Indian
Thermax
The Case:
Revenues and profits had stagnated in the early 2000s
The Strategy:
Restructured Thermax into six core businesses. Brought in professional top management.
Whirlpool
The Case:
Competition from new Asian rivals had pushed Whirlpool into the red
The Strategy:
Boosted employee morale. Focused on strengths such as people and product innovation.
Jain Irrigation Systems
The Case:
Needless diversification had left Jain Irrigation on the brink
The Strategy:
Roped in a PE investor. Retired debt. Bolstered working capital. Exited non-core businesses
Shoppres Stop
The Case:
The 2008 slowdown hit consumer sentiment, hurting Shoppers Stop
The Strategy:
Shut unprofitable formats. Right-sized stores. Controlled costs. Repositioned the brand.
Idea Cellular
The Case:
Idea faced pressure from stiff competition and a tough regulatory environment
The Strategy:
Mobilised finances, built capacity, expanded nationwide, improved customer service.
HUL
The Case:
HUL faced pricing pressure in 2008 and had to make its brands competitive
The Strategy:
Focused on consumers. Invested in processes and technology. Controlled costs.
India Cements
The Case:
Bought companies with debt. Could not repay when cement prices crashed
The Strategy:
Opted for a corporate debt restructuring scheme. Cut costs. Sold some assets. Went in for a GDR issue.
Aditya Birla Nuvo
The Case:
ABNL needed to bounce back after being pushed into the red by the 2008 economic crisis
The Strategy:
Rationalised costs. Infused capital. Reduced debt. Restructured some businesses
Arvind Limited
The Case:
Arvind had to overcome Rs 500 crore in losses and Rs 2,700 crore in debt
The Strategy:
Diversifed into new segments. Restructured some businesses. Monetised surplus land.
Dabur India
The Case:
Despite high demand for consumer products, Dabur was not able to grow.
The Strategy:
Outsourced non-core businesses. Entered new categories. Targeted rural India. Expanded overseas.
Greaves Cotton
The Case:
High production and manpower costs pushed it into the red
The Strategy:
Focused on core business. Cut costs. Sold surplus assets. Moved from stock push to demand pull.
Jagran Prakashan
The Case:
JPL needed to fend off rivals, retain market share and talent, and ride out the 2008 crisis.
The Strategy:
Differentiated content, offerings and innovation. Controlled costs. Kept team members motivated.