Determination of Sustainable Business Strategies during Recession: An Indian Perspective.


pritpal singh , Dipayan Roy ,

Download Full PDF Pages: 39-46 | Views: 350 | Downloads: 105 | DOI: 10.5281/zenodo.3463814

Volume 5 - January 2016 (01)


In the pursuit of global growth to enhance profitability, and a continual creation of interoperable synchronization of ambitious business strategies with sustainable business strategies, it is essential for the organisations to distinctively synergize the business in the VUCA (Volatile, Uncertain, Complex and Ambiguous) world. The financial recession of 2007-08, which started in US but encompassed most of the economies gradually has fostered the idea of formulating sustainable strategies which would safeguard the interests of the organization even during the times of economic meltdown. Although the recession has shook almost all the organizations, yet a handful of organizations were able to withstand the financial stress and have performed extremely well to witness growth and increased business even during those times of the financial turmoil. These business houses had efficiently cultivated global interfaces of the recession and brought in impactful alignments by deployment of pandemic ideas to reap benefits from the stress situation. For these business houses, recession was an opportunity to increase market share, acquire cheap assets, improve profitability and scrutinize the operations. In this research paper, we analyze the strategies adopted by four Indian companies- JSW steel, GCPL, HDFC and Future Group from 2008 to 2011 that helped them in reap benefits during the on the basis of comparative case based methodology. Analysis has been done on the basis of merger and acquisition strategies, investment strategies, market capturing strategies and operational strategies adopted by these firms during the research period. Indovation and diversification of business has emerged as a new tool for survival during economic slowdown. Suggestions have been made to the corporate world about focusing on those sustainable business strategies that make their fundamentals strong and help them in surviving even in economic slowdown on the basis of the findings of the analysis.


Sustainable Strategies, Economic Recession, Profitability, Indovation, Mergers & Acquisition 


  1. Anex, RP& Focht, W. (2002) Public participation in life cycle assessment and risk assessment: a shared need. Risk Analysis 22(5): pp. 861–877
  2. Backstrand, K. (2003) Civic science for sustainability: reframing the role of experts, policy-makers and citizens in environmental governance. Global Environmental Politics 3(4): pp. 24–41
  3. Beierle, T & Cayford, J. (2002) Democracy in Practice: Public Participation in Environmental Decisions. Resources for the Future: Washington, DC
  4. Fiksel, J.(2003) Designing resilient, sustainable systems. Environ-mental Science and Technology 37(23): pp. 5330–5339
  5. Fiksel, J. (2006) Sustainability and resilience: toward a systems approach. Sustainability: Science, Practice, and Policy 2(2): pp. 14–21
  6. Kasemir, B, Jäger J, Jaeger CC & Gardner MT (2003) Public Participation in Sustainability Science: a Handbook. Cambridge University Press: Cambridge.
  7. Konnolla, T & Unruh G (2008) Really changing the course: The limitations of environmental management systems for innovation. Business Strategy and the Environment 16: pp. 525–537
  8. Seager T. (2008) The sustainability spectrum and the sciences of sustainability. Business Strategy and the Environment 17: pp. 444–453
  9. Starr, R., Newfrock, J., & Delurey, M. (2003) Enterprise managing risk in the networked economy. Strategy & business 30(1): pp. 1–150
  10. Wheeler D, Colbert, B & Freeman, RE. (2003) Focusing on value: reconciling corporate social responsibility, sustainability and a stakeholder approach in a network world. Journal of General Management 28(3): pp. 1–27
  11. WCED, World Commission on Environment and Development (1987) Our Common Future, Oxford, England: Oxford University Press

Cite this Article: