Professional Documents
Culture Documents
GROUP B6
PGP/32/283 RAHUL R KAMATH
PGP/32/286 NISHANT SARAWAGI
PGP/32/291 KARANVIR SINGH
PGP/32/306 SUMIT KUMAR
PGP/32/315 POOJA DILIP BORIWAL
PGP/32/336 ARUSHI GUPTA
PGP/32/338 RANJIT KUMAR GWALIA
PROJECT To examine the performance of Five Indian Business Group firms and compare these with
OBJECTIVE independent firms in the same industry with respect to the differences in performance
Sr. No. Business Group Company Industry Independent Firm for comparison
Inference:
Vertical Integration:
Issue of Commitment & Concept of lower Transaction Cost
SAIL has integrated backwards and owns captive iron ore mines and coking
coal mines ( Not completely some of it was imported )
Last year, the profits dipped for SAIL as it was cheaper to get the raw
materials from the commodity market and hence JSW steel made much
higher profits.
But JSW is now planning to invest in auctions for the raw material mines.
Product Portfolio:
JSW has a sharper focus on value added and special products, leading to a
higher profitability.
In contrast, 25% of SAILs products are in the form of semi finished steel
resulting in lower value addition
Cement Industry: UltraTech Cement (ABG) vs. Ambuja Cement
Cement Industry: UltraTech Cement (ABG) vs. Ambuja Cement
Trade Non-Trade
Competitors
20 20
35 33
80 80
65 67
Tata Motors Ltd is an Indian multinational Maruti Suzuki India Ltd (Joint Venture), is an
automotive manufacturing company & a member of automobile manufacturer in India; parent: Suzuki
the Tata Group Motor Corporation (56.21%)
Market Ranked 5th in 2015 Responsible Business Rankings It has a market share of 47.4 % of the Indian
Share (By IIM Udaipur); Recognized for its world-class passenger car market
quality, originality, engineering & design excellence
Market Share: CV: 49.4% , PV: 5.2%
Tata Motors excels when it comes to innovation Maruti Suzuki positions itself as a provider of
through intensive research and development e.g. security, confidence, reassurance, value-for-money
Competitive
Nano (least expensive car) & good resale value. Business strategies of MUL are
Advantage
Heavy Focus on CSR combination of lower cost & differentiation for its
Manufacturing
Jamshedpur, Pune, Lucknow, Uttarakhand, Gujarat, different products
facilities
Karnataka Heavy focus on operational efficiencies
New Delhi, Haryana, Gujarat
Automotive Industry: Tata Motors, Tata Group vs. Maruti Suzuki India Ltd.
FINANCIAL
PERFORMANCE
Serving 1162 clients in 45 countries to create and execute Focus on providing business and technology solutions for
strategies for their digital transformation.Third largest IT the projects, construction, oil & gas and real estate
Company in India. industries
Provides end - to - end business solutions that leverage With its domain expertise in the area has resulted in
technology for our clients across the entire software life significantly lower operating costs, increased asset
cycle: consulting, design, development, re - engineering, utilization for their clients
maintenance, system integration, package evaluation and
implementation Godrej Infotech Ltd, embarked on the journey of Business
Excellence using EFQM 2013 which outlines the
Strategy:To build a sustainable organization that suits the foundation of achieving sustainable excellence in any
agenda of its clients, while offering profitable growth for organization.
investors. To achieve this objective, the company intends to
apply the priorities of renew and new to its own business Have ISO 9001:2015 Quality Systems Certification for
and cascade it to everything it does Analysis, Design, Coding, testing, Delivery and
Maintenance of Commercial Application Software
Have 84 sales and marketing offices and 116 development
centers. Infor awarded Godrej Infotech for "Golden Deal of the
Year for 2013
Derive 97.3% of revenue from repeat business this year.
IT Services: Godrej InfoTech, Godrej Group vs. Infosys
120 160
140
100
120
80
100
Godrej
60
80 Infosys
40
60
20 40
20
0
2008 2009 2010 2011 2012 2013 2014 2015 2016
0
Godrej Infosys
2008 2009 2010 2011 2012 2013 2014 2015 2016
IT Services: Godrej InfoTech, Godrej Group vs. Infosys
70 160
60 140
50
120
40
100
30
80
20
60
10
40
0
2008 2009 2010 2011 2012 2013 2014 2015 2016 20
-10
0
-20 2008 2009 2010 2011 2012 2013 2014 2015 2016
30.00
25.00
20.00
15.00
10.00
5.00
0.00
2008 2009 2010 2011 2012 2013 2014 2015 2016
-5.00
-10.00
Godrej Infosys
Retail Industry: Big Bazaar, Future Group vs. DMart
Business groups are deeply rooted in the social and economic; and account for significant part of value-add generation
in India
Knowledge-based hierarchies in business groups result in intangible assets which are complementary for productivity
Group affiliation has some beneficial effect on the financial performance of member firms
Business Groups have lesser issues with commitment to large investments (Non-productive) than independent firms
THANK YOU
REFERENCES
www.brcommunity.com/articles.php?id=b659
www.wiggo.com/mgmt8510/Readings/Readings3/venkatraman1986amr.pdf
www.emeraldinsight.com/doi/full/10.1108/09555340310455191
www.ecb.europa.eu/pub/pdf/scpwps/ecbwp1554.pdf?b0e881e57b91b5bfd2b6e0382c06b619
Company Fillings , Annual Reports of Maruti Suzki India Ltd., Tata Motors & other firms
Wikepedia, Company Websites
www.moneycontrol.com