it has climbed up the ranks in the past decade via calculated marketing strategies, extensive market research and analysis, and a risky bet on how the market will evolve. Samsung’s principle outlook took time and education from within and thereafter the general market.Samsung Electronics Company (SEC) began doing business in 1969 as a low-cost manufacturer of black and white televisions. In 1970, “Samsung acquired a semiconductor business” which would be a milestone that initiated the future for SEC. Entering the semiconductor industry would also be the beginning of the turnaround phase for SEC. In 1980, SEC showed the market its ability to mass produce. SEC became a major supplier of commodity products (televisions, microwave ovens and VCRs) in massive quantities to well known original equipment manufacturers (OEMs).
For this reason, Samsung was able to easily transition into a major player in the electronic products and home appliances market (Quelch & Harrington, 2008).SEC was mainly focused in manufacturing; therefore, it’s no surprise that the executives themselves were also focused on their manufacturing plants. Profits that SEC received were soon reinvested into Research & Development, manufacturing, and supply chain activities. Unexpectedly, in 1997, a financial crisis hit the Asian market. Even though SEC’s sales were $16 billion, they still had a negative net profit. SEC executives exercised major restructuring efforts that resulted in the dismissal of 29,000 workers and the sale of billions in corporate assets. SEC was able to ride the Asian Financial Crisis and was able to reduce its debt dramatically to $4.6 billion, from $15 billion, over a 5 year period. Furthermore, SEC was able to increase its net margins from -3% to 13% (Quelch & Harrington, 2008).
