A native of Winnipeg, Manitoba, Canada, Ben Hatskin was born in 1918 to parents who had emigrated from Russia. A standout football player in high school, he became one of the first Canadian students to win an athletic scholarship to an American university. He played for the Sooners at the University of Oklahoma but returned to Winnipeg to play for the Blue Bombers before he graduated from college. During World War II he began raising racehorses and his wealth grew as the Hatskin family invested in everything from lumber companies to juke box distributorships.
In 1967 Hatskin attempted to win an NHL franchise during the league's expansion. His bid failed, which fueled his desire to participate in a new, rival league, the WHA, in 1972. Hatskin knew that the credibility of the WHA depended on getting established hockey stars to join its teams. He aggressively sought out the services of Bobby Hull for his team, the Winnipeg Jets, and eventually signed Hull to a contract estimated to be worth at least $1.75 million.
Although it was one of the more successful teams in the WHA, Hatskin had to ask for a public subsidy to keep the financially troubled Jets alive after 1974. The team was absorbed into the NHL in 1979 and was purchased by Barry Shenkarow. At the end of the 1995-96 season Shenkarow sold the team to a consortium of Minneapolis businessmen, who ended up moving the team to Phoenix, where it was renamed the Coyotes. A few years later, hockey legend Wayne Gretzky bought an interest in the team and started working as its general manager. In Winnipeg, Hatskin is still remembered as visionary who performed a near-miracle in bringing a major-league sports franchise to a medium-sized city on the Canadian prairie.
Bobby Hull - A Pivotal Era In Hockey
Read more: http://sports.jrank.org/pages/2174/Hull-Bobby-Related-Biography-Team-Owner-Ben-Hatskin.html#ixzz3VydN5HJn
Read more: http://sports.jrank.org/pages/2174/Hull-Bobby-Related-Biography-Team-Owner-Ben-Hatskin.html#ixzz3VydN5HJn
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
Wednesday, September 30, 2009
Executive Biographies for Samsung Electronics
How do individual Samsung Electronics executives contribute to the Samsung Electronics executive team? With Hoover's you get up-to-date information on Samsung Electronics executives, officers, and board members. Executive biographies usually include recent work history, salary, career progression, and a review of other company affiliations. Salary and bonus are provided for Samsung Electronics executives when available.
CALL NOW (866) 464-3156 or register below to learn how you can access all of Samsung Electronics's executive information.
MAYANK SRIVASTAVA
PGDM 1st sem
2009-11
CALL NOW (866) 464-3156 or register below to learn how you can access all of Samsung Electronics's executive information.
MAYANK SRIVASTAVA
PGDM 1st sem
2009-11
karl slym
General Motors on Monday announced the appointment of Mr Karl Slym, 45, as the new President and Managing Director, GM India, effective October 1. He replaces Mr Rajeev Chaba, 43, who has been appointed Chairman and Managing Director, GM Egypt, after spearheading GM’s growth in India for the past two years. Mr Slym has held the dual roles of GM Asia-Pacific Vice-President, Quality, and GM Daewoo Automotive and Technology Vice-President, Quality, based in South Korea since January 2006.
Slym, would be responsible for GM's India operations. He would take over charge from Rajeev Chaba, who has been handling it for two years.
Chaba has been appointed as the Chairman and Managing Director of GM Egypt.
India is one of GMs most significant growth markets and Rajeev has led the GM team at an important time in our history. We are delighted to have Karl bring his extensive experience to maintain that growth, GM Asia-Pacific Group Vice-President and President Nick Reilly said in a statement.
He said GM has made a commitment to expand model lineup, dealer footprint, research and development facilities, engineering capability and manufacturing capacity.
Slym has held the dual roles of GM Asia-Pacific Vice President (Quality) and GM Daewoo Automotive and Technology Vice President, Quality-based in South Korea since January 2006 and also worked in the United Kingdom, including Toyota UK, prior to joining General Motors in 1997.
Chaba assumed the role of President and Managing Director in June 2005, having been GM India's Chief Operating Office since September 2003.
He has also worked as the Marketing Director for GM Japan in 2002 and 2003 before returning to India as Chief Operating Officer, the statement said.
GAURAV JAIN
PGDM Isem
(2009-11)
Slym, would be responsible for GM's India operations. He would take over charge from Rajeev Chaba, who has been handling it for two years.
Chaba has been appointed as the Chairman and Managing Director of GM Egypt.
India is one of GMs most significant growth markets and Rajeev has led the GM team at an important time in our history. We are delighted to have Karl bring his extensive experience to maintain that growth, GM Asia-Pacific Group Vice-President and President Nick Reilly said in a statement.
He said GM has made a commitment to expand model lineup, dealer footprint, research and development facilities, engineering capability and manufacturing capacity.
Slym has held the dual roles of GM Asia-Pacific Vice President (Quality) and GM Daewoo Automotive and Technology Vice President, Quality-based in South Korea since January 2006 and also worked in the United Kingdom, including Toyota UK, prior to joining General Motors in 1997.
Chaba assumed the role of President and Managing Director in June 2005, having been GM India's Chief Operating Office since September 2003.
He has also worked as the Marketing Director for GM Japan in 2002 and 2003 before returning to India as Chief Operating Officer, the statement said.
GAURAV JAIN
PGDM Isem
(2009-11)
Lakshmi Mittal targeted by protesters
Riot police were called in to protect Britain's richest man, Lakshmi Mittal, after workers crowded outside the headquarters of his steel giant ArcelorMittal in a bid to disrupt its shareholder meeting.
Workers hurled stones and steel fencing at the Luxembourg headquarters to protest against temporary lay-offs and a halving of production.
Mittal, who is nursing a fall in his personal fortune this year from £27 billion to £11 billion, said the production cutbacks at the steel giant were a result of “market conditions”.
French luxury goods billionaire Francois-Henri Pinault has had to be protected by riot police twice in the past fortnight after attacks from workers protesting against his redundancy plans, while last month shareholders threw shoes and coins at Fortis directors at an EGM.
The ArcelorMittal protest did not affect the meeting or lunch, which continued unhindered on an upper floor.
PRAVESH YADAV
PGDM 1st sem
(2009-11)
Workers hurled stones and steel fencing at the Luxembourg headquarters to protest against temporary lay-offs and a halving of production.
Mittal, who is nursing a fall in his personal fortune this year from £27 billion to £11 billion, said the production cutbacks at the steel giant were a result of “market conditions”.
French luxury goods billionaire Francois-Henri Pinault has had to be protected by riot police twice in the past fortnight after attacks from workers protesting against his redundancy plans, while last month shareholders threw shoes and coins at Fortis directors at an EGM.
The ArcelorMittal protest did not affect the meeting or lunch, which continued unhindered on an upper floor.
PRAVESH YADAV
PGDM 1st sem
(2009-11)
Gautam Adani, Chairman of Adani Group
Indian Entrepreneur and Self Made Billionaire Gautam Adani, 46, is the Chairman of the Adani Group, one of the top diversified conglomerates of India. According to Forbes’ 2009 Gautam Adani has the net worth of $ 1.6 Billion.
Gautam Adani was born on the 24th of June, year 1962 in Ahmedabad. Adani a college dropout, was only in his teens when he came to Mumbai where he got the job of a diamond sorter. After some time, he started a diamond brokerage business.
In the early 80s he returned to Ahemedabad to enter the plastic business. After that Adani began to import PVC. (a raw material required for manufacturing of plastics). This is when he ventured into global trading. Economic liberalisation in India had a positive impact on his business. In the late 90s Gautam Adani diversified into infrastructure.
Today Adani Group has transformed into a multi billion dollar businees empire. Gautam Adani’s Business Interests include the following: Power, Infrastructure, Trading, Power, Energy Logistics, SEZs, and Oil and Gas Exploration. Gautam Adani is the man behind Mundra Port, the largest private sector port in India.
By
Junaid Raza Noori Khan
PGDM-B
3rd Sem
Gautam Adani was born on the 24th of June, year 1962 in Ahmedabad. Adani a college dropout, was only in his teens when he came to Mumbai where he got the job of a diamond sorter. After some time, he started a diamond brokerage business.
