STRATEGIC MANAGEMENT PAGE 1

Strategic Case Analysis-

GATI

Project Report Submission

By Group 7
Mohammad Thanveer M091/12
NNS Manogana M092/12
Nakul Bindlish M093/12
Neha Upadhye M094/12
Nikita JohariM095/12
 PAGE
PROJE2C T R E P O RT BY G R O U P 8 , S E C T I O N STRATEGY PROJECT
B

Strategic Case Analysis (Gati)

19/03/2013

All about GATI

Inside This Issue

1 All about GATI (Situation
Analysis)
2 Vision Strategy Business
Model Congruence
1) Do an External / Industry
Analysis using PESTLE / 5 -
Forces approaches
2) Do an Internal Analysis using
Balanced Scorecard approach
3) Do a Business Model Analysis
3 Portfolio Decisions
1) Do an analysis using the BCG
and GE Matrix of the assigned
industry in terms of the
products / brands available for
all the players taken together
2) Construct a composite GE
Matrix (both the axes) for the
above purpose
3) Develop a product portfolio
strategy for the leader of the
assigned industry
You may use the IFE and EFE
Gati Ltd started operations in 1989 as a door-to-door cargo company. A
division of Transport Corporation of India (TCI), Currently, Gati is one of
the leading express distribution and supply chain solution companies in
India. The company's scale of operations is large, ranging over a wide
network connecting 603 districts across India. Gati provides multi-modal
transport services with connectivity across air, road, ocean and rail.
During 2009-10, the company introduced a new division called RedSun,
which offers services related to weather sensitive items, reengineering
items; value added distribution and SME logistics support. In 2010-11,
Gati came up with the Go-To-Market strategy under the Express
Distribution Service segment, which offers differential pricing option
based on distance and time sensitivity.
Gati was introduced in the market as a door-to-door cargo company with
commitment on delivery and money back guarantee. The first experiment
was conducted between Chennai and Madurai. Gati operated its business
with a group of front-end entrepreneurial delivery set-up. Members of this
set- up were known as Gati Associates (GAs). This concept was new.

approaches
4 Do a Growth Options
Assessment using Ansoff Matrix
Some of the key clients are Sony, Hitachi, LG, Samsung, Onida, Nokia,
Electrolux, Titan, HUL, Dabur, Cummins, Ingram Micro, DataCraft, ABB,
Siemens, Schneider Electric, Asian Paints, Cadila, Wipro, UTI Bank, Ashok
Leyland, HDFC Bank, Mahindra Group, Hero Honda, Tata Motors etc.

Strategic growth analysis Main business segments

of GATI as it is one of the
1. Coast-to-coast shipping
leading distribution and
Supply chain companies 2. Express Distribution and Supply Chain (EDSC)
in India
 STRATEGIC MANAGEMENT
Vision is to be a globally
preferred provider of India-
centric Supply Chain Services
and Solutions and a leader in
the Asia Pacific region.
Latest financial summary of GATI
PAGE 3
Coast to coast Shipping
Gati's shipping division - was established in 1986. The company has four
ships providing liner and break bulk services between Chennai, Andaman,
Vishakhapatnam in India and Yangon and Ranong (Thailand). During
2008-09, the company added two container vessels aggregating to a
capacity of about 18,000 dead weight tons (DWT). The shipping industry
continues to face a slowdown as freight rates have not improved in line
with the increase in fuel costs. This coupled with the decline in cargo
volumes adversely impacted the division. During 2011-12, the shipping
division recorded a revenue of Rs 163 million and an operating loss of Rs
1,263 million as against a revenue of Rs 910 million and operating loss of
about half a million in the previous year.
Express Distribution and Supply
Chain
Gati is one of the leading road freight transport operators in India. The
road transport business of the company provides both bulk and container
services. It has an online cargo tracking facility, which helps customers
track the movement of their cargo. The company also provides services
like door-to-door pick-up and delivery, documentation, etc. under express
distribution segment. In addition, Gati provides integrated logistics
solutions, linking all stages of business i.e. procurement, production,
delivery, after sales service and reverse logistics. In December 2007, Gati
acquired Kausar India Ltd, a company which has been in the business of
transportation of perishable goods since the last 25 years. The company
has made Kausar a part of its new division RedSun so as to provide
complete supply chain solutions. In 2011-12, the company formed a
70:30 JV, Gati-Kintetsu Express Pvt. Ltd with Kintetsu World Express
(KWE). KWE, a Japanese company, is a global provider of logistic services
and solutions. During 2011-12, the segment's revenues declined by 17
per cent y-o-y to Rs 6,812 million, while the PBIT margins increased to
44.3 per cent from 12.5 per cent in 2010-11.2
Vision
Be a globally preferred provider of India-centric Supply Chain
Services and Solutions and aleader in the Asia Pacific region.
Delight customers with quality service by setting new trends
through innovation and technology
Be the most preferred organization for all stakeholders.
Be a responsible corporate citizen with unwavering commitment
to environmental protection andconservation.
PAGE 4 STRATEGY PROJECT

