Seat Number ‡ãŠãÊã - 011

*1553*

202 : Case Studies in Strategic Management

(New) (From June 2017) (712020)
P. Pages : 7
Time : Three Hours Max. Marks : 60
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Instructions to Candidates :
1. Do not write anything on question paper except Seat No.
2. Graph or diagram should be drawn with the black ink pen being used
for writing paper or black HB pencil.
3. Students should note, no supplement will be provided.
4. All questions carry equal marks.
5. Attempt any three cases out of five.

1. Sweet Drinks Ltd. is a drinks company whose core business is 20

manufacturing and selling soft drinks to 80,000 outlets through out India.
The business of the company is good with annual turnover exceeding three
billion of rupees profits are good and share holders are often rewarded with
lucrative dividends and bonuses.
Four years back the company has diversified into the alcoholic drinks
industry and has taken over two small breweries located in western India.
The company has also diversified into hotels with purchase of twenty five
hotels of three / four star category across the country. To its advantage the
company has been able to obtain a monopoly for the sale of its soft drinks
in its hotels and is beginning to establish itself as a brand name in the
brewery industry.
Part of the strategy of the company is to continue to purchase hotels,
particular by targeting National Capital Region of Delhi where tourism is
likely to pick up with the forthcoming common wealth games. The company
also intends to construct a five star hotel in Gurgaon to take tax advantage.
Everything was going on well until recently, when a public interest
litigation from NGO accused the company of indulging in surrogate
advertising of its brewery products. In fact the company has similar brand
names for its soft drinks and brewery products. This triggered a lot of
protests and demonstrations against the company. News papers were
flooded with the articles against the company. There were also some
demonstrations and some small incidents of stone pelting in a few of its
hotels.
a) Discuss the factors related to SWOT analysis for the company.
b) Explain how Sweet Drinks Ltd. is achieving synergy?
c) Explain the nature of diversification adopted by the company.

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2. A public sector organization with about 5000 employees was successfully 20
managed for the beginning of its existence. Later. There were some
changes in and around the environment of the organisation. The employee.
employer relation were not congenial. Some chief executive did not pay their
attention in managing the organization effectively because of their
appointments at the age of their super annuation. There were many unions.
But two were recognized. the unions were Militant and strong. The
organization hand accumulated losses in crores of rupees.
The organization did not get orders from the customers and was not in
a position to repay the debts. the employees benefits. were reduced The
employee employer relations were not good. Some strikes were also
organized by the unions. There was a some uncertainty of receiving salaries
regularly. There was a lot of competition from some other organizations.
Questions:
a) What are the Causes of low performance of the Organization?
b) Explain the revival process of organization.

3. Tata Motors is going places. The company is in the process of becoming a 20

global player. The initiative in this strategy followed by the company is
unique as for as Indian Industry goes.
The Company has signed an agreement with Rovers U.K. to sell
10,00,000 Cars to them in the next five years to be sold under the brand
name of Rovers. At the same time the company is going to sell Indica cars
in the European Markets under its own brand name as well. Selling Cars in
Europe is a tough job as it a well developed Market. Tata are however
confident that this strategy that they are following wids definitely work. They
have a very strand presence in Europe and have been selling Tata Safari
and other Cars in these markets for some time now and have a dealer's
network and service back up in some countries in this region.
On the other hand, the company has just acquired the unit of Daewoo
Motors in Korea for Making Trucks. the acquisition is the first of its kind for
the company this gives the company unrestricted use of Daewoo's brand
name which is popular in China and south East Asian countries. This
acquisition will also help the company take on the challenge posed in the
Indian Markets by Volvo in truck and passenger segments. The Company
can import the Higher range vehicles to India from this Korean facility. The
Indian Market on the threshold of growth due to the road projects that are
being implemented in the country and also due to the fact that old vehicles
are being phased out due to environmental problems. The company is also
seriously planning to enter Chinese Markets soon and in negotiating a big
tender for supply of trucks to south Africa.
Following facts give in Idea as to what the company is up to:
• New age Tata trucks to roll out in a range of emerging markets like
South Africa, China, Brazil and Indonesia.
• Global sales to contribute 10% of total commercial vehicle business
by 2010.

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• Low cost manufacturing base to be leveraged to offer Models at
prices that are expected to be at least 25% lower than offered by
global majors.
• A six member team with Italian experts is working on a new design
for the cabins.
• Focus on fuel efficiency. something that American and European
Manufactures do not focus on.
• Offering will be in the range of 9 to 49 payloads.
• Acquisition of local companies wherever required. Thus Total
Motors has developed strategies to be a global player in the near
future.
Questions :-
i) Analyze The case and state what it means to Indian industries at
large.
ii) Comment on the strategies of the company. Do you think that these
strategies will be successful? Why?

4. Indus was diversified company operating in a number of niche markets that 20

were largely Independent of each other that is customer buying decisions in
each of these Markets were made independently. The company's primary
basis for competitive advantage in each of these markets was to be the first
mover (and leader) in product innovation. The company faced the following
customer / production situations.
Case A:-_ The Customer was Mainly performance sensitive rather than
price sensitive. Also, there was little production synergy across the various
product lines.
Case B :- The customer was mainly performance sensitive rather than price
sensitive. However, there was considerable production synergy across the
various product lines.
Case C :- The customer was equally sensitive regarding product
performance and price. However, there was little production synergy across
the various product lines.
Case D :- The customer was equally sensitive regarding product
performance and price. However, there was considerable production
synergy across the various product lines.
Question : In each case, how should Indus be organized and controlled?

5. In 1987 perfect computer Ltd (PCL) entered in to PC business. At that time 20

only two firms VIZ. Vipro and HCL were dominating the business. PCL had
departments like production, marketing and export division.

1) Last quarter of 1995 :- Massive expansion programme in the

production deptt and marketing deptt implemented. New software
business was added. At the same time, due to higher credit norms,
short term funds with high interest rates were taken. it received
manufacturing contract from foreign country.