In the early 80s he returned to Ahemedabad to enter the plastic business. After that Adani began to import PVC. (a raw material required for manufacturing of plastics). This is when he ventured into global trading. Economic liberalisation in India had a positive impact on his business. In the late 90s Gautam Adani diversified into infrastructure.
Today Adani Group has transformed into a multi billion dollar businees empire. Gautam Adani’s Business Interests include the following: Power, Infrastructure, Trading, Power, Energy Logistics, SEZs, and Oil and Gas Exploration. Gautam Adani is the man behind Mundra Port, the largest private sector port in India.
By
Junaid Raza Noori Khan
PGDM-B
3rd Sem
Gautam Adani, Chairman of Adani Group
Indian Entrepreneur and Self Made Billionaire Gautam Adani, 46, is the Chairman of the Adani Group, one of the top diversified conglomerates of India. According to Forbes’ 2009 Gautam Adani has the net worth of $ 1.6 Billion.
Gautam Adani was born on the 24th of June, year 1962 in Ahmedabad. Adani a college dropout, was only in his teens when he came to Mumbai where he got the job of a diamond sorter. After some time, he started a diamond brokerage business.
In the early 80s he returned to Ahemedabad to enter the plastic business. After that Adani began to import PVC. (a raw material required for manufacturing of plastics). This is when he ventured into global trading. Economic liberalisation in India had a positive impact on his business. In the late 90s Gautam Adani diversified into infrastructure.
Today Adani Group has transformed into a multi billion dollar businees empire. Gautam Adani’s Business Interests include the following: Power, Infrastructure, Trading, Power, Energy Logistics, SEZs, and Oil and Gas Exploration. Gautam Adani is the man behind Mundra Port, the largest private sector port in India.
Gautam Adani was born on the 24th of June, year 1962 in Ahmedabad. Adani a college dropout, was only in his teens when he came to Mumbai where he got the job of a diamond sorter. After some time, he started a diamond brokerage business.
In the early 80s he returned to Ahemedabad to enter the plastic business. After that Adani began to import PVC. (a raw material required for manufacturing of plastics). This is when he ventured into global trading. Economic liberalisation in India had a positive impact on his business. In the late 90s Gautam Adani diversified into infrastructure.
Today Adani Group has transformed into a multi billion dollar businees empire. Gautam Adani’s Business Interests include the following: Power, Infrastructure, Trading, Power, Energy Logistics, SEZs, and Oil and Gas Exploration. Gautam Adani is the man behind Mundra Port, the largest private sector port in India.
Ajai Chowdhry, Founder - HCL, Chairman & CEO - HCL Infosystems
An engineer by training, Ajai Chowdhry is one of the six founder members of HCL, India's leading Technology and IT company. HCL, India's original IT garage start-up founded in 1976, is today a US$ 5 Billion Global Enterprise.
Ajai Chowdhry took over the reins of HCL Infosystems, the flagship company of the group, as President and CEO in 1994. He was appointed the Chairman of HCL Infosystems in November 1999. Under Ajai's stewardship, the company's turnover has grown to US$ 3.1 Bn (approx. Rs.15500 crores) from US$ 89 Million in 1994. Employing ~5100 people, it has emerged as the country's information-enabling powerhouse.
Ajai has been a key force in driving the growth of HCL Infosystems. The credit of setting up HCL's overseas operations, starting with Singapore in 1980 is Ajai's. During this tenure he extensively covered South Asian Markets including Malaysia, Thailand, Hong Kong, Indonesia, and the People's Republic of China, expanding business operations, which paved the way towards enhancing HCL's core competencies in bringing the best international technologies to the domestic market.
Driving the thrust on IT, Telecom and Imaging, Ajai perceives the role of his company as that of enabling information. Credited with providing momentum to key IT phenomena - within the company as well as in the industry - he has constantly added newer and cutting edge technology skills to the company's portfolio. Under his leadership, several new projects have been undertaken in the company that have had a lasting impact - getting into IT retailing, spearheading the company wide Quality movement; the very recent low cost PC initiative and IT for the masses are some examples. An absolute stickler for customer focus, he himself spends significant time personally listening to customers.
Ajai sensed an emerging opportunity early in the telecom and imaging domain and today HCL Infosystems is poised to exploit this opportunity to offer a richer bouquet of technology products to its customers.
It is recognition of stature and his visionary ability that Ajai was invited to be part of the IT Hardware Task Force set up by the Prime Minister of India, to give shape to the country's IT strategy. Ajai has tirelessly championed the cause of improving PC penetration in the country. He has worked closely with many Government bodies to take the 'IT for the masses' agenda forward and is on several government committees to take forward the course of IT and Hardware in India. Ajai has recently been invited to Chair the Confederation of Indian Industry's National Committee for IT, ITES & E-Commerce, where he is striving to up the deployment of IT in Indian SMEs to increase their productivity and to make them globally competitive.
Ajai has been awarded the title of the 'IT Man of the Year' by The Skoch Consultancy and 'Best IT Man of the Year' by The Foundation of Indian Industry and Economists. Recently, he has been awarded the 'Corporate Ratna - IT Industry of the Millennium' Award by Wisitek Foundation and 'Electronics Man of the Year - 2006' Award by EFY for his pivotal role in HCL's breakthrough innovations.
Ajai has a bachelor's degree in electronics and communication engineering, and attended the Executive Program at the School of Business Administration at the University of Michigan, US.
Ajai is an avid reader and is fond of Jazz and the fine arts. He and his wife Kunkun live in New Delhi.
By
Smriti Srivastava
PGDM-A
3rd Sem
Ajai Chowdhry took over the reins of HCL Infosystems, the flagship company of the group, as President and CEO in 1994. He was appointed the Chairman of HCL Infosystems in November 1999. Under Ajai's stewardship, the company's turnover has grown to US$ 3.1 Bn (approx. Rs.15500 crores) from US$ 89 Million in 1994. Employing ~5100 people, it has emerged as the country's information-enabling powerhouse.
Ajai has been a key force in driving the growth of HCL Infosystems. The credit of setting up HCL's overseas operations, starting with Singapore in 1980 is Ajai's. During this tenure he extensively covered South Asian Markets including Malaysia, Thailand, Hong Kong, Indonesia, and the People's Republic of China, expanding business operations, which paved the way towards enhancing HCL's core competencies in bringing the best international technologies to the domestic market.
Driving the thrust on IT, Telecom and Imaging, Ajai perceives the role of his company as that of enabling information. Credited with providing momentum to key IT phenomena - within the company as well as in the industry - he has constantly added newer and cutting edge technology skills to the company's portfolio. Under his leadership, several new projects have been undertaken in the company that have had a lasting impact - getting into IT retailing, spearheading the company wide Quality movement; the very recent low cost PC initiative and IT for the masses are some examples. An absolute stickler for customer focus, he himself spends significant time personally listening to customers.
Ajai sensed an emerging opportunity early in the telecom and imaging domain and today HCL Infosystems is poised to exploit this opportunity to offer a richer bouquet of technology products to its customers.
It is recognition of stature and his visionary ability that Ajai was invited to be part of the IT Hardware Task Force set up by the Prime Minister of India, to give shape to the country's IT strategy. Ajai has tirelessly championed the cause of improving PC penetration in the country. He has worked closely with many Government bodies to take the 'IT for the masses' agenda forward and is on several government committees to take forward the course of IT and Hardware in India. Ajai has recently been invited to Chair the Confederation of Indian Industry's National Committee for IT, ITES & E-Commerce, where he is striving to up the deployment of IT in Indian SMEs to increase their productivity and to make them globally competitive.
Ajai has been awarded the title of the 'IT Man of the Year' by The Skoch Consultancy and 'Best IT Man of the Year' by The Foundation of Indian Industry and Economists. Recently, he has been awarded the 'Corporate Ratna - IT Industry of the Millennium' Award by Wisitek Foundation and 'Electronics Man of the Year - 2006' Award by EFY for his pivotal role in HCL's breakthrough innovations.
Ajai has a bachelor's degree in electronics and communication engineering, and attended the Executive Program at the School of Business Administration at the University of Michigan, US.
Ajai is an avid reader and is fond of Jazz and the fine arts. He and his wife Kunkun live in New Delhi.