Strategy and Business Model

When Gati entered market the concept of door-to-door package delivery
did not exist in India. Gati got into express cargo business with the
vision of "Service first, cost next5". Based on the volume of traffic and
the origin and destination information, Gati systematically developed
relationships with airlines and railways to use their cargo capacity to
deliver products and services. Gati had a long-term contract on cargo
capacity with Indian Airlines and other airlines on the first flight from
specific origin to destination for a fixed price no matter what the actual
traffic was. This enabled Gati to deliver priority and courier bookings
with remarkable ease and accuracy. During 2001-2003, Gati undertook
a major organization restructuring exercise.

With restructuring

every division and region was expected to set its targets (in
consultation with the corporate office)

Region should manage their funds (making each region as a

cost center)

Each Region can resolve structural issues; modify procedures,

refund customer (claim) settlement, and damages. Virtually
they are independent subject to broad policy issues. An ideal business model

Regions are now divided based on intensity of activity.

The new system is driven by performance measures and

empowerment. Responsibilities have been redefined and
refocused, and reporting relationships have changed.

Asset Light Business Model

Asset-Light is an industry jargon for franchising out or managing
companies whose bricks-and-mortar belong to someone else, often an
individual or an investment fund6. The asset-light operations canbe
understood as follows: under conditions of inadequate resources,
leverage the use of other assets to thelowest input to achieve the
Strategic Management of maximizing shareholder value.

Some companies that have used Asset-Light Model are for example,
Motorola, Dow Chemicals Companyetc. In the hospitality industry,
hotels such as Hiltons or Marriott are applying successfully asset-
lightbusiness model. In Europe, the asset-light strategy has been a
popular way to unlock capital by selling theGatis own only a fleet of
200 trucks. The rest is actually are sourced from vendors (intotal 2000
of them) with whom Gati has a strategic relationship. This model
helpscompany respond to client demand more quickly by expanding its
fleet on short notice. In warehousing, the company strategies to
maintain a balance between private andleased warehouses so as to
reduce its capital expenditure and focus on offering servicesthan
managing assets.
STRATEGIC MANAGEMENT PAGE 5

In February 2012, GATI

joined hands with Kentetsu
World Express, Japans
leading logistics service
provider to form GATI-KWE,
latter having 30 pc stakes.
This tie-up will give Indian
enterprises the global
advantage. Gatis bottom
-line grew at a CAGR of
~25% between FY08 and
FY12. In FY12, it increased
5X year- on-year to Rs 72
crores from Rs 14.30
crores.
Commitment to Environmental
Operating Profit margins Protection
Some of the CSR initiatives of Gati include
increased by 14.11 percent
y-o-y to 24.38% on
Support to Wealth out of Waste ("WOW") Project
account of streamlining of
IT technology and strict Recycling of eWaste, an initiative towards Green IT
control over operating Relief initiative to the Assam Flood survivors
expenses.
Plantation of the Green Belt under Metro Track

Tsunami relief fund

G
R EachRegionwasmanagedbyRegionalManagers
Increased competition
forced Gati to focus