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2) April – July 1996:- Entire export order got cancelled due to improper
response.
3) Sept. 1996 :- Marketing division slashed PC prices dramatically. It
took money in advance from customers and promised delivery 6-8
week later. The fund collected in such way were spent not on
production cut other than that.
4) Nov. 1996 :- Due to production not keeping any pace customers did
not get PC'S in time and even after 10-12 weeks. Banks did not issue
fresh funds. PCL faced fund crisis no money to buy components to
Manufacture the PC's.
5) Jan. 1997:- Bank asked interest payment which are over due.
6) Feb 1997:- Entire organization grinds to halt.
7) June 1997:- PCL thinking massive restructuring.

Financial Highlights of PCL

Year Sales ` Cost of Production Interest cost Organization
1993-94 266.6 Cr 87.2% of Sales 18.90 Cr Margins 12%
1995-96 701.8 Cr 100.5% of Sales 23.99 Cr 9.17%

Questions:- Design the restructuring or turnaround strategy for PCL.

***************

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½ãÀãŸãè Á¹ããâ¦ãÀ
Time : Three Hours Max. Marks : 60
_________________________________________________________________
ÔãîÞã¶ãã :-
1. ¹ãÆͶã¹ããä¨ã‡ãñŠÌãÀ ºãõŸ‡ãŠ ‰ãŠ½ããâ‡ãŠããäÍãÌãã¾ã ‡ãŠãÖãèÖãè ãäÊãÖî ¶ã¾ãñ.
2. ØãÆã¹ãŠ ãä‡ãŠâÌãã ‚ãã‡ãðŠ¦ããè ‡ãŠã¤¥¾ããÔããŸãè ¹ãñ¹ãÀ Ôããñ¡ãäÌã¦ããâ¶ãã ‡ãŠãß¿ãã ÍããƒÃÞãã ¹ãñ¶ã ‚ã©ãÌãã ‡ãŠãßãè †Þãá. ºããè. ¹ãñ¶ÔããèÊãÞã
Ìãã¹ãÀãÌããè.
3. ¹ãìÀÌã¥ããè ãä½ãߥããÀ ¶ããÖãè ¾ããÞããè ãäÌã²ã㩾ããÃâ¶ããè ¶ããñ⪠ܾããÌããè.
4. ƒâØãÆ•ããè Ìã ½ãÀãŸãè ¼ããÓããâ¦ãÀã½ã£¾ãñ ‡ãŠãÖãè ÔãâãäªØ£ã¦ãã ‚ãÔãʾããÔã ¦¾ããÌãñßãè ½ãîß ¹ãÆͶã¹ããä¨ã‡ãŠã ƒâØãÆ•ããè ¼ããÓãñ¦ããèÊ ã ØãÆãÖ¿ã
£ãÀ¥¾ãã¦ã ¾ããÌããè.
5. ÔãÌãà ¹ãÆͶããâ¶ãã Ôã½ãã¶ã Øãì¥ã ‚ããÖñ¦ã.
6. ¹ããÞã ¹ãõ‡ãŠãè ‡ãŠãñ¥ã¦¾ããÖãè ¦ããè¶ã ‡ãñŠÔãñÔã Ôããñ¡Ìãã.

