History is the study of change and development in society over time. The study of history allows us to understand how past human actions affected the present and how it will influence our future. It allows us to evaluate these effects. So, history is about learning how to think about the past, which affects the present, in a disciplined way. History is a process of enquiry: it is about asking questions of the past. What happened? When did it happen? Why did it happen then? What were the short-term and long-term results? Who was responsible? It allows us to think critically.

Rise of Business History in India: In early 1960s, business education laid its foundation in India at Indian Institute of Management, Ahmedabad in 1961. IIMA had initial collaboration with Harvard Business School. This collaboration greatly influenced the institute’s approach to education and the institute followed Harvard tradition of the case study approach that required management students to probe into past business dealings to understand the evolution of business operations and strategies. This initiated a new course called Business History. This course was introduced in the post-graduate curriculum under the able guidance of Dr. Dwijendra Tripathi. The inclusion of business history in the postgraduate course at IIM-A in a way provided the necessary impetus to study the character of Indian business historically. There are very few scholars who can legitimately say that they founded the discipline and Dr. Dwijendra Tripathi is certainly one of them. He played a pioneering role in establishing Business history as a distinct area of research in India.

History is a reality of past, which is not always pretty or as simple. Many people are proud of their heritage and have a sense that their nation has a lot to be proud of. Without studying history one would not be aware of situations how the national characteristic of a country is evolved, Britain, for example, was the home of the Industrial Revolution, which completely changed the way the world made things. It has been home to great explorers, scientist and writers, and it has nurtured and protected democracy. But on many occasions it has played a role in events, such as the Slave Trade, and the burning of witches, which are shameful and led to huge amounts of suffering. All countries in world have a mixed bag of events in their history which gives people a reason to be both proud and ashamed. Only through studying history we can have a view of a nation building. And, business plays a pivotal role in nation building and its character.

In India, I am sure we would like to know how the business families such as Birla, Tata, Ambani, Premji, Munjal, Agarwal, Godrej, Murugappa or Dabur establish their business and how they grew. Did the first generation’s vision still continue, what ethical values do these business houses follow, the corporate governance style of the firms, their successes and failures in making strategies, all of this contributes to understanding business management. Archives of the businesses firms must be accessible to public. The tangible and intangible benefit of goodwill and legacy is important for the new generation of managers, thinkers and entrepreneurs.

Business history as a stream of education will flourish when corporates and business families set up archives accessible for research. We need genuine scientific research on this topic for understanding India’s transformation in business.  Today, we face paucity of documentary sources, particularly those pertaining to the colonial period and to the operations of small and medium level traders who flourished during that period. We also face paucity in gathering information because companies are reluctant to share records of their history. And, the information available in the public domain, from sources such as the company law board or the registrar of companies, is both inadequate and incomplete. Institutional support lacks completely for the study of business history in India. But, the biggest problem in this area is that Indian Universities have ignored the importance of the subject completely.

In other countries research on business history covers decades or centuries rather than years. At IIM Ahmedabad, through the work of Dwijendra Tripathi, it has mixed formal teaching methods with unconventional ones that include adapted card games, hands-on exercises with world maps, social media interactions and Skype sessions with leading historians around the world. We need more and more business schools to take keen interest in the subject.

Some leading business houses and corporations such as the Tatas, Aditya Birla Group, Godrej, State Bank of India and Bank of India, to name a few,  have set up archives of preserve materials of historical significance and make them available to all those interested. Some of these archives are even being digitized and made available in electronic form. Also, books have been published recently that seek to document the evolution of institutions that are linked to Indian business such as the Indian Institutes of Management at Ahmedabad and Kolkata

Business houses need to systematically document their history for constructing historical narratives by documenting memories of generations of workers, managers and owners. There are thousands of firms in India that have a history of over 50 years and yet, the number of professional corporate archives is in single-digits. Among these are Godrej Archives (Mumbai), TATA (Pune and Jamshedpur), and State Bank of India, Dr. Reddy’s, and Cipla, to name some. History is virtually absent in teaching and research programs in Indian business schools, and students are unaware about the origins of firms, industries and economies before 1991, 1947 is far beyond reach.

We get glimpse into business house through few series of biographies or autobiographies that only state and celebrate the achievements of a few individuals. While these books do not engage with the wider political and societal context in which changes took place. The Political, Economic, Social, Technological, Legal and Environmental analysis of how businesses grew or perished is so important for the growth of business environment in our country. Does business history matter? For whom does it matter? And if it does, how should it be promoted?

