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[Translation from English to Native Japanese ] How Dabur turned around Balsara Meenakshi Radhakrishnan-Swami | September 06...
Original Texts
How Dabur turned around Balsara
Meenakshi Radhakrishnan-Swami | September 06, 2005 14:36 IST
Three hundred people leaving an organisation can never be good news. Not even when the departures happen in the wake of a buy-out.
So it's understandable when P D Narang rates those exits as the most painful part of Dabur India's acquisition of the Balsara group's hygiene and home products business earlier this year.
"You worry about the skills and experience they're taking away, but you aren't sure you can retain them in a new, integrated structure," says the Dabur India group director.
However difficult the exodus was, there's no denying that it gave Dabur the edge it needed. Barely six months after it announced the takeover of the three loss-making companies in January, Dabur made another announcement: the new subsidiaries were now making profits, ahead even of the schedule Dabur had chalked out for their recovery.
Meenakshi Radhakrishnan-Swami | September 06, 2005 14:36 IST
Three hundred people leaving an organisation can never be good news. Not even when the departures happen in the wake of a buy-out.
So it's understandable when P D Narang rates those exits as the most painful part of Dabur India's acquisition of the Balsara group's hygiene and home products business earlier this year.
"You worry about the skills and experience they're taking away, but you aren't sure you can retain them in a new, integrated structure," says the Dabur India group director.
However difficult the exodus was, there's no denying that it gave Dabur the edge it needed. Barely six months after it announced the takeover of the three loss-making companies in January, Dabur made another announcement: the new subsidiaries were now making profits, ahead even of the schedule Dabur had chalked out for their recovery.
Dabur はどのようにBalsaraへの舵取りを行ったか
Meenakshi Radhakrishnan-Swami | September 06, 2005 14:36 IST
３００人もの人々が組織を離れると聞けば、それが良いニュースでないことは確かです。この人の流出は企業買収の結果起こったのではありません。
今年はじめ、Dabur IndiaがBalsaraグループの衛生、家庭用品部門のビジネスを獲得入手した際に、P D Narang が人材の退去がもっとも痛みを感じる部分であると評価したことは十分理解のできることです。
技術や経験が持ち去られてしまうことを心配しますが、新しく統合した枠組みのなかで彼らを保持できるかは定かではないです」とDabur India グループのディレクターは語っています。
Meenakshi Radhakrishnan-Swami | September 06, 2005 14:36 IST
３００人もの人々が組織を離れると聞けば、それが良いニュースでないことは確かです。この人の流出は企業買収の結果起こったのではありません。
今年はじめ、Dabur IndiaがBalsaraグループの衛生、家庭用品部門のビジネスを獲得入手した際に、P D Narang が人材の退去がもっとも痛みを感じる部分であると評価したことは十分理解のできることです。
技術や経験が持ち去られてしまうことを心配しますが、新しく統合した枠組みのなかで彼らを保持できるかは定かではないです」とDabur India グループのディレクターは語っています。
この人材の大量流出がつらいことであっても、それがDabur にとって必要であったことは否定できません。１月に採算のとれない３社を買い上げると発表し、その後６ヶ月経つか経たないかの間に、新子会社は今となっては利益をあげており、再生へのめどをつけたスケジュールの先をいく勢いで成長しているという新たな発表をしています。
Result of Translation in Conyac
- Number of Characters of Requests:
- 919letters
- Translation Language
- English → Japanese
- Translation Fee
- $20.685
- Translation Time
- about 12 hours
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