Subject category:
Strategy and General Management
Originally published in:
2018
Version: 15-Feb-2018
Length: 18 pages
Data source: Published sources
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Abstract
From an identity with locks and keys, over the years, the Godrej group that was established by lawyer-turned-locksmith Ardeshir Godrej in 1897 has transfigured into a conglomerate that has interests in everything from processed chicken to property. Astounding track record, remarkable future, stupendous growth from the days of the charkha to nights at the call centers, stewardship of the visionary Mr Ardeshir Godrej, foothold in the sectors as diverse as real estate, FMCG, industrial engineering, appliances, furniture, security and presence in 80 countries makes Godrej group a much successful and talked about corporate honcho in India. Godrej group enjoys the patronage and trust of around 850 million Indians every single day and is considered a highly trusted brand in India however it has an abysmal track record as far as Joint Ventures are concerned. It is a matter of concern that seven out of eight joint venture relations made by the Godrej group have soured and come to an end. This happened even though all of the deals were conceded, well thought out and planned under the leadership of Mr Ardeshir Godrej known for being a persistent inventor and a strong visionary. Flawed strategy, inappropriate structure, mismatch of culture or non-supportive processes and system were cited as reasons. Clearly for Godrej group it is a matter to ponder upon and find out what went wrong. This case looks into all the joint venture deals made by the Godrej group, spells out the reasons why the deals were done, details the outcome of the deals and scrutinizes the experiences and perceptions of all the important stakeholders to finally chart out the reasons why joint ventures fail. The case also gives an insight into how joint venture can work successfully keeping all the stakeholders expectations at the core and aims at seeking solution to Godrej’s JV issues.
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Abstract
From an identity with locks and keys, over the years, the Godrej group that was established by lawyer-turned-locksmith Ardeshir Godrej in 1897 has transfigured into a conglomerate that has interests in everything from processed chicken to property. Astounding track record, remarkable future, stupendous growth from the days of the charkha to nights at the call centers, stewardship of the visionary Mr Ardeshir Godrej, foothold in the sectors as diverse as real estate, FMCG, industrial engineering, appliances, furniture, security and presence in 80 countries makes Godrej group a much successful and talked about corporate honcho in India. Godrej group enjoys the patronage and trust of around 850 million Indians every single day and is considered a highly trusted brand in India however it has an abysmal track record as far as Joint Ventures are concerned. It is a matter of concern that seven out of eight joint venture relations made by the Godrej group have soured and come to an end. This happened even though all of the deals were conceded, well thought out and planned under the leadership of Mr Ardeshir Godrej known for being a persistent inventor and a strong visionary. Flawed strategy, inappropriate structure, mismatch of culture or non-supportive processes and system were cited as reasons. Clearly for Godrej group it is a matter to ponder upon and find out what went wrong. This case looks into all the joint venture deals made by the Godrej group, spells out the reasons why the deals were done, details the outcome of the deals and scrutinizes the experiences and perceptions of all the important stakeholders to finally chart out the reasons why joint ventures fail. The case also gives an insight into how joint venture can work successfully keeping all the stakeholders expectations at the core and aims at seeking solution to Godrej’s JV issues.
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