1. ÔÌããè› ãä¡Èâ‡ã‹Ôã Öãè Íããè¦ã¹ãñ¾ã ºã¶ããäÌã¥ããÀãè ‡ã⊹ã¶ããè ‚ãÔãî¶ã ãä¦ãÞãã ½ã쌾ã ̾ãÌãÔãã¾ã Íããè¦ã¹ãñ¾ããâÞãñ „¦¹ã㪶㠇ãŠÂ¶ã ¦¾ããâÞããè 20
¼ããÀ¦ãã¦ããèÊã 80,000 ãäÌã‰ãŠãè ‡ãòŠ³ã¦ãî¶ã ãäÌã‰ãŠãè ‡ãŠÀ¥ãñ Öã Öãñ¦ãã. ‡ã⊹ã¶ããèÞãã ̾ãÌãÔãã¾ã ÞããâØãʾãã ¹ãƇãŠãÀñ ÔãìÁ ‚ãÔãî¶ã ‡ã⊹ã¶ããèÞããè
ÌãããäÓãÇ㊠„Êãã¤ãÊã 3 ‚㺕ã Á¹ã¾ããâ¹ãñàãã ‚ããä£ã‡ãŠ Öãñ¦ããè. ‡ã⊹ã¶ããèÊãã ¶ã¹ãŠã ÞããâØãÊãã Öãñ¦ã ‚ãÔãʾãã¶ãñ ¼ããØã£ããÀ‡ãŠãâ¶ãã
‡ã⊹ã¶ããè‡ãŠ¡î¶ã ‚ã¶ãñ‡ãŠªã ãä‡ãŠ¹ãŠã¾ã¦ãÍããèÀ Êãã¼ããâÍã ‚ãããä¥ã ºããñ¶ãÔã ãä½ãߦã Öãñ¦ãã.
ÞããÀ ÌãÓããùãîÌããê ‡ã⊹ã¶ããè¶ãñ ‚ãã¹ãÊãã ̾ãÌãÔãã¾ã ½ã²ãã‡ãʾãì‡ã‹¦ã ¹ãñ¾ãñ „¦¹ã㪶ã àãñ¨ãã‡ãŠ¡ñ ÌãßãäÌãÊãã ‚ãããä¥ã ¹ããäÍÞã½ã
¼ããÀ¦ãã¦ããèÊã 2 ÊãÖã¶ã ½ã²ãã‡ãʾãì‡ã‹¦ã ¹ãñ¾ãñ ºã¶ããäÌã¥ããÀñ ‡ãŠãÀŒãã¶ãñ ¦ã㺾ãã¦ã Üãñ¦ãÊãñ. ªñÍã¼ãÀã¦ããèÊã 3 Ìã 4 ¦ããÀãâ‡ãŠãè¦ã 24
Öãù›ñÊÔã ‡ã⊹ã¶ããè¶ãñ ŒãÀñªãè ‡ãñŠÊããè. ½ã²ã „¦¹ã㪶ã àãñ¨ãã¦ã ‡ã⊹ã¶ããè¶ãñ ‚ãã¹ãÊãñ ºãÆú¡¶ãñ½ã Ô©ãã¹ã¶ã ‡ãŠÀ¥¾ãã¦ã ÔãìÁÌãã¦ã ‡ãñŠÊããè.
̾ãîÖÀÞã¶ãñÞãã ¼ããØã ½Ö¥ãî¶ã ¹ãì¤ñ ¾ãñ¥ããžãã ‡ãŠãù½ã¶ãÌãñÊ©ã ãä‰ãŠ¡ã Ô¹ã£ããýãìßñ Àã•ã£ãã¶ããè ãäªÊÊããè¦ããèÊã Ìã㤦¾ãã ¹ã¾ãÛ¶ããÞãã
¹ãŠã¾ãªã Üãñ¥¾ããÔããŸãè Öãñ›ñÊÔã ŒãÀñªãè ‡ãŠÀ¥ãñ ÔãìÁ ŸñÌã¥ãñ. ‡ãŠÀãÞãã ¹ãŠã¾ãªã Üãñ¥¾ããÔããŸãè Øãì¡ØããâÌã ¾ãñ©ãñ ¹ãâÞã ¦ããÀãâ‡ãŠãè¦ã
Öãñ›ñÊÔã ºããâ£ã¥¾ããÞãã ªñŒããèÊã ‡ã⊹ã¶ããèÞãã ãäÌãÞããÀ ‚ããÖñ.
‚ãã¦ãã¹ã¾ãĦã ÔãÌãà ‡ãŠãÖãè ÔãìÀßãè¦ã ÔãìÁ Öãñ¦ãñ. ¹ãÀâ¦ãì †‡ãŠã ÔÌã¾ãâÔãñÌããè ÔãâÜ㛶ãñ¶ãñ ‡ã⊹ã¶ããè ãäÌãÀãñ£ãã¦ã ½ã²ã „¦¹ã㪶ããÞããè
‚ããàãñ¹ããÖà •ãããäÖÀã¦ã ½ããñŸ¿ãã ¹ãƽãã¥ãã¦ã ‡ãñŠÊ¾ããºãªáªÊã ‡ãŠãñ›ãæ㠕ã¶ããä֦㠾ãããäÞã‡ãŠã ªãŒãÊã ‡ãñŠÊããè. ¹ãƦ¾ãàãã¦ã Íããè¦ã¹ãñ¾ããâÞãñ
Ìã ½ã²ã „¦¹ã㪶ããÞãñ †‡ãŠÞã ºãÆú¡¶ãñ½ã Öãñ¦ãñ. ¾ãã½ãìßñ ‡ã⊹ã¶ããèÔã ¹ãÆÞãâ¡ ãäÌãÀãñ£ãã¼ããÔã ‚ãããä¥ã ãä¶ãªÍãöããâ¶ãã ¦ããò¡ ²ããÌãñ ÊããØãÊãñ.
Ìã¦ãýãã¶ã¹ã¨ãã¦ã ½ããñŸ¿ãã ¹ãƽãã¥ããÌãÀ ‡ã⊹ã¶ããè ãäÌãÀãñ£ãã¦ã ÊãñŒã ãäÊãÖî¶ã ‚ããÊãñ. ‡ã⊹ã¶ããèÞ¾ãã Öãù›ñÊÔãÔã½ããñÀ ãä¶ãªÍãöãñ ¢ããÊããè
‚ãããä¥ã ãä‡ãŠÀ‡ãŠãñß ªØã¡ ¹ãñŠ‡ãŠãèÞãñ ¹ãƇãŠãÀ ¢ããÊãñ.
¹ãÆͶã :
1) ‡ã⊹ã¶ããèÞãñ Ôã⪼ããæã ÔÌããù› ãäÌãÍÊãñÓã¥ããÞãñ Ü㛇㊠ԹãÓ› ‡ãŠÀã.
2) ÔÌããè› ãä¡Èâ‡ã‹Ôã ãäÊã. ‡ã⊹ã¶ããè¶ãñ ãäÌããäÌã£ã ̾ãÌãÔãã¾ã ‡ãŠÍãã¹ãƇãŠãÀñ Ôã㣾㠇ãñŠÊãñ?
3) ‡ã⊹ã¶ããè¶ãñ ãäÔÌã‡ãŠãÀÊãñÊãñ ÌãñØãÌãñØãß¿ãã àãñ¨ãã¦ããèÊã ̾ãÌãÔãã¾ããÞãñ ÔÌãÁ¹ã Ô¹ãÓ› ‡ãŠÀã.

