Once the last tree is cut and Last River poisoned, we will find that we cannot eat our

own money Explaining Organic and Inorganic growth Organic Growth: A growth which is achieved and fostered by companys own business activities. Companys efficient management enhances its growth rate and sustainability is termed as organic growth also known as internal growth Inorganic Growth: A growth which is achieved by taking over a counterpart merging with alike business houses or ac!uiring unrelated corporate business. "he growth is known as e#ternal growth. Growth is generally measured in assets profits revenue. $ost business establishments often face this challenge of growth and flourishing their respective business functions either organically or inorganically. Inorganic growth brings with itself following positives %. &elivering uni!ue value prepositions '. (#ploring $arketing channels and )rand )uilding *. Competence on Growth +trategies ,. Overhaul of organi-ations &.A

A business owner or a corporate house if wants to develop and grow as planned and keep at bay from the deviations must adhere to the statutory guidelines and re!uirements necessary for his/her establishment to run in a credible and scrupulous manner which fits in a statutory framework of a country. If we are e!ually aware and scream for are fundamental rights we should e!ually be vocal and aware of our fundamental duties. Adhering to both the parameters helps any citi-en to create a much needed yardstick to measure and evaluate his deeds which are favorable and at times unfavorable for the country as a whole. Also for a business to grow competition plays a vital and essential role in paving a sustainable growth. $uch said every business establishment or corporate house deals with enumerable risks and at the same time combat the perils of such risks too. 0isks are inevitable in a business and are inseparable but can

be mitigated and scaled down so as so cause minimum damages which will not hamper the functioning of the business processes.

0isks can be differentiated into internal and e#ternal. Internal 0isks as the name suggests are those risks which creep up due to actions within the organi-ation there occurrence is more likely predictable and is absolutely controlable and e#act lateral image is (#ternal risks which are dependent on happening of an event which is e#ternal to the organi-ation and there is high probability of not discovering the e#tent of risks associated with such developments. Internal Risks %. 1uman 0esources: It is the people who matter on and off site. $anaging a vast work force is an essential component in business growth and also contribute to high probability of risk to any organi-ation. (.g.: $aruti $anesar fiasco. '. "echnological 2actors: "echnological aspect also contribute to the internal risks faced by an organi-ation. )reak down and up gradation of technology are both lethal for any organi-ation. It can make or break. (.g.: $aruti 2actory was on a standstill for * days due to break down of one of the heavy machinery at one of their developments. External Risks %. (conomic factors: It gives a macro preview of e#isting market forces and relevant risks associated with it. Issues like unemployment inflation trade cycles all account for uncontrollable risks which organi-ations face. 3redicting such factors and tweaking them as per will is ne#t to impossible. '. 3olitical +cenario: Adhering to the policies framed by the government in power paves roadmap for one and all. 3olitical scenario and changes in political setup may cause communal unrest civil war hostilities with the neighbor countries surely affect the scale and revenue count of any organi-ation.

*. .atural 3henomenon: 4ncalled for natural disaster where one has no control whatsoever. +uch events cause loss to life and property. .oted e#amples are of 2ukushima scare and Gu5arat 1avoc.

3rescribed manual mode of risk aversion involves:6 %. 0isk Identification '. 0isk (valuation *. 3lotting the alternatives ,. Choosing the best alternative 7. (valuation of such alternatives chosen

It becomes evident that risk can be reduced but not eradicated. "he art of anticipating nature and causes of such risk potential activities along with implementing strategical and tactical tools will eventually help fostering of any business enterprise.

According to the given scenario of A81 diversification spree following evaluation models can be applied while entering into different ventures. I !"R#"E$I%#L "OOL! #&#IL#'LE (OR E&#L)#"I*$ + ,erformance ,rism

"he concept of performance prism is based on the belief that those organi-ations aspiring to be successful in the long run within todays business environment have a clear view of where they stand who are their stakeholders and their e#pectations strategies to be incorporated to meet such e#pectations in a nutshell for inorganic growth the company which is ac!uiring the other company mainly focus on performance of the organi-ation which further includes attributes such as employee loyalty customer profitability long term investments clear business model. Inorganic growth can be achieved by looking the performance of a business unit via prism which subse!uently bifurcates one performance standard into several parameters hence evaluation becomes more meaningful for inorganic growth.

