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Essay / Research Paper Abstract
This 15 page paper is based in a case study supplied by the student, looking at this relatively unknown large Indian conglomerate, assessing the way in which the firm should compete in the future looking at issues such as areas of operations, industries and structure. The bibliography cites 16 sources.
Page Count:
15 pages (~225 words per page)
File: TS14_TEbirla1.doc
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Unformatted sample text from the term paper:
Executive Summary The Birla Group is a highly diversified company, with interests spread widely in terms of industries and geographical reach. These changes have efficiency of the structure, and
facilitated a greater level of synergy, organization is working in a changing and highly competitive environment, and needs to be able to adapt in order to create value retain as
well as no market share. The company is already participating in a number of highly potential markets, with areas such as China as well as his home state of India,
and other developing nations offering a potential that the company will benefit as the economies develop. Therefore, the first recommendation is to focus on the growth markets, in developing markets,
especially China with a focus on construction and new technology sectors. In order to increase efficiency as well as reduce the problem of conglomerate discount rate the shares are valued
it is also recommended that the organization adopt the new structure, where the different major business segments or units are transformed into autonomous business units, with the own shares quoted
on the stock exchange. This would allow the markets to assess the individual company in terms of its potential and would also imitate a greater level of responsiveness in the
in the operations and strategies adopted, would support increasing value. 1. Introduction The Birla Group is a highly diversified conglomerate, with interests in a wide range of areas, from chemicals
to textiles, telecommunications and IT to fertilisers and insulator. There have been some significant changes in the group since 1995, with the death of Aditya Birla and succession by Kumar
Birla, the only son, who had a strong business background including an MBA. The general approach towards the different business units has been to gain value from a high
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