A
e
more on delivery and
Marketing

T
g
I

1
PAGE 6 STRATEGY PROJECT

PESTEL Analysis
Coast to coast Shipping
POLITICAL 3. The industry suffers from structural inefficiencies
The pan-India network for express shipment gives Gati India-centric
and high cost of capital. As a result investments for
1. Legal permit to cross state and national distribution
borders Highdomain8 expertise. Development of warehousing in a hub
improving logistics efficiency have been delayed.
rail tariffs and oversaturation of important rail
and networks
spoke model will increase volume and margins going forward, in our
due to the policy of subsidizing passengerview.traffic with of air 4.
Growth High
cargo competition
business has the
completes led express
to price reduction
distribution
freight traffic has made roads (Trucks) the chain:
predominant strategies
The planned leasing not Boeing
of five supported
737 by efficiency
freighters improvements.
should increase
mode of freight transportation even if it is much less This has seriously
air freight revenue from current levels. affected margins further eroding the
efficient. Gati Ltd is the first transport company in India industrys ability to invest in future growth.
Gati has a strong market presence in Asia-Pacific region and SAARC
to do parcel movement by rail in 2002-03. It has
5. in
countries, with offices The increase
Bhutan, in Dubai,
China, agricultural
Nepal,food wastage
Malaysia, Honghas
strengthened its ties over the years and operates over
Kong, Singapore and provided
Thailand.an impetus to the developing
With increasing of cold
competition andstorage
cost
50 trains. It has helped it to be cost competitive, with
pressures, companies facilities.
are The industry based
progressively benefits
focusing onarising
theirfrom the
core
safer, secure delivery and a better transit time.
FY2012 budget
competencies by outsourcing has requirements
their logistics improved the investment
to third party
2. Complex taxation policies, border, customlogistics
and control landscape.
(3 PL) players.
delays, congested and inadequate highways and ports.
6. Exchange
In a vibrant environment, Rate corporations
where Risk: Gati Ltd has competitive
seek international
The multiple state and central taxes lead to a
operations which makes it susceptible to
advantage, asset-light approach becomes increasingly used, especially exchange
by
considerable loss of time in transit especially for road
rateinrisk
companies that invest (theorrupee
Asia has depreciated
the Middle East andquite
Gati steeply over
has truly
freight.
embraced the modelthe past
for its year although
success it has more or less stabilized
in Asia Pacific.
3. Dismal warehousing facilities: it is estimated 20-25% now). This should have boosted exports but has been
of the total logistics cost is from warehousing. More than hampered by the slow development of India as a
80-85% of warehouses are only than 10,000 square feet. global manufacturing hub.
Fragmentized warehouse space is a disincentive to the
creation of integrated warehousing spaces especially in
the case of low margin goods. There is a huge deficit of SOCIAL
adequate warehouse space.
1. E- commerce: The rapid growth of e-commerce
4. Government agencies have the largest warehouses provides opportunities for the logistics industry to tap
but they are mainly for food grains. The state of cold into new revenue streams. This industry is a 36 INR
storage is dismal and lack of recognition of the concept billion (FY2011) and is expected to reach 530 INR
of multi-logistic has hampered their development and billion by FY20I5.
permissions have not been granted.
2. Sustainability: With India signing many MEAs there
5. Declining foreign investment has stalled growth and has been increasing pressure reduce greenhouse gas
transformation due to delays in passing/approving key emissions by switching to alternative, cleaner fuels.
policies like the implementation of GST.