.eta ,lan $eta 3lan is 3lan of 3lans. It is used to frame and evaluate communication model via which responses opinions suggestions are developed and a consensus is reached. $etaplan is used in case analysis creating collecting structuring and sorting of plans and data within setting priorities and analysis of cohesiveness. $eta plan helps in avoiding long drawn out messy inconclusive and time wasting process which often help in evaluation.

,ortfolio !tructure

Define Objectives What Targets to Achieve

IDEATIO

Selection

Development

What Capabilities are required

Creation of ideas their implementation and evaluation becomes important for growth as unless the target is not set the same cannot be achieved. 0 %ontent of *ovelty

a. 3rogram innovations: Innovation in product development including costs involved revenue to be generated and target customers with evaluating customer value factor. b. "echnological innovations : to improve the product standard and reduce additional maintenance costs

c. Organi-ational Innovations: Introducing new work forms and styles so as to increase the interest level and cooperation among the work force.

d. $anagerial Innovation: Improved relationships between the managers and the subordinates and increasing the role of the subordinates in descion making and collective resource utili-ation.

e. $ethodological Innovations : introducing new management methods which helps in reali-ing the conceived ideas of growth

2ano .odel 8ano $odel is analysis of preferences sought by the customers. "he model can be applied in identifying customer needs functional re!uirements concept development and analy-ing. "he model divides the product attributes into * categories: "hreshold

3erformance and (#citement. A competitive product meets basic attributes ma#imi-es performance attributes and include many e#citement attributes.

3
Excitement

Performance Threshold

L 8A.O $O&(9

2epner "eronge .atrix "he tool is meant for gathering information prioriti-ing descion making and evaluating it.it is also called root cause and descion making method. "his is a detailed and comple# method for descion making as it is a step method of solving problems and analy-ing risks and potential risks.

"he 8epner "regoe analysis is performed in following steps: %. 3repare decision statement with desired result and re!uired action '. &efine strategic re!uirements operational ob5ectives and limits

*. 0ank ob5ectives from the most to the least important and weighting them ,. Generate list of alternative courses of action and keep only those that are obligatory of desired result :all other should be eliminated; 7. +core alternatives against each ob5ective on a scale of % to %< =. $ultiply the weight of the ob5ective by the satisfaction score to come up with the weighted score >. +teps 7 and = has to be repeated for each alternative ?. Choose the top three alternatives and consider potential problems or negative effects of each one @. Consider each alternative against all of the negative effects %<. 0ate chosen alternatives against adverse effects and score them for probability and significance

,areto #nalysis 6 -7897 Rule 3areto Analysis is the often stated as '<:?< rule that helps to identify '<A most important problems to solve ?<A of other non6important problems. It is an important tool for evaluating cases which have many courses of action. 3areto Analysis simple yet effective way for analy-ing alternatives

3areto analysis is simple to use: %. 9isting all relevant problems and available options

'. Grouping options that are solving the same larger problem *. Applying an appropriate score to each group ,. Borking on the group with the highest score

!:O";"O:! .atrix "he most common matri# for evaluation is +BO" Analysis and "OB+ Analysis. It helps in analy-ing key forces running inside and outside a particular organi-ation where in it analy-es +trengths and Beakness which are internal to an organi-ation Opportunities and "hreats which are e#ternal to the organi-ation. "OB+ $atri# analyses "hreats and Opportunities which are internal to an organi-ation +trengths and Beakness which are e#ternal to an organi-ational.

