GCMMF's Cooperative Structure |
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» Business Strategy Case Studies Please note: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source. |
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"In reality, though, Anand remained an isolated example of one man's tenacity and resourcefulness. Most other federations were stuck with bureaucratic red tape and mismanagement. Politicians saw them as useful vote banks and bureaucrats invariably cornered the chairman's post, nudging aside other genuine producers." 1 - Businessworld, in 2003. "I am anguished and pained by the recent move of the GCMMF board against me. Having served the cooperative dairy sector for over five decades, do I deserve this treatment from the board members? Such acts pain me and raise concerns in my mind about where the movement that all of us built so assiduously is headed." 2 - Verghese Kurien, Ex-Chairman, Gujarat Cooperative Milk Marketing Federation, in 2006. End of an EraIn March 2006, Verghese Kurien (Kurien), popularly known as the 'Father of the White Revolution' in India, announced his resignation from Gujarat Cooperative Milk Marketing Federation (GCMMF) which marketed its products under the brand name 'AMUL'. Kurien had been the Chairman of the federation since its inception in 1973.
Financial Express5 commented, "Dr Kurien's exit from GCMMF marks the end of an era in the dairy movement in India. Analysts of the sector the world over recognize him as a one-person army who took on the might, both the bureaucracy and vested private interests."6 For several years, Kurien had been in a tussle with National Dairy Development Board (NDDB), protesting against its moves to corporatize the cooperatives. |