Aditya Birla Group Research Articles

Aditya Birla Group's Contribution to Corporate Social Responsibility

Corporate Social Responsibility (CSR) refers to the business practices that involve initiatives benefiting society. Companies adopt various CSR strategies to positively impact the public, economy, or environment. In today's socially conscious market, businesses that prioritize CSR often attract more employees and customers. Objective of the Project The project aims to provide a comprehensive study of CSR, fulfilling the requirements of the fourth semester for degree completion. Understanding Corporate Social Responsibility (CSR) CSR is a self-regulating business model that helps companies remain accountable to their stakeholders and the public. Also known as corporate citizenship, CSR ensures that companies are conscious of their societal impact across economic, social, and environmental dimensions. CSR initiatives can include philanthropic efforts, volunteer programs, and sustainable business practices. Why Implement CSR? Many companies integrate CSR into their brand image, believing it makes them more appealing to consumers who value ethical behavior. CSR activities also serve as a crucial aspect of corporate public relations. Additionally, some founders engage in CSR driven by personal beliefs. Impact of CSR The movement toward CSR has influenced multiple domains. Many companies now focus on environmental sustainability, ethical labor practices, and local community support. While CSR programs are more common among large corporations, small businesses also participate in these initiatives through localized efforts such as donations and event sponsorships. CSR at Aditya Birla Group The Aditya Birla Group's CSR initiatives aim to enhance the social and economic development of the communities they operate in. The Group reaches out to 9 million people annually in 7,000 villages through the Aditya Birla Centre for Community Initiatives and Rural Development.

The Curious Case of Vodafone Idea Merger: Is It a Saga of Turbulence or a Move Towards Potence?

In January 2017, Vittorio Colao, the Vodafone Group CEO, and Kumar Mangalam Birla, the chairman of the Aditya Birla Group, announced a merger to form Vodafone Idea. The merger was expected to create a successful telecom company with the largest market share. Contrary to expectations, the merged entity kept struggling on various non-financial and financial business fronts. The current case discusses the motives for the merger, expected synergies, post-merger challenges and financial performance of the combined entity. The case presents the potential future strategies and a dilemma about the prospects of survival and growth of the newly created entity “Vi”.

Interview with Prof Dave Ulrich and Dr Santrupt Misra on ‘The State of HRM - Where are we? Where do we want to go and how do we get there?

To commemorate the 10th anniversary of the South Asian Journal of Human Resource Management, the authors conducted a wide-ranging interview with two towering figures in HR, namely, Prof Dave, considered the father of modern HR, and Dr Santrupt, CEO and board member at the Aditya Birla Group, an Indian multinational and Fortune-500 conglomerate. The purpose was to bring together a globally renowned academic scholar and an international CEO with a strong HR background to discuss the state of HRM. The conversation covered a wide range of topics, including ‘is it the best time for HR; implications of the Asian century; indigenization of HR models; boundaryless organizations; changing demographics and workforce profile; digital divide, and the future of HR in a technology driven world. The YouTube link of the full recorded interview can be accessed at https://youtu.be/WibBq0ux0zk

Effective leather procurement strategies for leather products retail industry

Now a days lot of corporate giants and World leading brands such as TATA ,Aditya Birla Group, Reliance, Future group, Walmart, Zara etc.. has been performing well in the leather retail industries. As to promote a leather product as a retail brand or to promote the sales of an existing brand the retailer has to attract the customers through their discounts, quality, services and customer focus. Giving discounts and to reduce the product price ,it is mandatory to reduce or minimize the product costing. In leather production the leather is the essential raw material. Reducing the leather products cost, retailers have to minimize the raw /wetblue leather purchase price. But this may not happen because the supplier of raw leather / Wetblue leather is influenced by the availability of good quality leather, animal slaughtering rate and the demand for superior selection / superior grade leather. This study is attempted to know alternative leather procurement methods which is required for leather and leather products industry. The data are collected from 80 samples at TATA International Ltd -Chennai by using convenience sampling Techniques.

