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@article{170963,
        author = {Akansha Tandon and Dr. Himanshu Srivastava},
        title = {Reimagining Growth: The Strategic Demerger of Bank of Baroda},
        journal = {International Journal of Innovative Research in Technology},
        year = {2024},
        volume = {11},
        number = {7},
        pages = {2239-2245},
        issn = {2349-6002},
        url = {https://ijirt.org/article?manuscript=170963},
        abstract = {In the Indian banking sector, the demerger of Bank of Baroda (BOB) is a major corporate restructuring attempt that reflects the shifting financial market dynamics. Bank of Baroda, one of the biggest and most established public-sector banks in India, decided to demerge its non-core businesses for a number of operational and strategic reasons. The principal objective was to improve operational efficiency by simplifying every aspect of the bank's operations and the concentration on its core banking offerings, including corporate, retail, and international banking. This action also sought to increase profitability and better control the risks related to its non-core businesses, which included asset management, insurance, and non-banking financial services. Furthermore, there was increasing pressure on the bank to comply with changing regulatory standards, especially those pertaining to capital adequacy, non-performing assets (NPAs), and general operational transparency. In order to simplify its operations and free up funds for its main banking activities, Bank of Baroda decided to demerge several non-core businesses. This paper delves into the reasons behind the demerger, examining the strategic thinking and regulatory landscape that led to this decision. It also explores the detailed process of the demerger, from initial announcements to regulatory approvals, and analyzes its short-term and long-term impacts on the bank's financial health, market positioning, and stakeholder relationships. Furthermore, the paper discusses the broader implications of this move for the Indian banking industry, highlighting how other public-sector banks might adopt similar restructuring strategies in response to competitive and regulatory pressures.},
        keywords = {},
        month = {December},
        }