Castrol India Limited: Managing in Challenging Times - Diagnosis

Vikalpa: Journal for Decision Makers, Vol. 30, No. 3, pp. 152-159, July-September 2005

Posted: 7 Aug 2006

See all articles by Satya Prakash Singh

Satya Prakash Singh

Panjab University - Business School

Manoj Anand

Management Development Institute

Abstract

CIL began operations in India in 1919 and steadily established a reputation for high quality lubricant products and marketing prowess. It had market capitalization of Rs. 29.54 billion with sales of Rs. 13.57 billion for the calendar year ending 2001. It had gone through three phases during the last one and a half decades: the survival phase prior to 1991, a dramatic growth phase during the period 1991 to 1996, and the supply chain and cost management phase.

CIL has been able to sustain its competitive advantage by developing products that have differentiated offer; managing costs better; building long-term winning relationships with its distributors, dealers, and direct customers; and through innovation. The company's strategy has paid off and it has been able to grow continuously on all performance parameters despite increasing competition and base oil prices. Kshatriya attributes the return of CIL to 'growth path and reviving up to new heights of performance' to 'innovative and winning team spirit of Team Castrol.'

Keywords: Corporate Strategy, Financial Strategy, Balanced Scorecard,

Suggested Citation

Singh, Satya Prakash and Anand, Manoj, Castrol India Limited: Managing in Challenging Times - Diagnosis. Vikalpa: Journal for Decision Makers, Vol. 30, No. 3, pp. 152-159, July-September 2005, Available at SSRN: https://ssrn.com/abstract=810045

Satya Prakash Singh

Panjab University - Business School ( email )

Sector 14
Sector 14
Chandigarh, 160014
India

Manoj Anand (Contact Author)

Management Development Institute ( email )

Gurugram, Haryana 122001
India

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