2. 5000 ‡ãŠ½ãÃÞããÀãè ‚ãÔãÊãñÊããè ÔããÌãÕããä¶ã‡ãŠ àãñ¨ãã¦ããèÊã ‡ã⊹ã¶ããè ÔãìÁÌãã¦ããèÞ¾ãã ‡ãŠãßã¦ã ¾ãÍãÔÌããè¹ã¥ãñ ‡ãŠã¾ãÃÀ¦ã Öãñ¦ ããè. ¦¾ãã¶ãâ¦ãÀ 20
‡ã⊹ã¶ããè¦ã ‚ãããä¥ã ‡ã⊹ã¶ããèÞ¾ãã ºããÛã ¹ã¾ããÃÌãÀ¥ãã¦ã ‡ãŠãÖãè ºãªÊã ¢ããÊãñ¦ã. ½ããÊã‡ãŠ ‚ãããä¥ã ‡ãŠ½ãÃÞããÀãè ¾ããâÞ¾ãã¦ããèÊã Ôãâºãâ£ã
ÔãÊããñŒ¾ããÞãñ ¶ãÌÖ¦ãñ. ‡ã⊹ã¶ããèÞãñ ‡ãŠãÖãè ‚ããä£ã‡ãŠãÀãè ‡ã⊹ã¶ããèÞ¾ãã ̾ãÌãÔ©ãã¹ã¶ãã‡ãŠ¡ñ ¹ããäÀ¥ãã½ã‡ãŠãÀ‡ãŠ¹ã¥ãñ Êãàã ªñ ¦ã ¶ãÌÖ¦ãñ.
‡ãŠãÀ¥ã Ìã¾ããÞ¾ãã ãä¶ãÌãð¦¦ããèÞ¾ãã Ìãñßãè ‚ããä£ã‡ãŠãÀ ¹ãªãÌãÀ ¦¾ããâÞ¾ãã ¶ãñ½ã¥ãî‡ãŠã ¢ããʾãã Öãñ¦¾ãã. ‡ã⊹ã¶ããè¦ã ‚ã¶ãñ‡ãŠ ‡ãŠã½ãØããÀ
ÔãâÜ㛶ãã ‡ãŠã¾ãÃÀ¦ã Öãñ¦¾ãã. ¦¾ãã¦ããèÊã ªãñ¶ãÞã ÔãâÜ㛶ãã ‚ããä£ã‡ãðŠ¦ã Öãñ¦¾ãã. ¾ãã ÔãâÜ㛶ãã Êã¤ã… Ìã ºãÊãÌãã¶ã Öãñ¦¾ãã. ‡ã⊹ã¶ããè¦ã
‡ãŠãñ›¿ãÌã£ããè Á¹ã¾ããÞãã ÔãâãäÞã¦ã ¦ããñ›ã ¢ããÊãã Öãñ¦ãã. ‡ã⊹ã¶ããèÊãã ØãÆãÖ‡ãŠãâ‡ãŠ¡î¶ã ½ããØã¥ããè ‚ããªñÍã ãä½ãߦ㠶ãÌÖ¦ãñ ¾ããÞãã ‚ã©ãÃ
‡ã⊹ã¶ããèÞ¾ãã ½ããÊããÊãã ½ããØã¥ããè ¶ãÌÖ¦ããè ‚ãããä¥ã ‡ã⊹ã¶ããè ‡ãŠ•ãà ¹ãÀ¦ã ¹ãñŠ¡ãèÞ¾ãã ¹ããäÀãäÔ©ã¦ããè¦ã ¶ãÌÖ¦ããè. ‡ãŠ½ãÃÞããžããâ¶ãã ãä½ãߥããžãã
ÔãÌãÊã¦ããè Ìã Êãã¼ã ‡ãŠ½ããè ¢ããÊãñ Öãñ¦ãñ. ½ããÊã‡ãŠ Ìã ‡ãŠã½ãØããÀ ¾ããâÞ¾ãã¦ããèÊã Ôãâºãâ£ã ÞããâØãÊãñ ¶ãÌÖ¦ãñ. ‡ãŠã½ãØããÀ ÔãâÜ㛶ããâ¶ããè ‡ãŠãÖãè
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Ôãâ¹ãÖãè ¹ãì‡ãŠãÀÊãñ Öãñ¦ãñ, ãä¶ã¾ããä½ã¦ã Ìãñ¦ã¶ã ãä½ãߥ¾ããºããºã¦ã ‚ããä¶ããäÍÞã¦ã¦ãã Öãñ¦ããè. ¦ãÔãñÞã ‡ã⊹ã¶ããèÊãã ƒ¦ãÀ ‡ã⊹㶾ããâÍããè ¦ããèÌãÆ
Ô¹ã£ãóÊãã ¦ããò¡ ²ããÌãñ ÊããØã¦ã Öãñ¦ãñ.
¹ãÆͶã :
1) ‡ã⊹ã¶ããèÞ¾ãã ãä¶ã½¶ã ãä¶ãÓ¹ã㪶ã (‡ãŠ½ããè ‡ãŠã½ããäØãÀãèÞããè) ‡ãŠãÀ¥ãñ ‡ãŠãñ¥ã¦ããè?
2) ‡ã⊹ã¶ããèÞ¾ãã ¹ãì¶ãÁ••ããèÌã¶ããÞããè ¹ãÆãä‰ãŠ¾ãã Ô¹ãÓ› ‡ãŠÀã.

