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Bharat Forge Case Study

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Bharat forge and Suzlon both Indian origin companies mapped global success to highest degree. Bharat forge and Suzlon started with modest locally available resources at disposal and with their vision to excel at global scale devised their strategies and appropriate resource allocation and planning. Bharat forge being major in Indian automotive industry and Suzlon being a textile manufacturing firm excelled in respective fields at global scale, the report is about the way in which both companies were similar in their approach and the way in which they differed in their approach for overseas expansion.
Bharat forge and Suzlon presently being well established in both domestic and global markets, there were certainly key similarities in their approach …show more content…

Bharat Forge witnessed huge success through export driven domestic growth by changing the work force from muscle power to brain power. The main aim was to acquire technological expertise and another main success strategy was speed to market, high quality, volume, low cost and customer centric or customers focus. Global strategy mainly focused on expanding the company’s product range and develop closer client partnership and to ensure more efficient client logistics. Overseas acquisitions were carried out to get new clients also resulting in manufacturing at different places at the world which improved supply logistics. Bharat Forge invested in new workshops with state of art automated press line which lowered manufacturing variable cost and this automated press line increased the life of dies. The very basic tool was to win over employees, Kalyani continuous belief, HRM as “peoples systems “highlights his down to earth approach. Bharat forge placed a high degree of trust in local management teams making them a part of its integration …show more content…

The company’s foray into wind energy came as an experimental stumble while trying to solve their own power crisis, the installed windmill to overcome power crisis served as a ‘trial and error’ product. In due course they knew exactly what their customers need from them and it served as their advantage in future strategies. Wind power demanded a very high investment and going global would help them recover their initial costs. As the global industry considered Indian firms as unreliable, it was imperative to acquire new technology to increase the credibility of the firm. They acquired global market leaders for relevant technology. The firm used India’s low cost labour along with this acquired expertise to lower their overall costs. A market research revealed that Indian industrialists had no idea how Suzlon’s renewable power system worked. ‘Concept to Commission’ was their idea to overcome this problem. It involved site identification, wind measurements, budgeting, building the substation, grid connections as well as taking care of the products maintenance for 20 years. This enabled their clients to concentrate on their own business and made other clients sit up and take notice. Also, the initial cost of the product was too high which deterred clients from this concept. Tanti came out with an innovative idea to counter this as well. The client would have to make sure that he came up

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