ECONOMIC
1. India spends around 13% of the GDP on logistics
which is much higher than that of developed
countries. Logistics include warehousing, transport
etc. a look at Indias distribution of logistic costs
show that a large portion of the logistics cost is from
losses. Also the cost of logistics as a proportion of
product cost is 4-5 times higher than that in
developed countries.
2. The logistics industry has created employment foe
more than 43 million people and will grow as the
industry develops.
TECHNOLOGY
1. The logistics industry has low rates of technology
adoption. The industry has now started investing and
developing its IT infrastructure (RIFD, Vehicle tracking,
warehouse management) and Gati Ltd has one of the
best IT infrastructures in the industry.
2. Low levels of Automation and standardization
further exacerbated by the high level of industry
fragmentation.
3. The skill level is very low. Lack of professional
institutes offering courses on the logistics industry has
made recruitment of highly quality professionals
daunting. Logistics is a cost conscious industry at
present in India and the lack of easily available skilled
professionals will push up the personnel cost.
STRATEGIC MANAGEMENT PAGE 7

Porters Five Forces

A structured framework for industry analysis

and business strategy development

TRhivraealrtofnwetrans:MediumHgh

y
among
compe
tiors:
High

Bargin powerfSupliers:Mdium

ThreatofSubsite:Mdium

Bargin powerfbuys:Medium
PAGE 8
Balanced Scorecard
Internal Process
Strategic Objective
Global provider of India- centric
supply chain services
Services leader in the rapidly
growing online retail sector
Leader in Asia pacific region of
global SCM solutions
Responsible corporate citizen -
"Green Gati".
Financial
Strategy
Grow shipping business
profitably
profitable growth of
e-Commerce, Cold Chain and
International Freight
Forwarding businesses
STRATEGY PROJECT
Initiative
Establishment of Gati-Kintetsu Express, a joint venture
with Kintetsu World Express (KWE) which has in 200 cities
across 30 countries. Gain from KWE's operational
expertise in warehousing services and 3PL.
Dedicated e-commerce logistics services covering
warehouse, online and home delivery
requirements has been planned and is on track
Expansion with a number of locations across India and
Asia Pacific. Company has consolidated position in China,
Hongkong, Thailand & Singapore and re-structured
investment in international subsidiaries. Control will be
through the Singapore subsidiary company i.e. Gati Asia
Pacific Pte Ltd., (GAP) and it has closed Gati Holdings Ltd.,
(GHL) Mauritius, the erstwhile direct subsidiary.
The main focus areas are Education, Community &
Environment. Initiatives:
Gati MC High School, Nagore, Tamil Nadu
Relief Initiative to the Assam Floodvictims
Health checkup camp for drivers & handlers
Gati Government High School, Hyderabad, Andhra
Pradesh
Green Belt Plantation
Blood Donation Camp
Initiative
During FY2012 the shipping division recorded a revenue of
Rs. 180 mn and loss from operations of Rs. 288 mn against
Rs. 923 mn and Rs. 162 mn respectively in the previous
year. Gati has restructured the shipping business into a
wholly owned subsidiary -Gati Ship Private
Limited and inducted a strategic partner to raise
required capital.
Investment in increasing capacity to cater to this industry.
STRATEGIC MANAGEMENT PAGE 9

Employee/ Learning and development

Strategy
Best employer with latest HR
practices
Manpower Skill enhancement
Initiative
Series of innovative Hr-practices including e-HR containing
information of every employee. Talent for tomorrow-
promotion policy allowing high performers to achieve fast
track growth. Opportunities for lateral shifting-
geographical and functional
Training is a thrust area for Gati Ltd. Had it had co-opted
consultants from AIMA, XLRI, NIIT, FCCI etc

Customer

Strategy
High quality valued service
Attract new customers and
retain old ones
Initiative
ISO 9001:2000 company- certified for marketing and
providing logistics and cargo management services; valued
added service like door to door delivery, online tracking
etc, e-Pod.
Leveraging service advantage through technological
capabilities and supporting customersOperations.
Build forge long-term relationships with customer; almost
75% of top customers have been with the company for
more than three years.