By
Smriti Srivastava
PGDM-A
3rd Sem
Tuesday, September 29, 2009
K.P. Singh Profile
Born: August 15, 1931
Achievement: Chairman of DLF Group; Recipient of the 'Delhi Ratna' Award for his valuable contribution to Delhi
K.P. Singh is the Chairman of DLF Group and can be christened as the real estate baron of India. DLF has a strong leadership presence in Indian real estate industry and the company is credited with developing the modern township of Gurgaon.
K.P. Singh (Kushal Pal Singh) was born on August 15, 1931 at Bulandshahar in Uttar Pradesh. After graduating in Science from Meerut College, he went to UK to study Aeronautical Engineering. While pursuing engineering in UK, K.P. Singh was selected to the prestigious Indian Army, by British Officers Services Selection Board, UK. He joined the Indian Military Academy at Dehradun and was later on commissioned into The Deccan Horse-a renowned cavalry regiment of The Indian Army.
In 1960, K.P. Singh joined American Universal Electric Company, a joint venture between Universal Electric Company of Owosso, Michigan and his family. Thereafter, K.P. Singh promoted another company, i.e. Willard India Limited in collaboration with ESB inc of Philadelphia for manufacturing automatic and industrial batteries in India and became its Managing Director.
In 1979, K.P. Singh joined DLF Universal Limited. When American Universal Company merged with DLF Universal Limited, K.P. Singh became the Managing Director of the new company. K.P. Singh had the vision to buy land in Gurgaon, which was then a barren village on the outskirts of Delhi. He had the foresight to saw the untapped potential of the place and today Gurgaon is one of the real-estate hotspots of the country. Presently, DLF has 100 million square feet under development in residential, commercial and retail projects all over the country.
Kushal Pal Singh also held a number of professional positions in India. He was the President of the ASSOCHAM (Associated Chamber of Commerce and Industry of India) and the PHD Chambers of Commerce & Industry. K.P. Singh is also the recipient of the 'Delhi Ratna' Award for his valuable contribution to Delhi
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
Born: August 15, 1931
Achievement: Chairman of DLF Group; Recipient of the 'Delhi Ratna' Award for his valuable contribution to Delhi
K.P. Singh is the Chairman of DLF Group and can be christened as the real estate baron of India. DLF has a strong leadership presence in Indian real estate industry and the company is credited with developing the modern township of Gurgaon.
K.P. Singh (Kushal Pal Singh) was born on August 15, 1931 at Bulandshahar in Uttar Pradesh. After graduating in Science from Meerut College, he went to UK to study Aeronautical Engineering. While pursuing engineering in UK, K.P. Singh was selected to the prestigious Indian Army, by British Officers Services Selection Board, UK. He joined the Indian Military Academy at Dehradun and was later on commissioned into The Deccan Horse-a renowned cavalry regiment of The Indian Army.
In 1960, K.P. Singh joined American Universal Electric Company, a joint venture between Universal Electric Company of Owosso, Michigan and his family. Thereafter, K.P. Singh promoted another company, i.e. Willard India Limited in collaboration with ESB inc of Philadelphia for manufacturing automatic and industrial batteries in India and became its Managing Director.
In 1979, K.P. Singh joined DLF Universal Limited. When American Universal Company merged with DLF Universal Limited, K.P. Singh became the Managing Director of the new company. K.P. Singh had the vision to buy land in Gurgaon, which was then a barren village on the outskirts of Delhi. He had the foresight to saw the untapped potential of the place and today Gurgaon is one of the real-estate hotspots of the country. Presently, DLF has 100 million square feet under development in residential, commercial and retail projects all over the country.
Kushal Pal Singh also held a number of professional positions in India. He was the President of the ASSOCHAM (Associated Chamber of Commerce and Industry of India) and the PHD Chambers of Commerce & Industry. K.P. Singh is also the recipient of the 'Delhi Ratna' Award for his valuable contribution to Delhi
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
Chairman Hero Group
Dr.Brijmohan Lall Munjal, patriarch of the US$ 3.19 billion Hero Group was born in 1923, in what is now Pakistan. After partition, the Munjal brothers started a small business of manufacturing bicycle components in Ludhiana in North India in the face of the bottlenecks of industrial infrastructure and investments. Dr Lall led a small time manufacturer of 60 cycles a day to become a manufacturing giant, which churns out not only over 17,000 cycles per day but is also diversified into various domains. Undoubtedly, Dr.Lall is a first generation business entrepreneur of the 1950s'.
Dr.Lall has enriched the Hero Group with his vision of sound business governance and value driven management practices. His foresight has made the Hero Group a leader in its business. Dr Brijmohan Lall is a role model for Indian Industry in corporate governance and ethical and value-driven management practices. His principle-based leadership has led the Group companies to receive the best industrial governance and safety awards and acquire stringent value certifications.
Dr.Lall was amongst the first Indian industrialists to effectively implement backward integration and he is acknowledged as the trend setter in the area. Apart from the promotion of the Indian industry, he is the actively involved in many national associations such as CII, SIAM, ASSOCHAM and PHD and is a member of the Regional Board of the Reserve Bank of India. He is Honorary Fellow of the Indian Institute of Industrial Engineering.
Dr.Lall has received various accolades and awards for his immense contribution to the Indian industry. He was adjudged Businessman of the Year in 1994 by a leading business magazine - Business India.
In 1995, Dr.Lall received the National Award for outstanding contribution to the Development of Indian Small Scale Industry. (NSIC award - presented by the President of India)
In 1999, the Business Baron recognized him as the "Most Admired CEO."
The PHD Chamber of Commerce and Industry presented him with the Distinguished Entrepreneurship Award in 1997, in recognition of his outstanding exemplary entrepreneurship.
Xavier Labour Relations Institute (XLRI), a premier institution has conferred on him the honor of Sir Jehangir Ghandy Medal for Industrial Peace in 2000.
Ernst and Young has recognized him as the "Entrepreneur of the year 2001."
All India Management Association conferred him with the Lifetime Achievement award for "Managment"(2003)
Banaras Hindu University, Varanasi one of the most prestigious Universities of India conferred him with a Doctrate; degree of " Doctors of letters" Honoris Causa in October 2004
The Government Of India honoured him with the prestigious " Padma Bhushan"in March 2005 for his contribution to Trade and Industry
By
Galib
PGDM-B
3 Sem
Dr.Lall has enriched the Hero Group with his vision of sound business governance and value driven management practices. His foresight has made the Hero Group a leader in its business. Dr Brijmohan Lall is a role model for Indian Industry in corporate governance and ethical and value-driven management practices. His principle-based leadership has led the Group companies to receive the best industrial governance and safety awards and acquire stringent value certifications.
Dr.Lall was amongst the first Indian industrialists to effectively implement backward integration and he is acknowledged as the trend setter in the area. Apart from the promotion of the Indian industry, he is the actively involved in many national associations such as CII, SIAM, ASSOCHAM and PHD and is a member of the Regional Board of the Reserve Bank of India. He is Honorary Fellow of the Indian Institute of Industrial Engineering.
Dr.Lall has received various accolades and awards for his immense contribution to the Indian industry. He was adjudged Businessman of the Year in 1994 by a leading business magazine - Business India.
In 1995, Dr.Lall received the National Award for outstanding contribution to the Development of Indian Small Scale Industry. (NSIC award - presented by the President of India)
In 1999, the Business Baron recognized him as the "Most Admired CEO."
The PHD Chamber of Commerce and Industry presented him with the Distinguished Entrepreneurship Award in 1997, in recognition of his outstanding exemplary entrepreneurship.
Xavier Labour Relations Institute (XLRI), a premier institution has conferred on him the honor of Sir Jehangir Ghandy Medal for Industrial Peace in 2000.
Ernst and Young has recognized him as the "Entrepreneur of the year 2001."
All India Management Association conferred him with the Lifetime Achievement award for "Managment"(2003)
Banaras Hindu University, Varanasi one of the most prestigious Universities of India conferred him with a Doctrate; degree of " Doctors of letters" Honoris Causa in October 2004
The Government Of India honoured him with the prestigious " Padma Bhushan"in March 2005 for his contribution to Trade and Industry
By
Galib
PGDM-B
3 Sem
Chairman Hero Group
Dr.Brijmohan Lall Munjal, patriarch of the US$ 3.19 billion Hero Group was born in 1923, in what is now Pakistan. After partition, the Munjal brothers started a small business of manufacturing bicycle components in Ludhiana in North India in the face of the bottlenecks of industrial infrastructure and investments. Dr Lall led a small time manufacturer of 60 cycles a day to become a manufacturing giant, which churns out not only over 17,000 cycles per day but is also diversified into various domains. Undoubtedly, Dr.Lall is a first generation business entrepreneur of the 1950s'.