What appears to be common knowledge about the past of our businesses, in sense, many aspects of Indian business history remain unknown due to lack of research. Business history of firms can be a source of pride and learning for employees and the public. Godrej Archives in Mumbai has a wonderful collection of documents and artefacts that go back to 1897. It showcases this collection to the Godrej workforce and the outside world through exhibits, social media and newsletters, and the collection is accessible to researchers. Oral histories of employees are captured as an ongoing project since every person’s memory holds valuable information on the organization. In addition to preserving history, such efforts can make employees feel valued and instill cohesion within the firm.

In fact multinationals can do a great job on this topic. Their experience in multiple nations can help in enhancing the development of future managers and entrepreneurs. Students can challenge routine assumptions with perspectives that are enriched by historical evidence. For instance, the involvement of several Indian merchants with the East India Company in the 18th century or their Bombay Plan of 1944 was a document written by leading industrialists arguing for State intervention in the economy. One historical narrative is that India was already a highly “developed” and advanced civilization for 4000+ years when the British stepped on its shores.  In the early 1860s all of the company’s Indian possessions were appropriated by the Crown. It is entirely because of the British that India lost its rich business culture.

A group of closely related products constitutes a Product Line. Managing supple product lines involves more than just complementing resources for existing products.  Product managers must help maintain a full pipeline of new products and product enhancements. For Product managers managing various product lines and the overall product mix of the company requires resourcefulness and watchful market intelligence. Product management raises complex issues and to solve those issues the product managers need to juggle the product portfolio wisely.

Hindustan Unilever (HUL) the leader of consumer care products juggles its detergent product line. To elude competition for its premium brand ‘Surf’ from brands like Ghari, Sasa, Point etc HUL has down stretched its detergent line downwards with low priced detergents such as Wheel.  For many companies, this part of the process is driven internally, while focusing purely on allocating resources, concentrating on ROI, and risk/return.  Juggling with product mix needs constant thinking, re-thinking and a lot of market information. Companies need to strategies their product offerings while internally shifting their efforts on product positioning.

One of the many reasons Google consistently brings novel, world-changing products to market is because of their collaborative efforts in Product Management. They are constantly focusing on the future and their team works closely with creative and industrious technicians and engineers to design and develop technologies that improve access to the enormous world information. Google takes the responsibility of guiding its customers right from educating them. Google believes that innovation comes from anywhere; it can come from the top down as well as bottom up, and in the places you least expect. The focus is always on the user.  To give another example of how Google keeps inventing – its engineers came up with the idea of driverless cars after seeing that millions of traffic deaths come from human error. Google already had all the building blocks in place to build a self-driving car – Google Maps, Google Earth, and Street View cars. Working with an artificial intelligence team at Stanford University, Google engineers have produced experimental cars that now have travelled to Lake Tahoe and back to the Bay Area and have given the blind more independence by driving them to shop and carry out errands.

Appraisal of each product line is non-stop process in progressive organizations.  These organizations are high on market intelligence. A constant monitoring of the product line helps organizations   in line stretching, line pruning, line filling, brand/line extensions, brand rejuvenations, brand re-launches, portfolio restructuring, product quality up-gradation, packaging innovation etc.

All said and done, when managing ideas for building an expandable portfolio project and products, it’s difficult to know which opportunities show true promise and which don’t. That’s why it’s imperative that product portfolio management be integral with the tools that product development teams use to collaboratively create products and execute the project plan.

One of the major challenges Indian pharma companies are facing today is of handling diverse product lines; the reason why they are unable to handle flexibility  in diverse product lines is that their profit margins do not reflect the constantly increasing investment in drug development. Frost & Sullivan the famous market research company reports that the low returns on investment coupled with various regulatory issues account for the declining focus on research and innovation in the pharmaceutical industry in India.

Since product line involves a collection of related products, sometimes, it may so happen that a particular product line adversely affect the sales of a product in the line, instead of being complimentary to it. HUL controls about 60 per cent of the soaps in the Indian market with brands including Lifebuoy, Lux, Rexona, Breeze, Jai, Moti, Hamam, Liril, Breeze, Dove, and Pears. These brands compete with one another on the shelves creating brand cannibalization. Many of these take thrashing from their sibling brands.