BCG Matrix
Question-marks: Shipping industry is a question
mark for GATI as it has a relatively low market
share in the world with major players like UPS,
Maersk, and FedEx to compete with. However it is
a growing sector as increase in globalization
increases trade to a great extent implying a huge
growth potential in this sector.
Supply chain solutions: Gati solution division offers an
integrated supply Chain service to businesses across
industry verticals. It includes flexible point-to-point
distribution solutions or complex end-to-end integrated
logistics solutions or supply chain management. It is a
relatively new and a growing sector which has not
reached its maturity in growth cycle and hence has been
classified as question mark. These include Temperature
Sensitive Services, Warehouse Layout Design, and
Logistics Process Re-engineering and Logistics Network
Optimization.
Both the above services need proper market penetration
and market development in order to survive in the sector.
Star: E-commerce and international services are
on an ever high currently because of increase in
globalization and technology advancement.
Cash Cow: express distribution and cold chain
solutions of Gati have a relatively high market
share in Asian markets and they generate major
cash for Gati. These sectors are responsible for
GATIs steady growth rate
Dog: Courier services can be rightly classified as
dog since there has been a steady decline in
courier and speed delivery services post the
internet era where major transactions are done
online. Internet usage boom has brought a
downfall in this part.
PAGE 10 STRATEGY PROJECT

Market growth rate

SD
Q
C
toau
agse
srh
t
i
C
Relative market share
o
n
w

M
a
r
k

Product Portfolio Analysis of Blue

Dart(Industry Leader)
Question-marks: Dart apex(speed delivery by air),
express pallet(above 100kg products delivered in
wooden boxes), airport-to-airport, smart
box(speedy delivery of 10/25kg boxes by air or
road as per time available)
Advantages:
Proper classification of all land and air services
based on speed of delivery and quantity to be
delivered. This helps in a proper pricing structure
to maximize profits for the firm.

Proper documentation of their services and cost

Star : International services online as compared to GATI

Cash Cow: Domestic priority 1030, 1200(delivery

of goods less than 32kg by road by 10.30 next
day or 12.00 next day), Dart surface line(timely
delivery of above 10kg goods, temperature
controlled services,

Dog: regional services

 STRATEGIC MANAGEMENT PAGE 11

IFE Matrix

GE Matrix
Market Attractiveness

Business Strength

Weighted
Internal Strength Weight Rating Score Rating on a 5 point Likert Scale
One of the largest supply chain 1-Major Weakness
solutions in Asia(major factor for 2-Minor Weakness
1 branding of logistics firm) 10 4 0.4 3-Neutral positioning
2 Supplies to all major firms 8 3.5 0.28 4-Minor Strength
5-Major Strength
3 Speed of Delivery, timely delivery 8 3.5 0.28
4 price of services 7 2 0.14
5 strong management team 4 3.5 0.14
History of minimal service
6 complaints 5 3 0.15
7 good reputation and image 7 4 0.28
8 proper warehouse management 7 4 0.28
Local employees, hence less labour
9 cost 6 4.5 0.27
10 Financial ratios 6 3.5 0.21

Internal Weaknesses
Saturated market, Excessive
1 competition 6 2 0.12
2 Little or Improper marketing 5 3 0.15
3 little diversification 5 2 0.1
4 HR issues, labour cost problems 4 4 0.16
Sensitive to oil prices, exchange rate
5 fluctuations 6 2 0.12
6 improper inventory management 6 3 0.18
100 3.26
 PAGE 12 STRATEGY PROJECT

Business Model of GATI

Gati's business model was vastly futuristic in

comparison to its competitors. It chose to focus on the
customers needs from the start. Its key value
proposition was time bound, point to point delivery and
premium priced cargo management service. It
developed the business partner concept of Gati
Associates giving rise to a team of entrepreneurs who
were independent business partners of Gati.
EVOLUTION OF BUSINESS MODEL OF GATI
The Beginning Years (1989 1994)
Empowering the network: Strategic alliances
and customized service offerings (2007- 2009)
Gati expanded its network in India, China and Europe
following strategic tie-ups with logistic service
partners. Sophisticated vehicle tracking systems,
technologically superior container vehicles and
Service Quality Standardization were all introduced to
strengthen and enhance Gatis promise of superior
service delivery.