Dr.Lall has enriched the Hero Group with his vision of sound business governance and value driven management practices. His foresight has made the Hero Group a leader in its business. Dr Brijmohan Lall is a role model for Indian Industry in corporate governance and ethical and value-driven management practices. His principle-based leadership has led the Group companies to receive the best industrial governance and safety awards and acquire stringent value certifications.
Dr.Lall was amongst the first Indian industrialists to effectively implement backward integration and he is acknowledged as the trend setter in the area. Apart from the promotion of the Indian industry, he is the actively involved in many national associations such as CII, SIAM, ASSOCHAM and PHD and is a member of the Regional Board of the Reserve Bank of India. He is Honorary Fellow of the Indian Institute of Industrial Engineering.
Dr.Lall has received various accolades and awards for his immense contribution to the Indian industry. He was adjudged Businessman of the Year in 1994 by a leading business magazine - Business India.
In 1995, Dr.Lall received the National Award for outstanding contribution to the Development of Indian Small Scale Industry. (NSIC award - presented by the President of India)
In 1999, the Business Baron recognized him as the "Most Admired CEO."
The PHD Chamber of Commerce and Industry presented him with the Distinguished Entrepreneurship Award in 1997, in recognition of his outstanding exemplary entrepreneurship.
Xavier Labour Relations Institute (XLRI), a premier institution has conferred on him the honor of Sir Jehangir Ghandy Medal for Industrial Peace in 2000.
Ernst and Young has recognized him as the "Entrepreneur of the year 2001."
All India Management Association conferred him with the Lifetime Achievement award for "Managment"(2003)
Banaras Hindu University, Varanasi one of the most prestigious Universities of India conferred him with a Doctrate; degree of " Doctors of letters" Honoris Causa in October 2004
The Government Of India honoured him with the prestigious " Padma Bhushan"in March 2005 for his contribution to Trade and Industry
By
Galib
PGDM-B
3 Sem
Dr.Lall has enriched the Hero Group with his vision of sound business governance and value driven management practices. His foresight has made the Hero Group a leader in its business. Dr Brijmohan Lall is a role model for Indian Industry in corporate governance and ethical and value-driven management practices. His principle-based leadership has led the Group companies to receive the best industrial governance and safety awards and acquire stringent value certifications.
Dr.Lall was amongst the first Indian industrialists to effectively implement backward integration and he is acknowledged as the trend setter in the area. Apart from the promotion of the Indian industry, he is the actively involved in many national associations such as CII, SIAM, ASSOCHAM and PHD and is a member of the Regional Board of the Reserve Bank of India. He is Honorary Fellow of the Indian Institute of Industrial Engineering.
Dr.Lall has received various accolades and awards for his immense contribution to the Indian industry. He was adjudged Businessman of the Year in 1994 by a leading business magazine - Business India.
In 1995, Dr.Lall received the National Award for outstanding contribution to the Development of Indian Small Scale Industry. (NSIC award - presented by the President of India)
In 1999, the Business Baron recognized him as the "Most Admired CEO."
The PHD Chamber of Commerce and Industry presented him with the Distinguished Entrepreneurship Award in 1997, in recognition of his outstanding exemplary entrepreneurship.
Xavier Labour Relations Institute (XLRI), a premier institution has conferred on him the honor of Sir Jehangir Ghandy Medal for Industrial Peace in 2000.
Ernst and Young has recognized him as the "Entrepreneur of the year 2001."
All India Management Association conferred him with the Lifetime Achievement award for "Managment"(2003)
Banaras Hindu University, Varanasi one of the most prestigious Universities of India conferred him with a Doctrate; degree of " Doctors of letters" Honoris Causa in October 2004
The Government Of India honoured him with the prestigious " Padma Bhushan"in March 2005 for his contribution to Trade and Industry
By
Galib
PGDM-B
3 Sem
Kumar Mangalam Birla,Chairman of the Aditya Birla Group
Born: June 14, 1967Achievement: Chairman of the Aditya Birla Group; Vhosen as Ernst & Young Entrepreneur of the Year - India in 2005
Kumar Mangalam Birla is the Chairman of the Aditya Birla Group. The group is India's third largest business house. Major companies of Aditya Birla Group in India are Grasim, Hindalco, UltraTech Cement, Aditya Birla Nuvo and Idea Cellular. Aditya Birla Group's joint ventures include Birla Sun Life (Financial Services) and Birla NGK (Insulators). The group also has its presence in various countries such as Thailand, Indonesia, Malaysia, Philippines, Egypt, Canada, China and Australia.
Born on June 14, 1967, Kumar Mangalam Birla spent the early of his life in Calcutta and Mumbai. He is a Chartered Accountant and did his MBA (Masters in Business Administration) from the London Business School, London. Kumar Mangalam Birla took over as Chairman in 1995, at the age of 28, after sudden demise of his father, noted industrialist Aditya Birla, after whom the group is named.
When Kumar Mangalam Birla assumed the mantle at the Aditya Birla Group, Doubts were raised about his ability to handle a giant business house with interests spanning viscose, textiles and garments on the one hand and cement, aluminium and fertilisers on the other. But Kumar Mangalam proved his skeptics wrong. He brought in radical changes, changed business strategies, professionalised the entire group and replaced internal systems. Kumar Mangalam reduced his group's dependence on the cyclic commodities sectors by entering consumer products.
Under Kumar Mangalam Birla's leadership, the Aditya Birla Group, apart from consolidating its position in existing businesses, also ventured into sunrise sectors like cellular telephony, asset management, software and BPO.
Kumar Mangalam Birla also holds several key positions on various regulatory and professional boards, including chairmanship of the advisory committee constituted by the ministry of company affairs for 2006 and 2007, membership of the prime minister of India's advisory council on trade and industry, chairmanship of the board of trade reconstituted by the union minister of commerce and industry, and membership of the Central Board of Directors of the Reserve Bank of India.
Kumar Mangalam Birla has won several honors. Major among them include The Business Leader of the Year (2003) by The Economic Times, Business Man of the Year - 2003 by Business India, and The Ernst & Young Entrepreneur of the Year - India in 2005.
BY
Smriti Srivastava
PGDM-A
3 Sem
billgates
the most successful careers in modern history. Gates is officially giving up the helm at Microsoft tomorrow to focus on his charitable foundation.
He's leaving a software empire that's made him one of the richest people on the planet, but not so long ago Gates was a college dropout trying to build an upstart company with his childhood friend. He ended up defining the way computers operate and in the process changing the way the world operates.
As Stacey Vanek-Smith reports, that's not his only legacy.
Stacey Vanek-Smith: Before the Bill Gates era, CEOs were the guys who played a lot of golf, sealed deals over fat cigars and didn't care much about the people who worked for them.
Daddy Warbucks from "Annie": I am a businessman. I love money, I love power, I love capitalism. I do not now and never will love children.
But in post-Gates corporate America, CEOs sound pretty different.
Seth Sternberg: It's like, hey, we're a bunch of friends who are working together to solve this big problem.
29-year old Seth Sternberg is the CEO of Meebo, an instant messaging service for the web. He says at his company, old-school management won't work.
Sternberg: I don't really think of myself as, you know, the CEO boss man. The number one challenge we have as a business is finding really, really awesome people and convincing them that they should join, right? 'Cause those are people that put out the products.
PRAVESH YADAV
PGDM 1st sem
2009-11
He's leaving a software empire that's made him one of the richest people on the planet, but not so long ago Gates was a college dropout trying to build an upstart company with his childhood friend. He ended up defining the way computers operate and in the process changing the way the world operates.
As Stacey Vanek-Smith reports, that's not his only legacy.
Stacey Vanek-Smith: Before the Bill Gates era, CEOs were the guys who played a lot of golf, sealed deals over fat cigars and didn't care much about the people who worked for them.
