Reliance Industries Case Analysis

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Keeping in mind these two types of suppliers we can say that in some case bargaining power is low for suppliers who are providing basic infrastructure to the companies while for the other which is involved in supplying core technology have higher power. 10. Internal Analysis: VRINE Resource/ Capability Valuable Rare Hard to Imitate/Non- Substitutable Exploited by Organization Competitive Outcome Economic Implication Natural Resources Yes Yes No No Temporary Advantage Below Normal Cash Resource Yes Yes Yes Yes Sustained Advantage Above Normal Liasioning Resource Yes Yes Yes Yes Sustained Advantage Above Normal Integration Resource Yes Yes Yes No Parity Below Normal Human Resource Yes Yes No Yes Temporary Advantage Below Normal 11. Business Strategy Reliance Industries currently pursues the strategy of driving growth and increasing value for their customers by investing in diverse opportunities and exploring the domestic market of India, they strive to be market leaders in every industry they take part in. This clearly resonates in their adoption of differentiation strategy in their domain. They have several strategic alliances with the giants of many industries. The important partnerships are listed below: • General Electric…show more content…
In the chain of backward integration first major project was setting up a mill in Naroda, Gujrat and then comes the Hazira plant in 1991 making reliance the largest integrated producer of polyester. In 2000, Reliance commissions the world's largest grassroots refinery in a record 36 months: The Jamnagar petrochemicals and integrated refinery complex. It provided Reliance an edge over its competition, not only locally but globally. And in 2009 reliance started the production of its KGD6 block and with this reliance completed an unprecedented backward integration
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