Business houses such as Godrej Group decided to spin-off areas that were not core to their businesses, while Dabur Group has been increasing its footing in the fast moving consumer goods (FMCG) segment. The $500 million Lalbhai Group invested on new age technologies to sustain its presence in the textile industry. On the other end, as an anti-thesis to the core agenda, Reliance (then headed by Dhirubhai as a single group) showed that it wasn’t a focus on core, but rather efficient project management, whether in petrochemicals, textiles, chemicals, education, telecommunications or the most recent foray into retailing, which defined how successful one could be.
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Source:- IIPM-Business and Economy, Editor:- Prof. Arindam Chaudhuri - 2006
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