Daddy Warbucks from "Annie": I am a businessman. I love money, I love power, I love capitalism. I do not now and never will love children.
But in post-Gates corporate America, CEOs sound pretty different.
Seth Sternberg: It's like, hey, we're a bunch of friends who are working together to solve this big problem.
29-year old Seth Sternberg is the CEO of Meebo, an instant messaging service for the web. He says at his company, old-school management won't work.
Sternberg: I don't really think of myself as, you know, the CEO boss man. The number one challenge we have as a business is finding really, really awesome people and convincing them that they should join, right? 'Cause those are people that put out the products.
PRAVESH YADAV
PGDM 1st sem
2009-11
Indra Nooyi Achievements
CEO of PepsiCo; Ranked No.4 on Forbes magazine's annual survey of the 100 most powerful women in the world.
Indra Nooyi is the newly appointed CEO of PepsiCo-the world's second-largest soft drink maker. She joins the select band of women who head Fortune 500 companies. Presently, there are only 10 Fortune 500 companies that are run by women, and Indra Nooyi is the 11th to break into the top echelons of power. Prior to becoming CEO, Indra Nooyi was President, Chief Financial Officer and a member of the Board of Directors of PepsiCo Inc.
Indra Nooyi spent her childhood in Chennai. Her father worked at the State Bank of Hyderabad and her grandfather was a district judge. She did her BSc. in Chemistry from Madras Christian College and subsequently earned a Master's Degree in Finance and Marketing from IIM Calcutta. Indra Nooyi also holds a Master's Degree in Public and Private management from the Yale School of Management.
mayank srivastava
PGDM Isem
year(2009-11)
Before joining PepsiCo in 1994, Indra Nooyi was Senior Vice President of Strategy and Strategic Marketing for Asea Brown Boveri, and Vice President and Director of Corporate Strategy and Planning at Motorola. She also had stints at Mettur Beardsell and Johnson & Johnson. At PepsiCo, Indra Nooyi played key roles in the Tricon spin-off, the purchase of Tropicana, the public offering of Pepsi Cola bottling group and the merger with Quaker Foods.
Indra Nooyi has been ranked No.4 on Forbes magazine's annual survey of the 100 most powerful women in the world.
Indra Nooyi is the newly appointed CEO of PepsiCo-the world's second-largest soft drink maker. She joins the select band of women who head Fortune 500 companies. Presently, there are only 10 Fortune 500 companies that are run by women, and Indra Nooyi is the 11th to break into the top echelons of power. Prior to becoming CEO, Indra Nooyi was President, Chief Financial Officer and a member of the Board of Directors of PepsiCo Inc.
Indra Nooyi spent her childhood in Chennai. Her father worked at the State Bank of Hyderabad and her grandfather was a district judge. She did her BSc. in Chemistry from Madras Christian College and subsequently earned a Master's Degree in Finance and Marketing from IIM Calcutta. Indra Nooyi also holds a Master's Degree in Public and Private management from the Yale School of Management.
mayank srivastava
PGDM Isem
year(2009-11)
Before joining PepsiCo in 1994, Indra Nooyi was Senior Vice President of Strategy and Strategic Marketing for Asea Brown Boveri, and Vice President and Director of Corporate Strategy and Planning at Motorola. She also had stints at Mettur Beardsell and Johnson & Johnson. At PepsiCo, Indra Nooyi played key roles in the Tricon spin-off, the purchase of Tropicana, the public offering of Pepsi Cola bottling group and the merger with Quaker Foods.
Indra Nooyi has been ranked No.4 on Forbes magazine's annual survey of the 100 most powerful women in the world.
VIJAY MALYA BUSINESS STYAL
Publication Year : 2008
Authors: Sai Geetha C, Lekha .K.C.Ravi
Industry: Business Conglomerate
Region:India
Case Code: ENT0033C
Teaching Note: Available
Structured Assignment: Available
Abstract:
Indian business baron Vijay Mallya (Mallya), multibillionaire, Chairman of the Conglomerate- United Breweries Holdings (UB) is often referred to as the 'Branson of Bangalore'. Like Branson (the maverick entrepreneur behind the 'Virgin' Group), Mallya is known for his myriad interests, his flashy flamboyant style of leadership and his unorthodox style of management. Mallya's entrepreneurial style; his trade acquisitions, etc., reveals sharp business acumen. Mallya currently (2007) reigns over a diverse portfolio of businesses - alcoholic beverages, life sciences, aviation, agriculture, chemicals, and information technology. The incredible prices paid for his prime acquisitions are also debated. Do they reflect business insight or impulsiveness? Considering how Mallya built up the UB Empire it is pertinent to assess the long-term vision that drives the maverick entrepreneur.
Pedagogical Objectives:
To comprehend the concepts of leadership
To analyse various leadership styles
To probe into Personality traits of a successful entrepreneur
To analyse whether Personality traits affect the business decisions of an entrepreneur.
Keywords : Vijay Mallya, Flamboyant style, Kingfisher, UB group, Liquor baron, Airlines, Mcdowells, Entrepreneurship Case Study, White & Mackay, Leadership, Beer market, Brand Extension, Entrepreneur, Personality traits, Alcoholic beverages
PRAVESH YADAV
PGDM 1st year
2009-11
Authors: Sai Geetha C, Lekha .K.C.Ravi
Industry: Business Conglomerate
Region:India
Case Code: ENT0033C
Teaching Note: Available
Structured Assignment: Available
Abstract:
Indian business baron Vijay Mallya (Mallya), multibillionaire, Chairman of the Conglomerate- United Breweries Holdings (UB) is often referred to as the 'Branson of Bangalore'. Like Branson (the maverick entrepreneur behind the 'Virgin' Group), Mallya is known for his myriad interests, his flashy flamboyant style of leadership and his unorthodox style of management. Mallya's entrepreneurial style; his trade acquisitions, etc., reveals sharp business acumen. Mallya currently (2007) reigns over a diverse portfolio of businesses - alcoholic beverages, life sciences, aviation, agriculture, chemicals, and information technology. The incredible prices paid for his prime acquisitions are also debated. Do they reflect business insight or impulsiveness? Considering how Mallya built up the UB Empire it is pertinent to assess the long-term vision that drives the maverick entrepreneur.
Pedagogical Objectives:
To comprehend the concepts of leadership
To analyse various leadership styles
To probe into Personality traits of a successful entrepreneur
To analyse whether Personality traits affect the business decisions of an entrepreneur.
Keywords : Vijay Mallya, Flamboyant style, Kingfisher, UB group, Liquor baron, Airlines, Mcdowells, Entrepreneurship Case Study, White & Mackay, Leadership, Beer market, Brand Extension, Entrepreneur, Personality traits, Alcoholic beverages
PRAVESH YADAV
PGDM 1st year
2009-11
Ratan N Tata
Ratan N Tata has been chairman of Tata Sons, the Tata promoter company, since 1991. He is also chairman of other Tata companies, including Tata Motors, Tata Steel, Tata Consultancy Services, Tata Power, Tata Tea, Tata Chemicals, Indian Hotels and Tata Teleservices.
Mr Tata joined Tata Steel in December 1962. After serving in various other Tata companies, he was appointed director-in-charge of National Radio & Electronics Company Limited (NELCO) in 1971. In 1981, he was named chairman of Tata Industries, the second Tata promoter company. Mr Tata is also the chairman of two of the largest philanthropic trusts in the private sector in India.
Mr Tata is associated with various organisations in India and abroad. He is chairman of the Government of India’s Investment Commission and a member of the Prime Minister’s Council on Trade and Industry, the National Hydrogen Energy Board and the National Manufacturing Competitiveness Council.
Mr Tata also serves on the International Investment Council set up by the President of the Republic of South Africa and the UK Prime Minister’s Business Council for Britain. He is a member of the International Advisory Council of Singapore’s Economic Development Board, the Asia-Pacific Advisory Committee to the board of directors of the New York Stock Exchange and of the international advisory boards of the Mitsubishi Corporation, the American International Group, JP Morgan Chase and Rolls Royce. He also serves on the boards of Fiat SpA and Alcoa.