Gati started its operations as a door-to-door cargo

company, a division of Transport Corporation of India
(TCI) in 1989. Mr. Mahendra Agarwal, founder & CEO of
Gati Ltd, wanted to rebuild TCI based on processes,
systems and manage it professionally to meet consumer
implicit and explicit delivery needs.
From initial four years of its operation, delivery
commitments took priority over complete utilization of
capacity and Gati was focused on to its aim to provide
time bound and point to point delivery.
Innovation, Value-addition and growth (1994
2001)
Year of Transformation, Recognition & Growth
(2010-2011)
In Jan 2010, Gati went a step forward to help its
customer by providing complete integrated Supply
Chain Solution hence becoming a knowledgeable
company by launching 'RedSun', Gati's Supply Chain
Division. In Nov 2010, Gati also ventured into E-
Commerce business by launching 'makemygiftz.com',
Gati's new web service to offer its customer a
complete e-commerce platform linked to a physical
distribution network.

Gati added innovative strategies to capture the market

and make the transition from a small cargo services
company to cargo management. Among many, it
introduced desk-to-desk service to meet the price
sensitive customer market in 1994, introduced toll-free
numbers for the first time in the Indian logistics
segment and became the first 3PL service provider in
India. Gati was also the first logistics company in India
to be awarded an ISO 9001 certification.
BILDSMP er i m l e ic t
Gati also expanded its transportation medium by taking tuniaor ev t di t y /
over TCIs shipping division(which was renamed as Gati
Coast to Coast) and the TCI Highways division. Gati also eivmno l xc a p n a a
tied up with Indian Airlines (IA) to deliver cargo across
550 locations. Gati also expanded its service network to
ndegat se i of o r
include multi-modal services, courier services and nSsega a o r nr i n
international operations to SAARC countries. hetgnc l as r v
etfd o s t
Gati Process, technology, automation and awards corP e t
(2001-2006)
ibefo o a
To sharpen marketing focus, operational efficiency and vurcs ni
improve service quality, Gati reorganized itself right from
the zonal level and affected a separation of its verticals eiut lni l s
and corporate functions. Gati became a process oriented ydgo s
organization implementing performance metrics and
evaluations across the board services, HR and
n
operations.
STRATEGIC MANAGEMENT PAGE 13

Ansoff Matrix
Existing Product New Product
MarA ketPenetration
ns
of
f
M
at
ri
x

Existing Productdevelopment

market

MarketDevelopment

New Diversification

market

Market Penetration:
1. Eliminate Competition- GATI can follow an e-shopping type model where customers can
place their orders online be it couriers, refrigeration products or national and international
consignments andthen GATI can deploy transport on a daily basis for doorstep pick up of
orders. The current scenario is such that only doorstep delivery, especially in the case of
couriers is available there is no concept of doorstep pickup available for such services. Thus
it will not only eliminate competition but also capture a larger market share.
2. Rural Penetration-With the FDI in retail controversy resolved, more and more foreign
investors will look into India as a potential market. With the condition that a third of the raw
material be sourced from small and medium scale producers, they would inevitably look into
the rural market in India to source that raw material. GATI can quickly leverage this
opportunity as its competitive advantage if it has rural infrastructure in place and increase
its present market share by considerable numbers.
3. Cold Storage GATI Kausar Cold chain solutions can form strategic alliances with the
government which at present lacks the proper infrastructure and transportation for proper
distribution and warehousing of grains, due which tons of food grains go wasted every year.
By providing them the required logistics support GATI can not only greatly enhance its
revenues but also a permanent and highly lucrative customer in the form of the Indian
Government.

Product Development

1. Customized solutions- More customized solutions can be provided to each of the

customers. This can be done by outsourcing a part of the operations to 3PL or 4PL that
is third party logistics which will handle some particular part of operations for GATI and
fourth party logistics, which will handle multiple operations for GATI.
2. Reverse Logistics Itis an emerging branch in logistics management and GATI can
diversify into a totally separate unit for reverse logistics management. Reverse logistics
refers to the practice of taking the delivered product which may be in excess or which
may be defective or obsolete(in the case of electronics products) back to the
PAGE 14 STRATEGY PROJECT

manufacturer or at least one step back in the supply chain for recycling, repair or for
some other utilization. Every year 4% to 6% of all retail purchases are returned, costing
the industry about $40 billion per year. Thus reverse logistics if done in a cost efficient
manner is a huge source of untapped revenue.

