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Case
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Reference no. 9-797-106
Authors: Tarun Khanna
Published by: Harvard Business Publishing
Published in: 1997

Abstract

As in most emerging markets, a significant portion of the Indian private sector is dominated by extensively diversified, often family- owned or controlled, business groups. This case examines the strategy and structure of one of the largest business groups in India, at a time when the economy is going through substantial transition. RPG Enterprises'' restructuring in response to the policy reforms in India (1991-95) allow one to understand the underlying reasons for the existence of the business group in the first instance. Also permits a discussion of some of the difficulties of restructuring in an emerging market.

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Abstract

As in most emerging markets, a significant portion of the Indian private sector is dominated by extensively diversified, often family- owned or controlled, business groups. This case examines the strategy and structure of one of the largest business groups in India, at a time when the economy is going through substantial transition. RPG Enterprises'' restructuring in response to the policy reforms in India (1991-95) allow one to understand the underlying reasons for the existence of the business group in the first instance. Also permits a discussion of some of the difficulties of restructuring in an emerging market.

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