Mr Tata is president of the court of the Indian Institute of Science and chairman of the Council of Management of the Tata Institute of Fundamental Research. He is a member of the board of trustees of Cornell University and the University of Southern California and of the Foundation Board of the Ohio State University. Additionally, he is a member of the Global Business Council on HIV/AIDS and the Programme Board of the Bill & Melinda Gates Foundation's India AIDS Initiative.
Mr Tata received a Bachelor of Science degree in architecture with structural engineering from Cornell University in 1962 and worked briefly with Jones and Emmons in Los Angeles before returning to India later that year. He completed the Advanced Management Program at Harvard Business School in 1975.
The Government of India honoured Mr Tata with its second highest civilian award, the Padma Vibhushan, in 2008. Earlier, in 2000, he had been awarded the Padma Bhushan. He has also been conferred an honorary doctorate in business administration by the Ohio State University, an honorary doctorate in technology by the Asian Institute of Technology, Bangkok, an honorary doctorate in science by the University of Warwick, and an honorary fellowship by the London School of Economics.
BY-SHALINI PGDM 3rd SEM SEC A
Mr Tata joined Tata Steel in December 1962. After serving in various other Tata companies, he was appointed director-in-charge of National Radio & Electronics Company Limited (NELCO) in 1971. In 1981, he was named chairman of Tata Industries, the second Tata promoter company. Mr Tata is also the chairman of two of the largest philanthropic trusts in the private sector in India.
Mr Tata is associated with various organisations in India and abroad. He is chairman of the Government of India’s Investment Commission and a member of the Prime Minister’s Council on Trade and Industry, the National Hydrogen Energy Board and the National Manufacturing Competitiveness Council.
Mr Tata also serves on the International Investment Council set up by the President of the Republic of South Africa and the UK Prime Minister’s Business Council for Britain. He is a member of the International Advisory Council of Singapore’s Economic Development Board, the Asia-Pacific Advisory Committee to the board of directors of the New York Stock Exchange and of the international advisory boards of the Mitsubishi Corporation, the American International Group, JP Morgan Chase and Rolls Royce. He also serves on the boards of Fiat SpA and Alcoa.
Mr Tata is president of the court of the Indian Institute of Science and chairman of the Council of Management of the Tata Institute of Fundamental Research. He is a member of the board of trustees of Cornell University and the University of Southern California and of the Foundation Board of the Ohio State University. Additionally, he is a member of the Global Business Council on HIV/AIDS and the Programme Board of the Bill & Melinda Gates Foundation's India AIDS Initiative.
Mr Tata received a Bachelor of Science degree in architecture with structural engineering from Cornell University in 1962 and worked briefly with Jones and Emmons in Los Angeles before returning to India later that year. He completed the Advanced Management Program at Harvard Business School in 1975.
The Government of India honoured Mr Tata with its second highest civilian award, the Padma Vibhushan, in 2008. Earlier, in 2000, he had been awarded the Padma Bhushan. He has also been conferred an honorary doctorate in business administration by the Ohio State University, an honorary doctorate in technology by the Asian Institute of Technology, Bangkok, an honorary doctorate in science by the University of Warwick, and an honorary fellowship by the London School of Economics.
BY-SHALINI PGDM 3rd SEM SEC A
Tata’s launch another affordable housing project
Tata Housing Development Company, a real estate firm within the Tata group, announced an affordable housing project in Boisar near Mumbai, its second such project this year.
The new project would offer 1,300 apartments including 2 BHK and 3 BHK homes starting at Rs 12.73 lakhs per flat, with a minimum size of 670 sq.ft, said a Tata Housing statement.
The new project focuses on the affordable segment and offers facilities such as swimming pool and gymnasium. CEO Brotin Banerjee said: “Every house is set in a well-finished modern building with attractive green streetscapes and lush landscapes. New Haven will set up a pan-India presence across tier I and II cities in India.”
by- shalini PGDM 3rd sem sec B
The new project would offer 1,300 apartments including 2 BHK and 3 BHK homes starting at Rs 12.73 lakhs per flat, with a minimum size of 670 sq.ft, said a Tata Housing statement.
The new project focuses on the affordable segment and offers facilities such as swimming pool and gymnasium. CEO Brotin Banerjee said: “Every house is set in a well-finished modern building with attractive green streetscapes and lush landscapes. New Haven will set up a pan-India presence across tier I and II cities in India.”
by- shalini PGDM 3rd sem sec B
VIJAY MALLYA BUSINESS STYEL
Case Title: Vijay Mallya, the Indian Business Baron: A 'Bon Vivant' Entrepreneur?Publication Year : 2008
Authors: Sai Geetha C, Lekha .K.C.Ravi
Industry: Business Conglomerate
Region:India
Case Code: ENT0033C
Teaching Note: Available
Structured Assignment: Available
Abstract:
Indian business baron Vijay Mallya (Mallya), multibillionaire, Chairman of the Conglomerate- United Breweries Holdings (UB) is often referred to as the 'Branson of Bangalore'. Like Branson (the maverick entrepreneur behind the 'Virgin' Group), Mallya is known for his myriad interests, his flashy flamboyant style of leadership and his unorthodox style of management. Mallya's entrepreneurial style; his trade acquisitions, etc., reveals sharp business acumen. Mallya currently (2007) reigns over a diverse portfolio of businesses - alcoholic beverages, life sciences, aviation, agriculture, chemicals, and information technology. The incredible prices paid for his prime acquisitions are also debated. Do they reflect business insight or impulsiveness? Considering how Mallya built up the UB Empire it is pertinent to assess the long-term vision that drives the maverick entrepreneur.
Pedagogical Objectives:
To comprehend the concepts of leadership
To analyse various leadership styles
To probe into Personality traits of a successful entrepreneur
To analyse whether Personality traits affect the business decisions of an entrepreneur.
Keywords : Vijay Mallya, Flamboyant style, Kingfisher, UB group, Liquor baron, Airlines, Mcdowells, Entrepreneurship Case Study, White & Mackay, Leadership, Beer market, Brand Extension, Entrepreneur, Personality traits, Alcoholic beverages
PRAVESH YADAV
PGDM 1st year
2009-11
Authors: Sai Geetha C, Lekha .K.C.Ravi
Industry: Business Conglomerate
Region:India
Case Code: ENT0033C
Teaching Note: Available
Structured Assignment: Available
Abstract:
Indian business baron Vijay Mallya (Mallya), multibillionaire, Chairman of the Conglomerate- United Breweries Holdings (UB) is often referred to as the 'Branson of Bangalore'. Like Branson (the maverick entrepreneur behind the 'Virgin' Group), Mallya is known for his myriad interests, his flashy flamboyant style of leadership and his unorthodox style of management. Mallya's entrepreneurial style; his trade acquisitions, etc., reveals sharp business acumen. Mallya currently (2007) reigns over a diverse portfolio of businesses - alcoholic beverages, life sciences, aviation, agriculture, chemicals, and information technology. The incredible prices paid for his prime acquisitions are also debated. Do they reflect business insight or impulsiveness? Considering how Mallya built up the UB Empire it is pertinent to assess the long-term vision that drives the maverick entrepreneur.
Pedagogical Objectives:
To comprehend the concepts of leadership
To analyse various leadership styles
To probe into Personality traits of a successful entrepreneur
To analyse whether Personality traits affect the business decisions of an entrepreneur.
Keywords : Vijay Mallya, Flamboyant style, Kingfisher, UB group, Liquor baron, Airlines, Mcdowells, Entrepreneurship Case Study, White & Mackay, Leadership, Beer market, Brand Extension, Entrepreneur, Personality traits, Alcoholic beverages
PRAVESH YADAV
PGDM 1st year
2009-11
Kishore Biyani-promoted Future Group
NEW DELHI: Seeking to cash in on India's growing presence in the sports arena globally, Kishore Biyani-promoted Future Group has sensed a new
retail opportunity and is looking at garnering Rs 1,000 crore revenue from the segment within four years.
Future Group's sharpening focus on retail of sports gear is part of the company's strategy to become a Rs 25,000-conglomerate within 3-4 years.
"We are looking at building up a big sports business. We believe the category of sports alone could be a Rs 1,000-crore business in the next 3-4 years," Future Group Chief Executive Officer Kishore Biyani told PTI.
