This case study focuses on how merger and acquisition navigated Ruchi Soya Industries Ltd. (RSIL), RSIL in eliminating competition, tapping the opportunity in the edible oil industry and emerging as the market leader. It focuses on the business performance analysis of RSIL’s amalgamation and its related issues. RSIL started in 1986 and primarily dealt with processing of oil-seeds, refining of crude oil and food products from soya. Its brand portfolio includes Nutrela, Ruchi Gold, Ruchi Star, Sunrich and Mahakosh. These brands are well-rooted and have a strong market presence. It has 22 manufacturing plants, 5642 non-exclusive distributors covering over 2,210 towns and over 725, 000 retail outlets1 as on FY-2013.
This case study focuses on how merger and acquisition navigated Ruchi Soya Industries Ltd. (RSIL), RSIL in eliminating competition, tapping the opportunity in the edible oil industry and emerging as the market leader. It focuses on the business performance analysis of RSIL’s amalgamation and its related issues. RSIL started in 1986 and primarily dealt with processing of oil-seeds, refining of crude oil and food products from soya. Its brand portfolio includes Nutrela, Ruchi Gold, Ruchi Star, Sunrich and Mahakosh. These brands are well-rooted and have a strong market presence. It has 22 manufacturing plants, 5642 non-exclusive distributors covering over 2,210 towns and over 725, 000 retail outlets1 as on FY-2013.
This case study focuses on how merger and acquisition navigated Ruchi Soya Industries Ltd. (RSIL), RSIL in eliminating competition, tapping the opportunity in the edible oil industry and emerging as the market leader. It focuses on the business performance analysis of RSIL’s amalgamation and its related issues. RSIL started in 1986 and primarily dealt with processing of oil-seeds, refining of crude oil and food products from soya. Its brand portfolio includes Nutrela, Ruchi Gold, Ruchi Star, Sunrich and Mahakosh. These brands are well-rooted and have a strong market presence. It has 22 manufacturing plants, 5642 non-exclusive distributors covering over 2,210 towns and over 725, 000 retail outlets1 as on FY-2013.
ABSTRACT This case study focuses on how merger and acquisition navigated Ruchi Soya Industries Ltd. (RSIL), RSIL in eliminating competition, tapping the opportunity in the edible oil industry and emerging as the market leader. It focuses on the business performance analysis of RSILs amalgamation and its related issues. RSIL started in 1986 and primarily dealt with processing of oil-seeds, refining of crude oil and food products from soya. Its brand portfolio includes Nutrela, Ruchi Gold, Ruchi Star, Sunrich and Mahakosh. These brands are well-rooted and have a strong market presence. It has 22 manufacturing plants, 5642 non-exclusive distributors covering over 2,210 towns and over 725, 000 retail outlets1 as on FY-2013. RSILs consolidation with its sister concerns in the FY-2005 and its backward integration with Mac Oil Palm Ltd., and Pam Tech India Ltd., in the FY-2010 increased the companys revenue from mere INR52 million in the FY-2004 to INR306 million2 in the FY-2012. Its net worth also increased from INR2720 million in the FY-2004 to INR23660 million in the FY-20131, which was almost nine times more. Its continuous expansion strategy helped Ruchi to be included in the top 250 consumer companies of the world3. India has emerged as a leading edible oil consumer with a share of 12%4 of the worlds consumption. Indias domestic edible oil consumption has been growing steadily from 11 million MT in the FY-2005 to 18 million MT2 in the FY-2013 out of which India only produces 7 million MT and rest 11 million MT are imported to meet the demand. Looking into the present opportunities RSIL devised its business strategy which helped it to achieve a CAGR of 14%2 and accelerated its growth cycle.
Annual report-2013
Corporate presentation-2013
7th annual Global Powers of Consumer Products 2014 by Deloitte