Bajaj Electricals Limited: High Voltage Transformation?

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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.

Case Details:


Case Code : BSTR311 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges


Turnaround Management/ Organizational Structure/ Distribution
Case Length : 19 Pages
Period : 2000-2008
Pub Date : 2009
Teaching Note : Available
Organization : Bajaj Electricals Ltd.
Industry : Electricals and Electronics
Countries : India


Bajaj Electricals Limited (BEL) had been in the business of manufacturing and marketing consumer electronics and luminaries, engineering, and projects for over 70 years since 1938. A sudden downturn in the economy as well as in its business in 2001, caused stiff competition across its product lines and led to both its profits and its turnover plummeting. The company undertook a 360 degree revamping exercise and put in place a number of strategic, operational, distributional, and marketing initiatives to turn around the company and placed it back on the path to growth and profits. It reorganized its existing organizational structure and completely revamped the supply and distribution chains to suit the prevailing industry norms and competitive market conditions.

BEL also simultaneously initiated a financial restructuring exercise along with other cost cutting measures. It introduced innovative pricing and marketing strategies and either exited or took a relook at unviable businesses and product lines. Analysts attributed the turnaround of the company in 2003 and its subsequent high growth trajectory to these measures.


Understand the challenges and issues involved in identifying the need for change in an organization and initiating the change at the right time and with the right processes.

Analyze the importance of strategic and operational initiatives in turning around an organization.

Understand the difference in measures affecting top line versus measures affecting the bottom line of a company.

Identify and evaluate the pros and cons of exiting a line of business to concentrate on core areas of business for an organization.

Understand the importance of a pricing strategy and micro segmentation as a market strategy to achieve growth across product segments.

Examine the importance of a careful combination of pricing, brand positioning, and advertising strategies to prevent cannibalization of a company's existing line of products from its new ones in the context of BEL.


  Page No.
Introduction 1
Background Note 2
The Turnaround Plan 4
The Resultant Turnaround 9
Exhibits 10


Strategy, Business transformation, Turnaround, Organizational structure, Matrix structure, Restructuring, Strategic Business Units, Sourcing, Distribution, Cost management, Customer satisfaction, 'Mission Excell', Market Potential Value (MPV) Index, RK Swamy BBDO Guide to Urban Markets, Brand leveraging, Bajaj Electricals Limited

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