He said the group is currently acting as the Indian distribution and marketing partner for a number of foreign brands, including Speedo, Wilson and Converse.
"We are into a lot of interesting sports. We represent lot of brands in the country like Speedo and Converse. Sports are one category where we are working more," Biyani said.
He, however, did not share details of the sports segment's current contribution to the group's total turnover.
Future Group has a wholly-owned sports subsidiary -- Planet Sports -- which has 63 speciality multi-brand sports lifestyle outlets in 40 cities and is expanding the business.
"We are opening up large stores. We opened a large store in Mumbai this month measuring 10,000 sq ft and now we are looking at even larger stores, may be of 20,000-25,000 sq ft," Biyani said.
gaurav jain
PGDM Isem
bath (2009-11)
retail opportunity and is looking at garnering Rs 1,000 crore revenue from the segment within four years.
Future Group's sharpening focus on retail of sports gear is part of the company's strategy to become a Rs 25,000-conglomerate within 3-4 years.
"We are looking at building up a big sports business. We believe the category of sports alone could be a Rs 1,000-crore business in the next 3-4 years," Future Group Chief Executive Officer Kishore Biyani told PTI.
He said the group is currently acting as the Indian distribution and marketing partner for a number of foreign brands, including Speedo, Wilson and Converse.
"We are into a lot of interesting sports. We represent lot of brands in the country like Speedo and Converse. Sports are one category where we are working more," Biyani said.
He, however, did not share details of the sports segment's current contribution to the group's total turnover.
Future Group has a wholly-owned sports subsidiary -- Planet Sports -- which has 63 speciality multi-brand sports lifestyle outlets in 40 cities and is expanding the business.
"We are opening up large stores. We opened a large store in Mumbai this month measuring 10,000 sq ft and now we are looking at even larger stores, may be of 20,000-25,000 sq ft," Biyani said.
gaurav jain
PGDM Isem
bath (2009-11)
Profile of R.S.Pawar
Rajendra S. Pawar B.Tech. Return to Dell Inc.
Co-Founder, Chairman, Managing Director, Director of Minimally Invasive Education Company Limited and Director of NIIT Online Learning Limited, NIIT Ltd. 9090
Age Total Annual Compensation This person is connected to 90 board members in 5 different organizations across 3 different industries.
See Board Relationships
58 4,675,000 INR
As of Fiscal Year 2009
BACKGROUND*
Rajendra Singh Pawar, B.Tech. co-founded NIIT Technologies Ltd. and has been its Managing Director since July 25, 2007. Mr. Pawar co-founded NIIT Ltd. and serves as its Managing Director. Mr. Pawar is responsible for the functioning of NIIT's subsidiaries incorporated in India, namely, NIIT Online Learning Limited and Minimally Invasive Education Company Limited. He is an IT Visionary and he foresees the trends in the IT industry and leads NIIT from the front. He is ... sharply focused on bringing in the customer and other stakeholder interests in the quality processes at NIIT. He serves as an IT Advisor to the President of South Africa. He plays a major role in providing thought leadership and strategic inputs to NIIT Limited in addition to supervising the functional heads of Corporate Development, Center for Research in Cognitive Systems, Strategic HR and Corporate Communications. He serves as Chairman of NIIT Technologies Ltd and NIIT Ltd. He has been an Executive Director of NIIT Technologies Ltd., since June 12, 2004. He serves as a Director of NIIT Ltd., NIIT Online Learning Limited and Minimally Invasive Education company Limited. He serves as a Director of ROOM Solutions Limited. He serves as a Non-Executive & Independent Director of Nestle India Ltd. Mr. Pawar serves as a Member of Governing Board Indian School of Business. Mr. Pawar serves on the Boards of several prestigious institutions and organizations such as IIT Delhi, and IGNOU, etc. He serves as a Member of the International Business Council of the World Economic Forum. Mr. Pawar serves as a Member of the Indian Prime Ministers' National Task Force on Information Technology. He serves as a Member of the Executive Council of the Global Growth Companies of the World Economic Forum. He is a Fellow of many professional societies, including the Computer Society of India, the Institution of Electronics & Telecom Engineers and the National Telematics Forum. Recognizing his pioneering and entrepreneurial work in the education and software sectors, global business intelligence firm, Ernst & Young conferred on Mr. Pawar its prestigious Master Entrepreneur of the Year Award in 1999. He is recipient of the IT Man of the Year award instituted by IT industry journal Dataquest for his contributions to the IT industry in India. Mr. Pawar is a distinguished alumnus of IIT, Delhi.
Read Full Background
CORPORATE HEADQUARTERS*
85 Sector 32 Institutional
Gurgaon, Haryana 122001
India
Phone: 91 124 429 3000
Fax: 91 124 429 3333
BOARD OF DIRECTORS MEMBERSHIPS*
2007-Present
Co-Founder, Executive Chairman and Managing Director
NIIT Technologies Ltd.
Director
ROOM Solutions Limited
Non-Executive & Independent Director and Member of Audit Committee
Nestle India Ltd.
Co-Founder, Chairman, Managing Director, Director of Minimally Invasive Education Company Limited and Director of NIIT Online Learning Limited
NIIT Ltd.
Member of Governing Board
Indian School of Business
EDUCATION*
Other Education
Indian Institute of Technology, Delhi
Co-Founder, Chairman, Managing Director, Director of Minimally Invasive Education Company Limited and Director of NIIT Online Learning Limited, NIIT Ltd. 9090
Age Total Annual Compensation This person is connected to 90 board members in 5 different organizations across 3 different industries.
See Board Relationships
58 4,675,000 INR
As of Fiscal Year 2009
BACKGROUND*
Rajendra Singh Pawar, B.Tech. co-founded NIIT Technologies Ltd. and has been its Managing Director since July 25, 2007. Mr. Pawar co-founded NIIT Ltd. and serves as its Managing Director. Mr. Pawar is responsible for the functioning of NIIT's subsidiaries incorporated in India, namely, NIIT Online Learning Limited and Minimally Invasive Education Company Limited. He is an IT Visionary and he foresees the trends in the IT industry and leads NIIT from the front. He is ... sharply focused on bringing in the customer and other stakeholder interests in the quality processes at NIIT. He serves as an IT Advisor to the President of South Africa. He plays a major role in providing thought leadership and strategic inputs to NIIT Limited in addition to supervising the functional heads of Corporate Development, Center for Research in Cognitive Systems, Strategic HR and Corporate Communications. He serves as Chairman of NIIT Technologies Ltd and NIIT Ltd. He has been an Executive Director of NIIT Technologies Ltd., since June 12, 2004. He serves as a Director of NIIT Ltd., NIIT Online Learning Limited and Minimally Invasive Education company Limited. He serves as a Director of ROOM Solutions Limited. He serves as a Non-Executive & Independent Director of Nestle India Ltd. Mr. Pawar serves as a Member of Governing Board Indian School of Business. Mr. Pawar serves on the Boards of several prestigious institutions and organizations such as IIT Delhi, and IGNOU, etc. He serves as a Member of the International Business Council of the World Economic Forum. Mr. Pawar serves as a Member of the Indian Prime Ministers' National Task Force on Information Technology. He serves as a Member of the Executive Council of the Global Growth Companies of the World Economic Forum. He is a Fellow of many professional societies, including the Computer Society of India, the Institution of Electronics & Telecom Engineers and the National Telematics Forum. Recognizing his pioneering and entrepreneurial work in the education and software sectors, global business intelligence firm, Ernst & Young conferred on Mr. Pawar its prestigious Master Entrepreneur of the Year Award in 1999. He is recipient of the IT Man of the Year award instituted by IT industry journal Dataquest for his contributions to the IT industry in India. Mr. Pawar is a distinguished alumnus of IIT, Delhi.
Read Full Background
CORPORATE HEADQUARTERS*
85 Sector 32 Institutional
Gurgaon, Haryana 122001
India
Phone: 91 124 429 3000
Fax: 91 124 429 3333
BOARD OF DIRECTORS MEMBERSHIPS*
2007-Present
Co-Founder, Executive Chairman and Managing Director
NIIT Technologies Ltd.
Director
ROOM Solutions Limited
Non-Executive & Independent Director and Member of Audit Committee
Nestle India Ltd.
