Dhirubhai had his own unique plan of merger of various projects or diversification. Reliance Textiles was one example of it. He had merged it with Mynylon which was owned by ex-proprietors of Syndicate Bank (Pais). Only after this merger, he had come out with Reliance public issue.
In 1968 when he had launched Vimal brand he had forgot then or oversighted the production of polyester staple fibre in consideration of required quantity of Polyester. But he believed in correcting the mistakes without delay. In 1982 Reliance set up polyester Fibre Yarn factory at Patalganga in Maharashtra as a corrective step. In 1986 it started production. And this time having learnt the lessons, Dhirubhai did not forget to set up an allied unit for the production of P.T.A. (Purified Tereptholic Acid) which was required for P.F.Y. manufacture. Later, another unit was added to it in 1988 for the production of Paroxylene. Before that he set up a facotry in 1987 for the production of L.A.B. (Lenear Alkil Benzene) which was required by his detergent production units.
By producing the input materials, ingredients and accessories he wanted to become a self-sufficient industrial complex house. He did not want his main product to be dependent on others for the supply of input materials. Generally it is seen that even big industrialists ignore this factor and keep buying input materials from outside which makes the end product costly. Dhirubhai realised this fact and did not continue with the mistake. Thus, he was able to keep his end products avaibale at competitive rates in the market and outsold others. There was always the possibility of rivals playing tricks and disrupting the supplies of inputs and ingredients. That is one reason why Vimal Fabrics beat others in the market and sales race. Dhirubhai understood the technical fine points related to his products, production costs, overhead and economics of pricing of the end products.
So, in a business sense we can say that Dhirubhai was a master of versatile talents. The financial management was only one of them. He was familiar with all the stages of the production lines his products passed through. From economics to technicalities nothing escaped from his sharp scrutiny. He understood the basic principles involved in the production and the marketing. To every project he gave enough thought and due consideration from every angle before giving his go ahead. He had a team of specialists and he did give due weight to their advice and opinion. But the final decision was always his and he dared to take all the responsibilities of the consequences upon himself.
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