Line filling

In today’s markets, various products ranged from tires to clothes are becoming increasingly value centered. More and more buyers are turning from status and luxury to lower-cost brands that deliver satisfactory quality and features. To fight this trend or to take advantage of it, firms are offering minor versions of their traditional brand-product package. Firms like HUL, P&G, Dabur, and Godrej everybody is forced to offer differently priced products – so their product lines are filled with products that suits peach pocket in each segment.

Cannibalization starts as soon as the consumer exhibits brand switching behavior or even before that. It starts manifesting itself when the manufacturer asks the retailer to stock the new product. The new product launch gets a priority and is at times stocked even at the expense of other brands. But, companies need to take balanced view on cannibalization while line filling.

Firms like Videocon have done line filling fruitfully to plug certain gaps in a range. The intention of the firm was to be seen as ‘full line’ company and customers find a full basket of the products under one roof. In its product line of room air conditioners Videocon initially had just two or three models. But within two year of entry, Videocon introduced a dozen of models. The offers included three models in split ACs, two models in window ACs with rotary compressor and six models in split ACs with reciprocity compressor. By doing this Videocon rapidly improved its market standing and rose from the position of new entrant to a company offering relatively full line products.

Line pruning

Global marketer P&G feels it is better to get rid of complexities and maintain simpler lines. The company firmly believes that whenever it can apply an existing product formula, or package to a new market, it can save a lot of resources and can also move faster. It is famous that this company in 1990s slashed the number of items to almost half: fewer shapes, fewer sizes and package formulae. P&G had thirty one versions of Head & Shoulder shampoo and fifty two versions of Crest tooth paste. The Head & Shoulder brand was pruned to less than half, to 15 variants. It went ahead and pruned its famous Crest toothpaste brand also substantially.

 In Japan, P&G cut the number of Max Factor brand of mascara and foundation items from 1,385 was slashed to 828; the cut took place within just one year, but the sales went up by 6%. P&G also withdrew brands from the market in which it could not be leaders.  In the product line of soaps and cleaning materials, it withdrew 11 brands, like Lest Household cleaner and Lava soap. P&G’s pruning exercise is an excellent example of harmonizing the product lines.

 Stretching down the line

I want explain this conceptby giving a brilliant example of TTK Group. Sometimes,when a company initially takes its position in the high price-slot segment stretches its product line downwards by offering lower-priced products in the same line for lower markets.  For the TTK group, pressure cookers are one of its major product lines their brand ‘Prestige’ is one of the leading pressure cookers in the market. Prestige enjoyed 26% market share in the 1990s. Its major competitor being Hawkins, TTK decided to expand the reach of Prestige to the lower end markets also. The company launched Prestige Popular. It was designed as an economy model and offered to the price sensitive segment. Through this down stretching Prestige increased its market share sizably.

 One more example of stretching down the line is of Parker pens. It was operating in the high price slot of the pen market for several decades. To reach the mass market Parker pens decided to down stretch its line by offering low priced models of pens which the masses could afford. This strategy worked wonders for the pen company it has now become a house-hold name.

 Stretching up the line

This happenswhen acompany is initially positioned in the lower-end of markets and decides to pull its product line by offering high-priced products for top slots. This is called stretching up. The firm moves up its original posture and makes higher priced offers from its basket. Earlier, Philips was synonymous with low-priced two-in-ones, with its wide offers in the Rs.1, 000-2,000 price range. The company soon found that to become worthwhile player in the market it had to stretch up its line for the richer customers. Philips stretched up the line by bringing its powerhouserange in 1991 which ranged between Rs.6,000 – Rs.9,000. In 1993, Philips also climbed the ladder by offering power play range to cater to the top and middle ends of the market. The Power Play priced from Rs.15,000 – Rs.25,000 Philips doubled its profits by stretching up the line and became a household name for the higher end markets too.     

Companies should rationally position and re-position product conflicts within the product line. The marketing strategy of a firm
can place products in a product line in such a way that the products can co-exist, grow, complimenting the streak. A company can add new brands, prune some brands, and rejuvenate some brands by stretching the product line upwards or downwards. A marketing savvy organization can come up with new parallel lines.   The results of efficient product lines depend on formulating elastic lines depending on internal and external environment conditions. The parameters of the product line such as the length, width and depth speaks a lot about the firm’s business policy. Just a piece of advice that the leaner the line the better it is to handle in crisis. To conclude, successful organizations are customer-sensitive and flexible to change.