Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

Gemini Steel Tubes is a medium-sized company based in the Hoskote area of Bangalore, Southern India. The company operates in an industry dominated by a few large producers and an economic environment undergoing considerable change as a result of Government de-regulation. Having experienced significant problems since its establishment in 1982, the company was acquired by two entrepreneurs in 1991. The case deals with the strategies pursued from 1991 to 1995 by Mr. Gupta, the Chief Executive, and one of the new owners, and his attempts to transform the company in the face of a number of diverse problems. The case presents factual information which is interwoven with quotations from senior managers and employees of the company. The case deals with a number of issues including turnaround, leadership, buyer/supplier relations, product-market diversification, finance and growth, and has been used on both final year undergraduate business degree courses as well as masters programmes.
Location:
Industry:
Size:
SME (small to medium-sized enterprise)
Other setting(s):
1995

About

Abstract

Gemini Steel Tubes is a medium-sized company based in the Hoskote area of Bangalore, Southern India. The company operates in an industry dominated by a few large producers and an economic environment undergoing considerable change as a result of Government de-regulation. Having experienced significant problems since its establishment in 1982, the company was acquired by two entrepreneurs in 1991. The case deals with the strategies pursued from 1991 to 1995 by Mr. Gupta, the Chief Executive, and one of the new owners, and his attempts to transform the company in the face of a number of diverse problems. The case presents factual information which is interwoven with quotations from senior managers and employees of the company. The case deals with a number of issues including turnaround, leadership, buyer/supplier relations, product-market diversification, finance and growth, and has been used on both final year undergraduate business degree courses as well as masters programmes.

Settings

Location:
Industry:
Size:
SME (small to medium-sized enterprise)
Other setting(s):
1995

Related