Too Big for India; Reliance Industries  

Oleh:

[s.n]

Jenis: Article from Bulletin/Magazine
Dalam koleksi: The Economist (http://search.proquest.com/) vol. 400 no. 8746 (Aug. 2011), page 45-46.
Topik: Diversified Companies; Corporate Profiles; Stock Prices; Business Conditions; Problems; Petrochemicals Industry

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: EE29.67 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

Lihat Detail Induk

Isi artikel

The story of Reliance Industries (RIL) is almost folklore in India. It was founded in the late 1950s by the late Dhirubhai Ambani, a former petrol-pump attendant. He had made his first fortune in the port of Aden, in what is now Yemen. Over the following four and a half decades Ambani took plenty of chances, making bets on vast projects and using brawn and guile to deal with officials and politicians. Today RIL is a conglomerate active in energy, refining and petrochemicals, with a market value of $55 billion, or a tenth of the worth of India's stockmarket. It is run by Mukesh (pictured), Dhirubhai's eldest son and India's shyest, richest and most powerful businessman. The Ambani family and friends still own 45% of RIL. But other shareholders have played a vital role. Though RIL's motto is "growth is life", its valuation implies that the years of plenty are over. Part of the cure for RIL's malaise is to complete the leap from Indian champion to global blue-chip, which means more professional managers and less clannishness, improvisation and opacity.

Opini Anda

Klik untuk menuliskan opini Anda tentang koleksi ini!

Kembali