Market Development

1. Currently GATI has international operations in Singapore, Hong Kong, China, Nepal,
Thailand; the current financial scenario indicates that there will be more trade in
terms of both exports and imports in the developing nations. GATI already has its
operations in the south east and the Middle East;it can also expand its operations to
Brazil, Russia, and Mexico which have are developing nations with high degrees of
demand for logistics as they are in the expanding phase. Due to global recession
trade is in a contractionary phase in the developed nations so more focus should be
given to the developing nations.
2. Military logistics- GATI has yet to penetrate the market for military logistics
supply which requires a high degree of uncertainty since wartime supply of utilities
will be much different than those of peacetimes. Also it will require a specialized
wing of transportation to cater to the military

Diversification:
1. International refrigeration facilities-Currently GATI does not supply trans-
boundary refrigeration facilities to its international customers. When it is
foraying into new markets like Mexico, Russia and Brazil it can include this new
service offering.
2. Green Logistics

M an
u fa c t
u rin g

P ro c u re Pr
m e n t od
L o g is tic s uct

Green Logistics

R aw C on
M a te ria l su m
P ro c u re m p tio
ent n

W a ste
D is p o
sal
The concept of Green logistics is an emerging concept and can be employed in the
emerging markets for GATI. With stricter governmental regulations regarding the
environmental costs and total carbon footprint of the company more and more
customers will opt for such services since such services tend to be more fuel
efficient and process efficient.
 STRATEGIC MANAGEMENT
References
OUR TAKEAWAY FROM THIS
PROJECT
We learnt about identification,
analysis and description of
strategies so as to achieve a
competitive advantage for an
organization. It is all about
decisions one takes which
decides the limits of a firms
performance. We also learn that
one must have a through
general and specialist
knowledge in order to properly
analyze a firm and decide on the
organizational environment so
as to take the right decisions.
Right decisions involve all those
decisions that benefit the
organizational stakeholders.
PAGE 15
1. http://www.deloitte.com/assets/Dcom-India/Local
%20Assets/Documents/Thoughtware/Logistics%20Sector-Present
%20situation%20and%20way%20forward.pdf
2. http://www.gati.com/images/pdf/media-center/press-
kit/corporate_presentation_61211.pdf
3. http://www.gati.com/images/pdf/media-center/press-release/Gati-
transport-solutions-strengthens-its-current-Rail-network.pdf
4. http://site.securities.com/cgi-bin/acerc/acerc/www/index.pl?
app=Company&runmode=management_analysis&FinCode=16590
029
5. http://www.deloitte.com/assets/Dcom-India/Local
%20Assets/Documents/Thoughtware/Logistics%20Sector-Present
%20situation%20and%20way%20forward.pdf
6. http://finance.yahoo.com/q?s=GATI.BO
7. http://www.gati.com/html/aboutus_gati-history.html
8. http://www.gati.com/html/corporate_social_responsibility.html
9. http://www.gati.com/html/aboutus_vision-values.html
10. http://en.wikipedia.org/wiki/Reverse_logistics
11. http://en.wikipedia.org/wiki/Military_logistics
12. www.gati.com/html/gati_international.html
13. http://en.wikipedia.org/wiki/Green_Logistics
14. http://www.gati.com/html/gati_international.html
15. Crisil Report
16. http://www.gati.com/html/aboutus_vision-values.html
17. Gati Limited: Evolution of a Third Party Logistics Organization by N.
Ravichandran, Indian Institute of Management Ahmedabad.
18. Case Analysis by G.R. Chandrashekhar,faculty of Strategic
Management at Indian Institute of Management
19. Indore,presentlyFaculty,Strategic Management at Indian Institute of
Management Ranchi.,
20. www.indiainfoline.com
21. The Economist
22. Romanian Economic and Business Review Vol. 6, No. 1,The
Internationalization Process and the Asset-Light Approach
23. http://www.gati.com/html/corporate_social_responsibility.html ( in
tune to its vision)