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A call to dismantle them when the world hasn't done so is economic hara-kiri
It's good that cronyism is being debated robustly. But the much bigger failure of incredibly powerful, rich and successful conglomerates - Adani, Ambani, Tata- lies in India's fully brand-free growth
The experience of South Korea, Japan and Russia has shown that the conglomerate model often comes with political connections, but such comparisons can be overblown, writes T N Ninan
Many small brands swallowed up in catch-up acquisition spree
Business Standard analyses what large business houses have added as net fixed assets since the pandemic
The top court's order and cash-for-loans scandal later, rocked the group across verticals; its fate now hinges on SC's ruling on bankruptcy even as the quid pro quo case involving Kocchars goes on
Company says gross margins shrank 230 bps in Q2FY23 due to inflationary pressures and an unfavourable portfolio mix due to extraordinary high sales of pain management products last year
Sony Pictures Networks India (SPNI) has rebranded all its network channels to be more aligned with the Japanese conglomerate's global ethos, the company said in a statement on Monday. According to N P Singh, managing director and CEO, SPNI, "The power of the Sony brand and its values have driven our work ethics so far, and today, it reflects in our channel-brand architecture as well." "The work that we started three years ago has now reached fruition. We are creating a powerful unified entertainment conglomerate with a broader appeal by refocusing our existing channel portfolio in its latest look and feel," he added. Sony's networks exist at the intersection of technology and entertainment -- and the logos reflect this. The new branding colours are energetic, inspiring and remind us of a brilliant light spectrum, it said. "The curve in the logo comes from the swing of the Sony-S, with the dominant background being synonymous with the Sony brand. With this uniform shape and the ...
Indian billionaire Gautam Adani, Asia's richest man, is making his biggest media bet with a bid to buy a majority stake in New Delhi Television (NDTV)
Johnson and Johnson, GE and Toshiba recently announced split into multiple entities. Do the demands of an emerging market like India require a different approach? Let's find an answer to this question
A related problem in conglomerates is a complex web of crossholdings of shares among subsidiary and associate companies
The third company will own Toshiba's 40.6% stake in unlisted memory chipmaker Kioxia.
With its unrelated new initiatives, the group will enter the turfs dominated by the likes of Intel, Samsung, Tesla, Huawei, Amazon and Walmart- all of which are more focused than it - writes T N Ninan
The board of directors has recommended a dividend of Rs 33 per share for FY21.
Revenues from operations stood at Rs 2,146 crore, up 24.9% YOY and 17.7% over the previous quarter
Valued at over Rs 17 trillion ($232 bn), their combined worth has increased about 47 per cent since the start of last year
The restructuring will give each family group complete ownership of businesses they manage while scrapping the holding company
The company, however, faced cost pressure in the December quarter, with an increase in raw material, power and fuel costs
While foreign investors like Japan's Softbank, China's Alibaba, and the US' Sequoia are big players in the start-up space, India doesn't have a serious VC sector with risk appetite, writes T N Ninan
PEs have deep pockets with the ability to recapitalise the bank as and when needed