A Research on Customer Service Quality and Customer Satisfaction of Organized Apparel Sector: a Case of Pantaloons, Kolkata

Abstract: Customer loyalty and C.S(Customer Satisfaction) have a proven relationship with supply chain, procurement. Availability of various services at store adds incentives to the customers of how they feel about a particular retail outlet. Product mix and range with intensive market survey and promotional stunts are necessary to tap customers’ reluctance towards buying. Physical appearance and employee behavior are also directly incident to how customers perceive how good or effective a retail outlet is. Pantaloons, an Aditya Birla Group flagship entity have marked its prominence in the recent years; thanks to the brilliance in promotions, store operations, etc. It is needless to mention that a certain class of the consumer Diaspora has found their buying sentiments and product match overtly at Pantaloons. An industry which has been on and off chartered by big players like Future Group is hard to penetrate and create market space. Keywords: C.S, Products, Service, Customer Loyalty

Grasim and Aditya Birla Nuvo Amalgamation

Aditya Birla Group (ABG) announced the merger of Grasim Industries Limited (Grasim) and Aditya Birla Nuvo (ABN), two diversified conglomerates of the business group, in August 2016. ABG also announced the demerger of Aditya Birla Financial Services (ABFS), a 100% subsidiary of ABN, after the merger between Grasim and ABN. First, the stock market did not like the merger as it found it too complicated and the stock prices of both the companies fell drastically during intra-day trade. Holding companies trade at a discount to their net assets values in India and the stock market did not like two holding companies of ABG to merge with each other. Second, some analysts also argued that the merger enriched the shareholders of Grasim at the cost of ABN. The management of ABG was, however, convinced of the merits of the merger. It argued that the surplus cash of Grasim could be used to fund the growth opportunities in ABFS. It also argued that the value unlocking would happen after the demerger of ABFS. The case allows the students to analyse a complicated merger proposal. It also allows to measure the possible synergies from the merger and advise the shareholders on the right course of action.

Return and Volatility Spillovers Among the Thematic Indices in India

The article attempts to explore the interlinkages among the Nifty thematic indices and their portfolio implications. First, we examine the return and volatility spillovers among eight Nifty thematic indices, namely Energy, Infrastructure, MNC, PSE, Services Sector, Aditya Birla Group, Mahindra Group and Tata group using the vector autoregressive (VAR (1)) asymmetric BEKK–GARCH model for the period 4 January 2010–28 March 2020. Second, the estimation results are used to calculate and analyse the optimal portfolio weights, hedge ratios and hedging effectiveness. We find significant evidence of return and volatility spillover. Moreover, the spillovers are found to be asymmetric in few cases. The optimal portfolio weight favours the MNC and Services sectors.

Aditya Birla buys Connora technology

India’s Aditya Birla Group has purchased Connora Technologies and its Recyclamine process for recycling epoxy resins. The technology is based on polyamino acetal–based curing agents with built-in acid-cleavable bonds that become part of the epoxy structure. When an epoxy-fiber composite is at the end of its life it is immersed in an acetic acid bath that breaks down the cross-linked polymer and allows recovery of thermoplastic and fiber. Connora, one of C&EN’s 10 Start-Ups to Watch in 2015, has worked with Aditya Birla since 2016.

Predicting the behavioural intention to adopt lean practices: an empirical study in the manufacturing industry

The purpose of this paper is to test the efficacy of Ajzen's theory of planned behaviour (TPB) in predicting lean adoption practices, which holds that intention is a strong determinant of the behaviour. With this cue, a study was conducted among the employees of Awarpur Cement Works, Maharashtra UltraTech Cements, Aditya Birla Group. Seven variables of theory of planned behaviour (TPB) comprising perceived direct advantages (PA), perceived indirect advantages (P_IA), perceived disadvantages (P_DisA), perceived usefulness (PU), subjective norms of peers%supervisor (SN), self-efficacy (SE) and facilitating conditions (FC) have been studied in relation to lean adopting intentions. The results indicated that FC, SE and PA were the strongest, positively related predictors while PP_DisA and PU were the strongest, negatively related predictors of the lean implementation intentions. The implications of the study are detailed in the paper. The originality of the paper lies in identifying four constructs to define attitude towards lean methods.

Merger And Aquisitions: A Case From Indian Telecom Sector Vodafone & Idea

Merger and Acquisitions have always been one of the a single operation base with 31 million customers, the strategies to enter into the intemational market creating company has expanded its operations across the country a synergy for both the companies. The world market has to cover all 22 telecom circles and scrvice 210 million witnessed a number of mergers and acquisitions which customers. This journey is a strong testimony of had the same vision and the objective. Talking about Vodafone's commitment and success in a highly Indian market which had many mergers and competitive and price sensitive market. acquisitions in the past and will also is having many more in the coming future. Taking an example of the Indian Telecom sector where we had Unitech-Telenor, Hutch-Vodafone and now there is ldea-Vodatone. The with Voda fone. majority stake in Hutchinson Essar in May 2007. From At Vodafone India, They believe that their customers are at thec heart of everything that they do. That's why over 210 million Indians have chosen to stay connected case which this paper will discuss is the case of the merger of Vodafone with Tdea. We all are aware that They have the knowledge of global best practices along Vodafone acquired Hutch and entered into the Indian with the deep exposure to local markets which has made Telecom sector where we saw changes in its services and advertising campaign from Pug to ZooZoos to love Since commencing operations in 2007, they have couples to Bala and her wife to the last one Christmas consistently been awarded for the best-in-class song. The campaign has always focused on its high network, powerful brand, unique distribution and network range as well as best services at a minimal cost. unmatched customer service. Whether an individual or After the 4G network the company's campaign also enterprise, their customers always receive world-class focused on the high speed internet services with services that cater to theirneeds. exciting data packages at cheaper rates. As per the deal Idea Cellular is an Aditya Birla Group Company, India's structure, Vodafore and Aditya Birla Group will hold 50 first truly multinational corporation. Idea is a pan-India percent and 21.1 percent respectively in the combined integrated wireless broadband operator offering 2G, 3G entity. The case will throw light on the merger of the Vodafone with Idea creating a best synergy eiiect to operations, and ISP license. Idea is one of the top three capture the market share. The Case will also highlight mobile operators in India, with annual revenue in major advertising campaigns of the Vodafone and excess of USD 5 billion and a revenue market share of strategy behind them.

