Dhirubhai Ambani and Reliance

            
 
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Case Details:

Case Code : LDEN011
Case Length : 17 Pages
Period : 1958-2002
Pub Date : 2001
Teaching Note :Not Available
Organization : Reliance India
Industry : Varied
Countries : India

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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Excerpts

Backward Integration

To strengthen his position further, Dhirubhai decided to integrate backwards and produce fibers. He planned to set up a polyester filament yarn (PFY) manufacturing plant at Patalganga...

The Stock Market Adventure

Dhirubhai's biggest contribution to the nation was the development of an equity culture. Having understood the psychology of the Indian capital markets and the mindset of Indian investors, he was instrumental in introducing the equity culture in India.

Dhirubhai gave importance to the small investor and his contributions, and by doing so, he involved millions of middle class investors. Reliance went public in 1977 and had its first annual general meeting (AGM) in 1977. Reliance Industries had 58000 investors in 1977...

Leadership and Entrepreneurship Case Studies | Case Study in Management, Operations, Strategies, Leadership and Entrepreneurship, Case Studies

Corporate Battles of Dhirubhai Ambani

Despite his unprecedented corporate valour, some corporate bigwigs considered Ambani to be a manipulator. Critics accused him of using the "more than the usual" ways of obtaining licenses, getting quick approvals for public issues and capital goods imports, and of getting policies formulated in favour of Reliance...

Political Battles of Dhirubhai Ambani

Dhirubhai maintained good relations with Mrs. Indira Gandhi and obtained several licenses and permissions during her primeministership. However, after her assassination in 1984, her son Rajiv Gandhi became the prime minister, and things changed drastically. In May 1985, Vishwanath Pratap Singh (V.P.Singh), the Finance Minister in Rajiv Gandhi's cabinet, decided to shift PTA imports from the open general licence (OGL) category to the limited permissible list.9 This could be the beginning of a new problem for Reliance as it solely depended upon PTA imports for its PFY plant.

Reliance without Dhirubhai

In 2002, the Reliance group with a turnover of Rs 620 billion, assets worth Rs 564.85 billion, and a work force of over 85,000 people accounted for 5% of the Central Government's total revenue. It contributed 3 % of India's GDP, 5 % of the total exports, and 9 % of the GoI's indirect tax revenues.

Exhibits

Exhibit I: Reliance Group of Companies
Exhibit II: The Ambani Family Tree
Exhibit III: Chronology of Events
Exhibit IV: The Bombay Dyeing and Manufacturing Co. Ltd.
Exhibit V: Backward Integration
Exhibit VI: Management Mantras of Dhirubhai Ambani
Exhibit VII: Achievements of Dhirubhai Ambani


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9]  To import an item on the limited permissible list, one has to get a clearance from the director general of technical development.

 

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