3. ›ã›ã ½ããñ›ÔãÃÞãã ‚ã¶ãñ‡ãŠ ã䟇ãŠã¥ããè ãäÌãÔ¦ããÀ Öãñ¦ã ‚ããÖñ. Öãè ‡ã⊹ã¶ããè ÌãõãäÍÌã‡ãŠ Œãñßã¡î ºã¶ãÌ㥾ããÞ¾ãã ¹ãÆãä‰ãŠ¾ãñ½ã£¾ãñ ‚ããÖñ. 20
¹ãì¤ã‡ãŠãÀ Üãñ¥¾ããÞãñ £ããñÀ¥ã (̾ãîÖÀÞã¶ãã) ¼ããÀ¦ããè¾ã „²ããñØã àãñ¨ãã¦ã ÌãõãäÍãÓ›¿ã¹ãî¥ãà ŸÀ¦ã ‚ããÖñ. ‡ã⊹ã¶ããè¶ãñ (›ã›ã ½ããñ›Ôãöãñ)
¾ãì¶ãã¾ã›ñ¡ ãä‡ãâŠØ㡽ãÞ¾ãã `ÀãñºÖÔãÃ' ‡ã⊹ã¶ããèÍããè ‡ãŠÀãÀ ‡ãñŠÊãã Ìã ¾ãã ‡ãŠÀãÀã¶Ìã¾ãñ ¹ãì¤ãèÊã ¹ããÞã ÌãÓããæã ÀãñÌÖÔãà ºãÆù¥¡Þ¾ãã
¶ããÌããŒããÊããè 10,00,000 ‡ãŠãÔãà ãäÌã‡ãŠ¥¾ããÞãñ ŸÀÊãñ. ¦¾ããÞã ÌãñßñÔã ‡ã⊹ã¶ããè ƒâã䡇ãŠã ‡ãŠãÔãà ãä¦ãÞ¾ãã ºãÆù¥¡¶ãñ½ã¶ãñ ¾ãì Àãñãä¹ã¾ã¶ã
½ãã‡ã󊛽㣾ãñ ãäÌã‡ãŠ¥ããÀ ‚ããÖñ. ¾ãìÀãñ¹ã½ã£¾ãñ ›ã›ã ½ããñ›ÔãÃÞ¾ãã ‡ãŠãÀ ãäÌã‡ãŠ¥ãñ ¦ãÔãñ ‚ãÌãÜã¡ ‡ãŠã½ã ‚ããÖñ. ‡ãŠãÀ¥ã ¾ãìÀãñ¹ãÞããè
ºãã•ããÀ¹ãñŸ ãäÌã‡ãŠãäÔã¦ã ‚ããÖñ. ¦ã©ãããä¹ã ›ã›ãÊãã ãäÌãÍÌããÔã ‚ããÖñ ‡ãŠãè, ¦¾ããâ¶ããè •ãñ £ããñÀ¥ã (̾ãîÖÀÞã¶ãã) ‚ãÌãÊãâãäºãÊãñ ‚ããÖñ ¦¾ãã¦ã
‚ãã¹ã¥ã ãä¶ããäÍÞã¦ã ¾ãÍãÔÌããè Öãñ…. ›ã›ãÞããè ¾ãìÀãñ¹ã½ã£ããèÊã Ôã²ããäÔ©ã¦ããè ¼ã‡ã‹‡ãŠ½ã ‚ããÖñ. ‡ãŠãÀ¥ã ›ã›ã Ôã¹ãŠãÀãè Ìã ›ã›ãÞ¾ãã
ƒ¦ãÀ ‡ãŠãÔãà ¾ãìÀãñ¹ãÞ¾ãã ºãã•ããÀ¹ãñŸñ¦ã ÞããâØãʾãã ¹ãÆãä¦ãÔããªã¶ãñ ãäÌã‡ãŠÊ¾ãã •ãã¦ã ‚ããÖñ¦ã. ¾ãã ¼ããØãã¦ã ¾ãìÀãñ¹ã½ã£¾ãñ Ìã ƒ¦ãÀ ªñÍãã¦ã
›ã›ãÞããè ãäÌã¦ãÀ¥ã ÔããŒãßãè (ãä¡ÊãÔãÃÞãñ •ããßñ) Ìã ÔããäÌÖÃÔã Ô›ñÍã¶ãÞãñ ºãù‡ãŠ ‚ã¹ã ÞããâØãÊãñ ‚ããÖñ.
ªìÔãžãã ºãã•ãîÊã㠛ȇ㊠¦ã¾ããÀ ‡ãŠÀ¥¾ããÔããŸãè ›ã›ã ½ããñ›Ôãöãñ ‡ãŠãñãäÀ¾ãã¦ããèÊã ªñ… (Daewoo) ½ããñ›Ôãà Ôãâ¹ããã䪦㠇ãñŠÊããè ‚ããÖñ.
›ã›ã ½ããñ›ÔãÃÔããŸãè Ôãâ¹ã㪶ããÞãã ¹ããäÖÊãã ¹ãƇãŠãÀ ‚ããÖñ. ¾ãã Ôãâ¹ã㪶ãã½ãìßñ ›ã›ã ½ããñ›Ôãà ªñ…Êãã ºãÆú¥¡ Ìãã¹ãÀã¾ãÊãã ãä½ãßãÊãã.
•ããñ ºãÆù¥¡ ãäÞã¶ã½ã£¾ãñ ‚ãããä¥ã ªãäàã¥ã ¹ãîÌãà ‚ãããäÍã¾ãã¾ããè ªñÍããâ½ã£¾ãñ ¹ãŠãÀ ¹ãÆãäÔ㣪 ‚ããÖñ. ¼ããÀ¦ããè¾ã ºãã•ããÀ¹ãñŸñ¦ã ÌããñÊãÌããñ
(Volvo) ›È‡ãŠ ‚ãããä¥ã ¹ãùÔãò•ãÀ àãñ¨ãã¦ã •ãñ ‚ããÌÖã¶ã ãä¶ã½ããå㠇ãñŠÊãñ ‚ããÖñ. ¦¾ãã ‚ããÌÖã¶ããÔã ¦ããò¡ ªñ¥¾ããÔããŸãè Ôãâ¹ã㪶ããÞããè
½ãª¦ã Öãñ¥ããÀ ‚ããÖñ. ›ã›ã ½ããñ›Ôãà `ªñÌãì ‡ãŠãñãäÀ¾ã¶ã ‡ã⊹ã¶ããè Ôãâ¹ã㪶㠇ãñŠÊ¾ãã½ãìßñ ‡ã⊹ã¶ããè „ÞÞã ª•ããÃÞããè ÌããÖ¶ãñ ¼ããÀ¦ãã¦ã