Transnational Indian Business in the Twentieth Century

This article argues that migration and investment from India moved in tandem to chart the evolution of transnational Indian business in the twentieth century, first toward Southeast Asia and Africa and later toward the United States, Europe, and West Asia. With a focus on the banking and diamond sectors, the overseas investment project of the Aditya Birla Group, and the transnational linkages of India's one hundred richest business leaders, the article locates important events, policies, and actors before economic liberalization in 1991 that laid the foundation for subsequent globalization of Indian firms.

Holistic Wellness: The Aditya Birla Group Experience

Holistic Wellness: The Aditya Birla Group Experience

Corporate social responsibility : Effective tools to solve the social problem of society

Corporate Social Responsibility (CSR) is very known concept in India. Ever since their inception, corporates like the Tata Group, the Aditya Birla Group, and Indian Oil Corporation, to name a few, have been involved in serving the community. Through donations and charity events, many other organizations have been doing their part for the society. The basic objective of CSR in these days is to maximize the company's overall impact on the society and stakeholders. CSR policies, practices and programs are being comprehensively integrated by an increasing number of companies throughout their business operations and processes. Many corporates feel that CSR is not just another form of indirect expense but is important for protecting the goodwill and reputation, defending attacks and increasing business competitiveness. The present study contributes to the CSR research by exploring how consumer perception on CSR influences consumers' attitude and purchase behaviour. Considering that the past CSR research tends to focus mostly on Indian perspectives, this study extends the scope of CSR research on Eastern culture. This research produced mixed results, suggesting that CSR is still a concept waiting to be applied in the developing country. Consumers are often unaware and unsupportive towards corporate social responsibility. This is the opposite finding of consumer perception in developed countries, where most consumers are willing to support CSR launched by corporations. Nevertheless, there is an interesting finding; when consumers have to buy similar products with the same price and quality, CSR could be the determining factor. The main aim of this research paper is to analyze and understand the role of corporate social responsibility in the overall consumer's perceptions and reactions towards CSR activities.

A Study of Lean Adopting Practices Among Indian Manufacturing Employees: A Case Study at Awarpur Cement Works

The most important E’s in today’s manufacturing realm are efficiency and effectiveness and one model that assures both is “Lean Manufacturing”. It is all about maximising customer value while minimizing wastes. Many techniques have been applied to successfully implement the lean practices. But meagre research has been carried out to study the human behavioural aspects in adopting lean practices. The purpose of this paper is to test the efficacy of Theory of Planned Behaviour (TPB) in predicting lean adopting practices, which holds that intention is a strong determinant of behaviour in people. With this cue, the study is conducted among the employees working at Awarpur Cement Works, Maharashtra (UltraTech Cements, Aditya Birla Group). TPB comprising of attitude, subjective norms (SN), self-efficacy (SE) and facilitating conditions (FC) have been studied in relation to lean adopting intentions. Prior to the main study, qualitative research was conducted to identify the various advantages, facilitators and barriers in the implementation of lean behaviour among the target population in order to operationalize the constructs. Multiple regression analysis using software SPSS (version 17) for 110 responses was used to test the hypotheses. A total of 50% of the variance of lean implementation intentions was explained by the TPB variables. The FC (β=0.60) was the strongest predictor of the lean intentions followed by SE (β=0.22) and attitude (β=0.18), however as expected SN showed no significant impact. The paper ends with the results, conclusions, limitations and with suggestions for future avenues.

