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A Case Study Research on Retro Energy Private Limited

Received: 10 April 2021    Accepted: 3 May 2021    Published: 14 May 2021
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Abstract

It was mid-December 2011; the climate in India was as pleasant as it could be, but the business climate of Indian City Gas Distribution (CGD) sector was not. The recent changes in the Regulatory Policy had further fueled the growing unpredictability of the sector. The thought of the business and market implications of the policy changes made Shravan Ragunathan, Founder Director, Retro Energy Private Limited (REPL) fret, and sweat on otherwise a cold evening. He brought his attention back to the last slide of his presentation for the board meeting to be held the next day, and keyed in the quote of Peter Drucker- “The best way to predict future is to create it”. The board meeting was called to review REPL’s business strategy in the wake of the changed business environment. Shravan was expected to present to the board a new strategy- whether to extend REPL’s techno-commercial consultancy services to the international market or diversify domestically. Headquartered at Ahmedabad, REPL- the techno-commercial oil and gas consulting company had been contemplating a strategy change for quite a while. It had been inconclusively weighing the options available to it- whether to partner with the established consulting giants in India; or venture into the CGD business itself; add new domains to its existing consulting spectrum, or grab the consulting opportunity in Nigeria. But, the nearing deadline for responding to the Nigerian proposal, made immediate decision on REPL’s future strategy a necessity.

DOI 10.11648/j.ss.20211003.11
Published in Social Sciences (Volume 10, Issue 3, June 2021)
Page(s) 74-83
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Energy Sector, Case Study Research, Diversification Strategy, Modes of Foreign Entry

References
[1] Ghandat, Sandesh, City Gas Distribution Market in India – A Comparative Study on Feasibility of Natural Gas in Ratnagiri, North Goa and Dhar District (October 28, 2015).
[2] N. Markovska, V. T.-J. (2009, June). SWOT analyses of the national energy sector for sustainable energy development. Energy.
[3] W. CHAN KIM, P. H. (1989). Global diversification strategy and corporate profit performance (Vol. 10). Strategic Management Journal.
[4] Christensen, H. K., & Montgomery, C. A. (1981). Corporate Economic Performance: Diversification Strategy vs Market Structure (Vol. 2). Strategic Management journal.
[5] Jusuf Zekiri, B. A. (2011). Factors that Influence Entry Mode Choice in Foreign Markets (Vol. 22). European Journal of Social Sciences.
[6] Osland, G. E. (2001). Selecting International Modes of Entry and Expansion. Digital Commons Butler University.
[7] Zafar U. Ahmeda, O. M. (2002). International risk perceptions and mode of entry: a case study of Malaysian multinational firms. Journal of Business Research, 805–813.
[8] Robert E Hoskisson, M. A., & Moesal, D. D. (1993, March). Construct Validity of an objective (Entropy) Categorical Measure of Diversification Strtegy. Strategic Management Journal, 14(3), 215-235.%% %%%Anders Pehrsson, Strategy antecedents of modes of entry into foreign markets, Journal of Business Research 61 (2008) 132–140.
[9] Ekeledo, I. and Sivakumar, K. (2004), “International market entry mode strategies of manufacturing firms and service firms: a resource based perspective”, International Marketing Review, Vol. 21 No. 1, pp. 68-101.
[10] Francioni, F. M. (2014). International strategy for SMEs: criteria for foreign markets and Entry Modes Selection. Journal of Small Business and Enterprise Development, 21, 301-318.
[11] Agarwal, S., Ramaswami, S. N., 1992. Choice of foreign market entry mode: impact of ownership, location and internalization factors. Journal of International Business Studies 23 (1), 1–27.
[12] Anderson, E. and Gatignon, H. (1986), “Modes of foreign entry: a transaction cost analysis and propositions”, Journal of International Business Studies, Vol. 17 No. 3, pp. 1-26.
[13] Rumelt, R. (1982), “Diversification strategy and profitability”, Strategic Management Journal, Vol. 3, pp. 359-69.
[14] Erramill, M. K. (1991). The Experience Factor in Foreign Market Entry Behavior of Service Firms: Journal of International Business Studies.
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    Alka Singh Bhatt. (2021). A Case Study Research on Retro Energy Private Limited. Social Sciences, 10(3), 74-83. https://doi.org/10.11648/j.ss.20211003.11

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  • @article{10.11648/j.ss.20211003.11,
      author = {Alka Singh Bhatt},
      title = {A Case Study Research on Retro Energy Private Limited},
      journal = {Social Sciences},
      volume = {10},
      number = {3},
      pages = {74-83},
      doi = {10.11648/j.ss.20211003.11},
      url = {https://doi.org/10.11648/j.ss.20211003.11},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ss.20211003.11},
      abstract = {It was mid-December 2011; the climate in India was as pleasant as it could be, but the business climate of Indian City Gas Distribution (CGD) sector was not. The recent changes in the Regulatory Policy had further fueled the growing unpredictability of the sector. The thought of the business and market implications of the policy changes made Shravan Ragunathan, Founder Director, Retro Energy Private Limited (REPL) fret, and sweat on otherwise a cold evening. He brought his attention back to the last slide of his presentation for the board meeting to be held the next day, and keyed in the quote of Peter Drucker- “The best way to predict future is to create it”. The board meeting was called to review REPL’s business strategy in the wake of the changed business environment. Shravan was expected to present to the board a new strategy- whether to extend REPL’s techno-commercial consultancy services to the international market or diversify domestically. Headquartered at Ahmedabad, REPL- the techno-commercial oil and gas consulting company had been contemplating a strategy change for quite a while. It had been inconclusively weighing the options available to it- whether to partner with the established consulting giants in India; or venture into the CGD business itself; add new domains to its existing consulting spectrum, or grab the consulting opportunity in Nigeria. But, the nearing deadline for responding to the Nigerian proposal, made immediate decision on REPL’s future strategy a necessity.},
     year = {2021}
    }
    

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    AU  - Alka Singh Bhatt
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    N1  - https://doi.org/10.11648/j.ss.20211003.11
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    AB  - It was mid-December 2011; the climate in India was as pleasant as it could be, but the business climate of Indian City Gas Distribution (CGD) sector was not. The recent changes in the Regulatory Policy had further fueled the growing unpredictability of the sector. The thought of the business and market implications of the policy changes made Shravan Ragunathan, Founder Director, Retro Energy Private Limited (REPL) fret, and sweat on otherwise a cold evening. He brought his attention back to the last slide of his presentation for the board meeting to be held the next day, and keyed in the quote of Peter Drucker- “The best way to predict future is to create it”. The board meeting was called to review REPL’s business strategy in the wake of the changed business environment. Shravan was expected to present to the board a new strategy- whether to extend REPL’s techno-commercial consultancy services to the international market or diversify domestically. Headquartered at Ahmedabad, REPL- the techno-commercial oil and gas consulting company had been contemplating a strategy change for quite a while. It had been inconclusively weighing the options available to it- whether to partner with the established consulting giants in India; or venture into the CGD business itself; add new domains to its existing consulting spectrum, or grab the consulting opportunity in Nigeria. But, the nearing deadline for responding to the Nigerian proposal, made immediate decision on REPL’s future strategy a necessity.
    VL  - 10
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Author Information
  • Amity Business School, Amity University, Lucknow Campus, Lucknow, India

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