II E%O*O.I% &I#'ILI"< O( "3E ,RO=E%" India was the one of the privileged countries which was insulated from global economic breakdown happened in '<<? post subprime lending crisis in the 4+A. "he very pillars which enables India growth were made strong by the authorities in charge if not the politicians by incorporating right policies at the right time so as to steer India from that rough patch which world economies faced that time and many are still e#periencing the repercussions. Growth of any country is directly proportional to its working hands and skill set possessed by themC be it educational vocational or artistic. +kill set makes an individual sell his abilities like hot cakes as A81 group is planning a heavy investment in skill development which I assume they will utili-e in their I" business enterprise is a welcome call for the manpower of India. India is one of the countries of the world where working age population will be far in e#cess of those dependent on them as per Borld )ank the same will continue till '<,<. "his has been a high degree potential source of comprehensive strength for the national economy only if we value add to the available skill sets of the working age group. +kill development can be transformed into a national priority by A81 Group by increasing the investment worth multi

folds. )oth +tate and Central level governments in power shall favor A81 Group formation of +kill &evelopment missions for long term. India is a country blessed with resources on all four !uarters of its dimension and work force >< crores plus out of %'< crores plus is all bonus to utili-e and generate assets and revenue from the e#isting assets. +kill development makes a raw product into a finished product which is ready to be utili-ed in corporate arena so as to increase the returns from money invested in him/her e#ponentially. "he concept of outsourcing is a boon for massive employment seeking youngsters in India. &eveloping the right skill set will enable A81 group to tap more work from offshore companies and help their employees customers and self6grow. "he biggest drawback which country like India faces today is lack of opportunities. (#cess of resources are futile if they cannot be channeli-ed and harnessed well. As discussed there is a dearth of employment opportunities as designated skill set among the ready work force is missing hence growth is invisible. In order to curb this menace of unemployment and imparting and making Indian individuals skilled is a welcome call and government authorities should give their thumbs up for the same. III %)L")R#L #!,E%"! As A81 Group is also investing in consumer products in the area of 3rimary 1ealth with new products such as Acai berry 5uice and AD hand swipes :assumed; with their prevailing basic products associated with primary health. As it is said only 5ewel which cannot decay is 1ealth. It is utmost important to thrive in a healthy environment as in healthy environment thrives healthy body thrives healthy mind thrives healthy soul. A81 Group initiative to invest in 3rimary 1ealth in India over and above their e#isting products is a welcome call for the citi-ens as it is a win6 win situation for the masses in the long run. (very *rd person out of %< in India is obese that is **.**A which is indeed an alarming number. As Asians are settling into a western routine the rate of obesity among the young population is on a shoot. Also culture of using hand swipes is not prevalent in India which means the market in untapped comprehensively if not fully. 1and +aniti-ation becomes important to keep healthy and combat day to day unavoidable transportation of germs from one location to another. Indian Culture plays a vital role in increasing the fre!uency of people dropping under this criteria.

1ence it becomes all important for A81 Group to come up with a solution to this problem rather than being a mere spectator and not contributing in nation building. Acai berry 5uice is a product which will cater to the problem of obesity which **A urban Indians are facing with which include age groups right from school going kids to office going work force. "he &rink is manufactured with high 0E& which was only enabled by A81 Groups inorganic growth in past few years. "he hand swipes business is comparatively new to the semi urban and rural population of india and the same untapped market is the target section to enter into the market of 3rimary 1ealth. Imbibing cultural change shall bring the desired output for A81 Group and India for its holistic development. * driving !uestions which A81 Group should emphasi-e upon are %. Is India as an emerging marketC a threat or an opportunityF Opportunities: 0ise in purchasing power (asy Inorganic growth

Threats: Cultural &ifferences Cut throat competition Infrastructure

'. Bhat makes India an attractive marketF +aturated &eveloped economies 9ow wage cost

Growing $anpower Increasing middle class

Answering such potent !uestions will certainly provide a full proof situational analysis to where we are where we want to be and how to reach there.

References
Organic growth vs Inorganic growth. (n.d.). In Focus, 69. Prof. r. !iroslav Re"erni#, $. $. (n.d.). Idea Eval%ation !ethods and Techni&%es. Creative Trainer, 69. Tim"erla#e, '. ((9)*). Only one Earth : Living for the Future. 'ondon+ $$,. www.business.gov.in/businessportalofindia/ ergers!ac"usitions. (-.(/). Retrieved from www."%siness.gov.in+ www."%siness.gov.in www.tradingecono ics.co /india. (-.(0, 1an%ar2). Retrieved from www.tradingeconomics.com. www.tutor#u.net/threewaystoevaluatee erging ar$ets. (n.d.). Retrieved from www.t%tor-%.net.