½ããØãÌãî Íã‡ãñŠÊã. ªñÍãã¦ã ÀãºããäÌãÊãñ ØãñÊãñʾãã Àãñ¡ ¹ãƇãŠÊ¹ããÞ¾ãã ãäÌã‡ãŠãÔãã½ãìßñ ‚ãããä¥ã Ìãã¦ããÌãÀ¥ããÞ¾ãã Ôã½ãÔ¾ãñ½ãìßñ ãä‡ãâŠÌãã
¹ã¾ããÃÌãÀ¥ããÞ¾ãã Ôã½ãÔ¾ãñ½ãìßñ •ãì¶ããè Ìããֶ㠛¹¾ã㛹¾ãã¶ãñ ‡ãŠãÊãºããÛã ¢ããʾãã½ãìßñ ¼ããÀ¦ããè¾ã ºãã•ããÀ¹ãñŸñÞãã ãäÌã‡ãŠãÔã ¢ããÊãã.
‡ã⊹ã¶ããè ãäÞã¶ãÞ¾ãã ºãã•ããÀ¹ãñŸñ¦ã ÊãÌã‡ãŠÀÞã ¹ãÆÌãñÍã ‡ãŠÀ¥¾ããÞãñ ãä¶ã¾ããñ•ã¶ã ‡ãŠÀãè¦ã ‚ããÖñ ‚ãããä¥ã ªãäàã¥ã ‚ãããä¹ãÆŠ‡ãñ ŠÊã㠛ȇã‹Ôã
¹ãìÀÌãŸã ‡ãŠÀ¥¾ããÞãñ ½ããñŸñ ‡ãŠÀãÀ ‡ãŠÀãè¦ã ‚ããÖñ.
‡ã⊹ã¶ããè ‡ãŠã¾ã ‚ããÖñ? ¦¾ããÞããè ‡ãŠÊ¹ã¶ãã ¾ãñ¥¾ããÔããŸãè ŒããÊããèÊã ÌãÔ¦ãìãäÔ©ã¦ããè ãäªÊãñÊããè ‚ããÖñ.
* Ôãã…©ã ‚ãããä¹ãÆŠ‡ãŠã, Þããè¶ã, ºãÆããä¢ãÊã, ƒâ¡ãñ¶ãñãäÍã¾ãã ƒ¦¾ããªãè ªñÍãã¦ããèÊã „¼ãÀ¦¾ãã ºãã•ããÀ¹ãñŸñ¦ã ¶ã̾ãã ¾ãìØãã¦ããèÊã ›ã›ã
›È‡ãŠ ¶ãñ ¹ãÆÌãñÍã ‡ãñŠÊãã ‚ããÖñ.
* 2010 ¹ã¾ãĦ㠆‡ãã ̾ãã¹ããÀãè ÌããÖ¶ããâÞ¾ãã ̾ãÌãÔãã¾ãã½ã£¾ãñ 10% •ããØããä¦ã‡ãŠ ãäÌã‰ãŠãè¦ã ¼ãÀ ›ã‡ãŠÊããè.
* •ããØããä¦ã‡ãŠ ½ãñ•ãÔãöãñ ªñÌãî ‡ãñŠÊãñʾãã ãä‡ã⊽ã¦ããè¹ãñàãã 25% ‡ãŠ½ããè ãä‡ã⊽ã¦ããè¶ãñ ªñÌãî ‡ãñŠÊãñÊãñ ½ããù¡ñÊã ãä¶ã½ããÃ¥ ã ‡ãñŠÊãñ Ìã ¦¾ããÞ¾ãã
‡ãŠ½ããè ãä‡ã⊽ã¦ããèÞ¾ãã „¦¹ã㪶ãã¶ãã ¹ãã¾ãã ¹ãƽãã¥ã ¼ãî¦ã Öãñ¦ãã.
* ‡ãñŠãäºã¶ãÞãñ ¶ããäÌã¶ã ãä¡¢ããƒÃ¶ã ‡ãŠÀ¥¾ããÔããŸãè ƒ›ããäÊã¾ã¶ã ¦ã—ããâÞããè 6 ̾ã‡ã‹¦ããéÞããè Ôããä½ã¦ããè ‡ãŠã½ã ‡ãŠÀãè¦ã ‚ããÖñ.
* ƒâ£ã¶ã àã½ã¦ãñÌãÀ ¼ãÀ ãäªÊãã ‚ã½ãñãäÀ‡ãŠ¶ã Ìã ¾ãìÀãñãä¹ã¾ã¶ã „¦¹ã㪇㊠½ãã¨ã ƒâ£ã¶ã àã½ã¦ãñÌãÀ ¼ãÀ ªñ¦ã ¶ããÖãè.
* 9 ¦ãñ 49% ãäÌã½ãã¶ã ¼ãã¡ñ ‚ããù¹ãŠÀ ÀãÖãèÊã.
•¾ãã ã䟇ãŠã¥ããè ‚ããÌã;ã‡ãŠ ‚ãÔãñÊã ¦¾ãã ã䟇ãŠã¥ããè Ô©ãããä¶ã‡ãŠ ‡ã⊹㶾ãã Ôãâ¹ããã䪦㠇ãŠÀ¥¾ãã¦ã ¾ãñ¦ããèÊã ‚ãÍãã ãäÀ¦ããè¶ãñ ›ã›ã
½ããñ›Ôãöãñ ¶ããä•ã‡ãŠÞ¾ãã ¼ããäÌãÓ¾ãã¦ã •ããØããä¦ã‡ãŠ ¹ãã¦ãßãèÌãÀãèÊã Œãñßã¡î ºã¶ã¥¾ããÔããŸãè ‚ãÍãã £¾ãñ¾ã £ããñÀ¥ããâÞãã ãäÌã‡ãŠãÔã ‡ãñŠÊãã.
¹ãÆͶã :
1) ½ããñŸ¿ãã ¹ãƽãã¥ããÌãÀãèÊã ¼ããÀ¦ããè¾ã „²ããñØããâÞãã ‚ã©ãà ÔããâØãî¶ã Ôã½ãÔ¾ãñÞãñ ãäÌãÍÊãñÓã¥ã ‡ãŠÀã.
2) ‡ã⊹ã¶ããèÞ¾ãã £¾ãñ¾ã £ããñÀ¥ããâÌãÀ ¼ããӾ㠇ãŠÀã. ¦ãì½ÖãÊãã ‡ãŠã¾ã Ìã㛦ãñ? ›ã›ã ½ããñ›Ôãà Öñ £ããñÀ¥ã (̾ãîÖÀÞã¶ãã) ¾ãÍãÔÌããè
ÖãñƒÃÊã? ‡ãŠã?