A Study on Consumer Awareness of Kara Skincare Wet Wipes

The Aditya Birla Group introduces Kara - skincare wipes for the first time across India. The Kara range includes refreshing, sunscreen, deep pore cleansing, toning, makeup removal and moisturizing wipes for a complete skincare regime. Compactly packaged and moistened Kara skincare wipes gives a hygienic, convenient and effective skincare solution to the consumers on the go. These wipes are easy to carry and use. They are highly effective with unique formulations having natural ingredients that nourish the skin. They are alcohol free and dermatological ally safe. Kara is made from Birla Cellulose, a fibre that is 100 percent natural and biodegradable. ‘Kara’ in Greek means pure, pristine, innocent and unblemished beauty and is an outcome of the in-house research and development at the Aditya Birla Centre for Science and Technology, Taloja, Maharashtra near Mumbai. The market for wet wipes is mature in Europe, US, China, Japan and West Asia. In India, this market is gradually picking up with changing lifestyles and the fast pace of life among the young and upwardly mobile population with higher disposable income. Kara skincare wipes fills up the lacuna in this segment as there is lack of availability of quality products at appropriate price points in the Indian market. Kara is readily available pan India at superstores, cosmetic and chemist outlets and modern retail.

Service Quality-Customer Satisfaction Liaison in a Typical Retail Store Environment: an Empirical Investigation

India has recently witnessed big established MNC brands & big Indian Corporate like Reliance, Bharati, Future Group, Aditya Birla Group, Godrej venturing into retail business. The BMI India Retail Report for the first-quarter of 2011 forecasts that total retail sales will grow from US$ 392.63 billion in 2011 to US$ 674.37 billion by 2014. Strong underlying economic growth, population expansion, increasing wealth of individuals and the rapid construction of organised retail infrastructure are key factors behind the forecast growth. With the expanding middle and upper class consumer base, there will also be opportunities in Organised Retail Sector of India's tier II and III cities. The performance of organized retail primarily depends upon service delivery&its quality. In all service firms, customers' perceived service quality is taken as an important element of business success. The primary purpose of this paper was to examine the impact of service quality on satisfaction of customers of organised retail. The study shows that service quality has a significant impact on organised retail customers' satisfaction. The paper adds to the existing service quality-customer satisfaction liaison knowledge through RSQS (Retail Service Quality Scale) which can help a retailer to deliver a better value to the customer.

The growing global footprint of Indian multinationals

PurposeIn this interview with Kumar Mangalam Birla, Chairman of Aditya Birla Group (ABG), he talks about the international journey of ABG, governance issues, experience with acquisitions, Indian management styles, challenges for multinationals from emerging economies and his vision of the future. This paper seeks to report the issues discussed in this interview.Design/methodology/approachThe paper is an interview.FindingsThe ABG is a Fortune 500 conglomerate and a world leader in most of the business segments it operates in. The interview sheds light on the international process and strategy, management philosophy, corporate values framework, approach to and experience with international acquisitions, the need for global mindset, control and coordination issues and an evaluation of the strengths and weaknesses of the Indian economy and firms, in the words of a well‐known and high‐profile Indian business leader.Practical implicationsWith the changing global economic landscape, there is a growing interest in the way multinationals from emerging economies leverage their country‐ and firm‐specific advantages to compete against mature Western multinational firms in both the developed and developing markets. The perspectives of the Chairman of a highly successful Indian multinational provide a fertile ground for the cross‐national transfer of best practices in a multi‐polar world.Originality/valueHaving transformed his company to become a global market leader, Mr KM Birla provides unique insights into the psyche and strategic mindset of his corporation. This interview takes the reader through a journey that traces the evolution of a 150‐year old, large, family‐owned enterprise into a world class, professionally managed global corporation.

The Development and Characteristics of India's Private Business Group: Tata, Aditya Birla and Reliance Group

The Development and Characteristics of India's Private Business Group: Tata, Aditya Birla and Reliance Group

The Indian Farmer, Middlemen and the APMCs

The Indian Farmer, Middlemen and the APMCs

Emerging human resource practices at Aditya Birla Group

AbstractThis article describes in detail through a longitudinal case study the emerging nature of human resources (HR) practices at Aditya Birla Group and, more importantly, links it to the strategic redesign that the whole organization underwent from 1995 to 2006. The longitudinal case study provides a snapshot of the dynamic and turbulent nature of the new liberalized Indian economic environment and how an organization such as Aditya Birla Group needed to brace itself from competition through innovative HR practices. The article argues that in challenging liberalizing business environments like India, the nature of HR itself demands that organizations develop new capabilities and that HR's role is to reevaluate its competencies and develop new ones to help in the overall strategic redesign of organizations. The article elaborates on two critical issues: (1) the peculiarities and defining characteristics of HR models unique to India and (2) the main factors that shape people management policies and practices in the liberalized Indian environment. © 2010 Wiley Periodicals, Inc.