Abstract

The case focuses on the turnaround of Gillette India Limited (GIL) the Indian arm of the multinational Gillette Company. The Gillette Company entered the Indian market in 1984 through a joint venture as a minority shareholder and then garnered shares, so that it had three-fourths of the shares by 2002. During these two decades, Gillette followed inorganic growth by acquiring domestic companies in oral care, battery, blades and razors and stationery business. This diversification resulted in adding flab to the company's costs. With operating profits coming down, the company engaged in a restructuring exercise, which resulted in selling the same businesses the the company had acquired. The restructuring was successful and in 2003 GIL made a turnaround with net profit growth being the highest in the two decades of the company's presence in India.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Corporate Restructuring
• Growth Strategies.

Keywords

Gillette India Limited, Eveready Industries India Limited, Alkaline Batteries, Indian Shaving Products Limited, 7 O' Clock, Duracell India Limited, Wilkinson Sword India Ltd, Grooming Segment, Oral Care Segment, Colgate Palmolive, Hindustan Lever Limited (HLL), Dry Cell Battery, Acquisition, Branding