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4. ƒâªãÔã Öãè ãäÌããä¼ã¸ã àãñ¨ãã¦ã ‡ãŠã¾ãà ‡ãŠÀ¥ããÀãè Ìã ‚ã¶ãñ‡ãŠ ÊãÖã¶ã ÊãÖã¶ã ¹ãÀÔ¹ãÀãÌãÊãâºããè ºãã•ããÀ¹ãñŸãâÌãÀ ‚ããä£ãÀ㕾ã 20
Øãã•ãÌã¥ããÀãè ‡ã⊹ã¶ããè ‚ããÖñ. ¾ãã ¹ãƦ¾ãñ‡ãŠ ºãã•ããÀ¹ãñŸñ¦ã ½ãã¨ã ØãÆãև㊠ÌãÔ¦ãîÞããè ŒãÀñªãè ‡ãŠÀ¦ããâ¶ãã ÔÌã¦ãâ¨ã ãä¶ã¥ãþã Üãñ¦ã ‚ãÔã¦ããñ.
Öãè ‡ã⊹ã¶ããè ‚ãã¹ãʾãã ÌãÔ¦ãîÊãã ¶ããÌãã趾㠂ãã¥ã¥¾ãã¦ã ÔãÌããæ㠹ãì¤ñ ‚ãÔã¦ãñ. ½Ö¥ãî¶ã ¦¾ãã ¦¾ãã àãñ¨ãã¦ããèÊã ¹ãÆ©ã½ã ‡ã⊠¹ã¶ããè ŸÀ¦ãñ.
¹ããäÀ¥ãã½ããè Ô¹ã£ããæ½ã‡ãŠ Êãã¼ã ¹ãÆ㹦㠇ãŠÁ¶ã Üãñ¥ãñ Íã‡ã‹¾ã Öãñ¦ãñ Ìã Ôã½ãÔ¾ããâ¶ãã ¦ããò¡ ²ããÌãñ ÊããØã¦ãñ.
‡ãñŠÔã ‚ã : ØãÆãև㊠ãä‡ã⊽ã¦ããè ½ãã¹ãʦ㠕ããØãð¦ã ‚ãÔ㥾ãã†ñÌã•ããè ¹ãÆã½ã쌾ãã¶ãñ ÔããªÀãè‡ãŠÀ¥ã ºããºã¦ã ‚ããä£ã‡ãŠ •ããؾãã ‚ãÔã¦ãã¦ã.
¦ãÔãñÞã ÌãñØãÌãñØãß¿ãã ÌãÔ¦ãî „¦¹ã㪶ã ÔããŒãßãè¦ã Ôãã½ãîãäև㊠‚ãããäÌãÓ‡ãŠãÀ ½ã¾ããêãè¦ã ÔÌãÁ¹ãã¦ã ‚ãã¤ßî¶ã ¾ãñ¦ããñ.
‡ãñŠÔã ºã : ØãÆãև㊠ãä‡ã⊽ã¦ããè ½ãã¹ãʦ㠕ããØãð¦ã ‚ãÔ㥾ãã†ñÌã•ããè ¹ãÆã½ã쌾ãã¶ãñ ÔããªÀãè‡ãŠÀ¥ããºããºã¦ã ‚ããä£ã‡ãŠ •ããØãð¦ã ‚ãÔã¦ãã¦ã. ¦ãñ
ãä‡ã⊽ã¦ããè¦ã ¹ãŠãÀÔãñ ½ãÖ¦Ìã ªñ¦ã ¶ããÖãè¦ã. ¦ãÔãñÞã ÌãñØãÌãñØãß¿ãã ÌãÔ¦ãì „¦¹ã㪶ã ÔããŒãßãè¦ã Ôãã½ãîãäև㊠‚ãããäÌãÓ‡ãŠãÀ ‚ããä£ã‡ãŠ
‚ãã¤ßî¶ã ¾ãñ¦ããñ.
‡ãñŠÔ㠇㊠: ØãÆãև㊠ÌãÔ¦ãîÞããè ãä‡ã⊽ã¦ã ‚ãããä¥ã ãä¦ãÞãñ ÔããªÀãè‡ãŠÀ¥ã ¾ãã ªãñ¶Öãè Ü㛇ãŠãâ¶ãã ÔããÀŒãñÞã ½ãÖ¦Ìã ªñ¦ãã¦ã Ìã ‚ããä£ã‡ãŠ
•ããØãð¦ã ‚ãÔã¦ãã¦ã. ¦ãÔãñÞã Ôãã½ãîãäև㊠‚ãããäÌãÓ‡ãŠãÀ ½ã¾ããêãè¦ã ÔÌãÁ¹ãã¦ã ‚ãã¤ßî¶ã ¾ãñ¦ããñ.
‡ãñŠÔã ¡ : ØãÆãև㊠ÌãÔ¦ãîÞããè ãä‡ã⊽ã¦ã Ìã ãä¦ãÞãñ ÔããªÀãè‡ãŠÀ¥ã ¾ãã ªãñÜããâ¶ãã ÔããÀŒãñÞã ½ãÖ¦Ìã ªñ¦ããñ ‚ãããä¥ã „¦¹ã㪶ã Ôãã½ãîãäÖ‡ãŠ
‚ãããäÌãÓ‡ãŠãÀ ‚ãã¤ßî¶ã ¾ãñ¦ããñ.
¹ãÆͶã :
1) ¾ãã ‡ãñŠÔã½ã£¾ãñ ¹ãƦ¾ãñ‡ãŠ ‡ãñŠÔã½ã£¾ãñ ƒâªãÔã ‚ãã¹ãʾãã ‡ãŠã¾ããÃÞãñ ÔãâÜ㛶ã Ìã ãä¶ã¾ãâ¨ã¥ã ‡ãŠÔãñ ‡ãŠÀ¦ããèÊã Öñ Ô¹ãÓ› ‡ãŠÀã?
5. 1987 ½ã£¾ãñ ¹ãÀ¹ãñŠ‡ã‹› ‡ãŠãù½¹¾ãì›À ãäÊããä½ã›ñ¡ ¶ãñ ¹ããè. Ôããè. (¹ãÔãöãÊã ‡ãŠãù½¹¾ãì›À) ̾ãÌãÔãã¾ãã¦ã ¹ãÆÌãñÍã ‡ãñŠÊãã ¦¾ãã ÌãñßñÔã ãäÌã¹ãÆãñ
‚ãããä¥ã †Þã.Ôããè. †Êã. ¾ãã ‡ã⊹㶾ããâÞãñ ̾ãÌãÔãã¾ããÌãÀ ÌãÞãÃÔÌã Öãñ¦ãñ. ¹ããè. Ôããè. †Êã. ‡ã⊹ã¶ããè¦ã „¦¹ã㪶ã ãäÌã¼ããØã, ãäÌã‰ãŠãè ãäÌã¼ããØã
‚ãããä¥ã ãä¶ã¾ããæã ãäÌã¼ããØã Öãñ¦ãñ.
‡ã⊹ã¶ããè¦ã Üã¡Êãñʾãã Ü㛶ããâÞããè ¾ããªãè ¹ãì¤ãèÊã¹ãƽãã¥ãñ :
1) 1995 Þãñ ‚ãŒãñÀÞãñ 3 ½ããäÖ¶ãñ 1995 Þ¾ãã ÍãñÌã›Þ¾ãã ¦ããè¶ã ½ããäÖ¶¾ãã¦ã „¦¹ã㪶ã ãäÌã¼ããØã Ìã ãäÌã‰ãŠãè / ãäÌã¹ã¥ã¶ã ãäÌã¼ããØãã¦ã
½ããñŸ¿ãã ¹ãƽãã¥ããÌãÀ ãäÌãÔ¦ãããäÀ‡ãŠÀ¥ããÞãã ‡ãŠã¾ãÉ㊽㠂ã½ãÊãã¦ã ‚ãã¥ãÊãã Öãñ¦ãã. ¶ãÌããè¶ã Ôããù¹ã‹›Ìãñ‚ãÀÞãã ̾ãÌãÔãã¾ã ÔãìÁ
¢ããÊãã. ¦¾ããÞã Ìãñßãè ‚ããä£ã‡ãŠ ̾ãã•ãªÀãÞ¾ãã „£ããÀãèÞ¾ãã ‚ã›ãè½ãìßñ ‚ããä£ã‡ãŠ ̾ãã•ãªÀã¶ãñ ‚ãʹ㠽ã쪦ããèÞãñ ‡ãŠ•ãà Üãñ¦ãÊãñ
Öãñ¦ãñ. ãäÌãªñÍãã¦ãî¶ã „¦¹ã㪶ããÞãñ ‚ããªñÍã / ‡ãŠÀãÀ ÔãâÔ©ãñÊãã ãä½ãßãÊãñ Öãñ¦ãñ.
2) †ãä¹ãÆÊã - •ãìÊãõ 1996 ‚ã¾ããñؾ㠹ãÆãä¦ãÔããªã½ãìßñ ÔãÌãà ãä¶ã¾ããæããèÞãñ ‚ããªñÍã Àªáª ¢ããÊãñ.
3) Ôã¹›òºãÀ 1996 - ãäÌã¹ã¥ã¶ã ãäÌã¼ããØãã¶ãñ ¶ã㛿ã½ã¾ããäÀ¦¾ãã PC Þ¾ãã ãä‡ã⊽ã¦ããè ‡ãŠ½ããè ‡ãñŠÊ¾ãã. ‡ã⊹ã¶ããè¶ãñ ØãÆãÖ‡ãŠãâ‡ãŠ¡î¶ã
‚ããØããÌãî ¹ãõÔãñ Üãñ¦ãÊãñ ‚ãããä¥ã ¦¾ããâ¶ãã 6 ¦ãñ 8 ‚ããŸÌã¡¿ãã¶ãâ¦ãÀ PC ªñ¥¾ããÞãñ ÌãÞã¶ã ãäªÊãñ. ‚ãÍãã¹ãƇãŠãÀñ •ã½ãã ‡ãñŠÊãñÊãñ
¹ãõÔãñ „¦¹ã㪶ãã†ñÌã•ããè ƒ¦ãÀ ØããñÓ›ãéÌãÀ ŒãÞãà ¢ããÊãñ.
4) ¶ããñÌÖòºãÀ 1996 „¦¹ã㪶ãã¦ã Ôãã¦ã¦¾ã ¶ãÔãʾãã¶ãñ ØãÆãÖ‡ãŠãâ¶ãã ÌãñßñÌãÀ 10 ¦ãñ 12 ‚ããŸÌã¡¿ãã¶ãâ¦ãÀÖãè PC ãä½ãߦã
¶ãÌÖ¦ãñ. ºãú‡ãñŠ¶ãñ ãä¶ã£ããè „¹ãÊ㺣㠇ãŠÁ¶ã ¶ã ãäªÊ¾ãã½ãìßñ PCL Êãã ‚ãããä©ãÇ㊠Ôã½ãÔ¾ãñÊãã ¦ããò¡ ²ããÌãñ ÊããØãÊãñ. PC Þ¾ãã
„¦¹ã㪶ããÔããŸãè ‚ããÌã;ã‡ãŠ ¦ãñ Ôãì›ñ ¼ããØã (Ô¹ãñ‚ãÀ ¹ãã›ÃÔãá) Üãñ¥¾ããÔããŸãè ¹ãõÔãñ ¶ãÌÖ¦ãñ.
5) •ãã¶ãñÌããÀãè 1997 ‚ããä£ã‡ãŠ ½ã쪦㠢ããÊãñʾãã (©ã‡ãŠÊãñʾãã) ‡ãŠ•ããÃÌãÀãèÊã ̾ãã•ã ªñ¥¾ããÔããŸãè ºãú‡ãñŠ¶ãñ ãäÌãÞããÀ¥ãã ‡ãñŠÊããè.
6) ¹ãñŠºãÆìÌããÀãè 1997 - ‡ã⊹ã¶ããè¶ãñ (ÔãâÜ㛶ãñÞãñ) ÔãÌãà ‡ãŠã½ã‡ãŠã•ã Ÿ¹¹ã ¢ããÊãñ.
7) •ãî¶ã 1997 - PCL (¹ããèÔããè†Êã) ‡ã⊹ã¶ããè ½ããñŸ¿ãã ¹ãƽãã¥ããÌãÀ ¹ãì¶ãÀÃÞã¶ãñÞãã ãäÌãÞããÀ ‡ãŠÀãè¦ã ‚ããÖñ.
¹ããè.Ôããè.†Êã. Þãñ ½ãÖ¦ÌããÞãñ ‚ãããä©ãÇ㊠½ãìªáªñ (Financial High Lights of PCL)
ÌãÓãà ãäÌã‰ãŠãè (Á¹ã¾ãã¦ã) „¦¹ã㪶㠌ãÞãà ̾ãã•ã ŒãÞãà ÔãâÜ㛶ãñÞããè ‡ãŠ½ããƒÃ
1993 - 94 266.6 ‡ãŠãñ›ãè ãäÌã‰ãŠãèÞ¾ãã 87.2% 18.90 ‡ãŠãñ›ãè 12%
1995 - 96 701.8 ‡ãŠãñ›ãè ãäÌã‰ãŠãèÞ¾ãã 100.5% 23.99 ‡ãŠãñ›ãè 9.17%

¹ãÆͶã :
¹ããè.Ôããè.†Êã. (PCL) ÔããŸãè ¹ãì¶ãÀÃÞã¶ãã ̾ãîÖÀÞã¶ãã ‚ããÀãŒã¡ã ãä‡ãâŠÌãã ¹ãì¶ãÁ••ããèÌã¶ã (TURN AROUND) ̾ãîÖÀÞã¶ãã
‚ããÀãŒã¡ã Ô¹ãÓ› ‡ãŠÀã.
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