Co-Founder, Chairman, Managing Director, Director of Minimally Invasive Education Company Limited and Director of NIIT Online Learning Limited
NIIT Ltd.
Member of Governing Board
Indian School of Business
EDUCATION*
Other Education
Indian Institute of Technology, Delhi
Words with L.N.Mittal
Lakshmi Niwas Mittal is the richest Indian in the world, with an estimated wealth of over $27 billion. Based in London [ Images ], Mittal still holds an Indian passport and has king-sized ambitions to make his company Mittal Steel a true global behemoth. It does not matter that Mittal Steel is already the world's biggest steel company.
In a rare interview with Simi [ Images ] Grewal at his palatial mansion in London, Mittal opens a little-known side to his personality.
The interview will be aired on television channel Star World, in the programme Rendezvous with Simi Grewal, on Sunday at 9 30 p.m. (IST).
SG: Lakshmi Niwas Mittal, it's a pleasure to be here.
LNM: Pleasure is mine.
Thank you so much for letting us into your world. Beautiful world.
I'm very happy to see you here in London.
Thank you.
Normally you do all your shootings in Bombay or on, in your studio but I'm very happy and glad that you took all the efforts and trouble to come to London to shoot me.
You moved to Kolkata [ Images ] about the age of 6 or 5.
Yeah, at the age of 6.
Were you pressurized to get good grades or was this something you enjoyed doing?
Yes. My father and my mother would always look at that, that I topped the class.
They would pressurize you?
Yes there would be always pressure. Indirect pressure.
Yeah.
I remember I would tell my father every day during exams how many hours I studied.
Oh, you'd have to?
He would ask me in the evening, 'how many hours you studied after school.' You don't like it though. You don't like it though, so much of pressure. . . but I think in hindsight it was the right thing to do. As a parent still I would do the same for my children. I would expect them to excel in what they were or they are doing or what…
You were studying in a Hindi medium school.
Yes.
And was it difficult to make a transition to an English medium college?
In the beginning, yes.
And you topped that as well! You came first in college as well. . .
Yeah, I got first position in Commerce. . . I used to also attend my, my father's office. So it was. . .
Was there any fun or freedom for you growing up or was it just hard work?
I don't think we ever felt that there was no freedom or anything. I never felt that.
Did you know what was fun?
No, I used to play football, cricket on Sundays. We were allowed to go movies, once a week, if I remember right.
Once a week?
Yeah. The whole family would go to movies. First of all, we come from a middle-class family. Then you are so much focussed and committed to do work and your education. . . as I was. I never thought of going out. So I went to restaurant first time when I was 14 or 15, I remember, in Park Street.
Flurry's?
I think I went to Trinca's.
Trinca's?
First time in my life. It was a great excitement!
LN, were you ambitious? Because you know, today all these young boys have clear life goals and plans. Did you?
I wouldn't say that I was that ambitious when I left India. My father and I have always been great friends. Everyday during lunch, we would sit together, he would tell me his feelings about India. We would discuss how things should change. And I knew that he wanted to do something abroad. He bought a land in Indonesia. And he saw the progress. Not enough progress, (so) he decided to sell the land.
In Indonesia?
I was going on holiday with my friend.
You were going on a holiday. At the age of 25, for the first time you were going abroad.
Yeah.
And it's taken you 30 years and you haven't come back since your holiday! Is that right?
But it's a very funny thing what happened!
What happened?
We decided to go to Bangkok, Singapore, Djakarta, Hong Kong and Tokyo -- an excursion ticket. So my father said when you are in Djakarta, at least go and sell this land. I went there and tried to understand what was the problem. Coming from a business background when you go to any place you want to know how is this country, what's the future, how is the progress. . .
Was, was Indonesia at that time more progressive than India?
It was a very fast growing economy.
And did they have no restrictions like India?
They had no restrictions
So when you arrived, did you smell the scent of success and opportunity.
That's how the whole thing evolved.
Okay.
I felt that it's a good place to do business. Fortunately, I could succeed in solving that particular problem about electricity. That was the main problem. So I called my father and I said, 'I think we should go ahead with this project and I want to stay back.' And we decided not to sell the land.
And then you built a steel mill there.
Yes. I got a lot of help from my father to get it done.
And you stayed 14 years in Indonesia?
Yeah. That was very interesting time, because in India, competition was not there. So you're in a free world.
And soon after that Mexico government approached you for their steel mills. . .
The Mexican government in '91 decided to privatise their steel industry. And they went throughout the world talking to various companies who would be interested in participating in the privatisation process. And when they were talking to the Japanese, the Japanese told them, that the only person, private person, who has worked on this technology is us. That is called Direct Reduced Iron. DRI. That's how they approached us.
And soon after that there was a split in the family. Was this inevitable?
It was inevitable because after working in Trinidad and Mexico, I realised that my future lies outside India, while my father and my brother wanted to expand in India. Of course, their point of view was also right because they foresaw the India much before others have seen it. Now it is a great place to invest in.
But perhaps ten years back, people did not realise that India was a great place to invest in. And I thought that there would be always a conflict in expansion. That's why we split in early '94.
So after that, once you split, you applied the pattern of what happened at Trinidad and Mexico in various other countries in the world with your new acquisitions.
After we acquired Trinidad and Mexico, in '93-'94, I started thinking of growing globally.
Yes.
We acquired a company in Canada [ Images ], same year we acquired a company in Germany [ Images ]. . .
Germany.
In October, we had an opportunity in Kazakhstan.
But, LN, there must have been a lot of competition. Why did you succeed over the others?
Why did we succeed? We have great team. Without the team you cannot do work.
Why do you still hold an Indian passport?
I love my country and I'm Indian.
But would your business have been easier if you had a European passport?
I don't think so. It doesn't make difference. Now the world is very global and doesn't make difference whether you have Indian passport or you have British passport or you have American passport.
Is it some kind of an umbilical cord you have with India, this passport?
No, I feel very happy and proud to have this passport and my allegiance is to India. . .
Would you have been able to achieve all this if you had continued to live in India? Truly?
Perhaps, it would have been. . . difficult, to be honest. Because, very quickly, at the age of 25, I got exposure to the world. And this helped me to think globally. Now I see that all of my Indian businessmen want to go abroad. They want to be global. And this gives me lot of happiness that at least we led the process and everyone sees the value in doing that.
So if you were 25 today, would you have to leave India to become a Lakshmi Mittal [ Images ]?
No. If I would be 25 today, I don't, wouldn't have to leave India. Things have changed. Now government policies are very positive. They encourage businessmen to go abroad, acquire foreign companies. Things have changed now.
Is there is anything that you would like to see changed in Indian policy?
Speed and execution.
Too slow?
I think it is taking time for everyone to understand the world has changed. We have to move very fast. It's a matter of understanding the dynamics. It's taking time to realise that others are taking over us. It's like we're on the highway . . . either we're on the left side or you're in the center or you're on the right side. So you have to look who's moving fast and you have to catch up. I think we are progressing. The question is can we do better?
In a rare interview with Simi [ Images ] Grewal at his palatial mansion in London, Mittal opens a little-known side to his personality.
The interview will be aired on television channel Star World, in the programme Rendezvous with Simi Grewal, on Sunday at 9 30 p.m. (IST).
SG: Lakshmi Niwas Mittal, it's a pleasure to be here.
LNM: Pleasure is mine.
Thank you so much for letting us into your world. Beautiful world.
I'm very happy to see you here in London.
Thank you.
Normally you do all your shootings in Bombay or on, in your studio but I'm very happy and glad that you took all the efforts and trouble to come to London to shoot me.
You moved to Kolkata [ Images ] about the age of 6 or 5.
Yeah, at the age of 6.
Were you pressurized to get good grades or was this something you enjoyed doing?
Yes. My father and my mother would always look at that, that I topped the class.
They would pressurize you?
Yes there would be always pressure. Indirect pressure.
Yeah.
I remember I would tell my father every day during exams how many hours I studied.
Oh, you'd have to?
He would ask me in the evening, 'how many hours you studied after school.' You don't like it though. You don't like it though, so much of pressure. . . but I think in hindsight it was the right thing to do. As a parent still I would do the same for my children. I would expect them to excel in what they were or they are doing or what…
You were studying in a Hindi medium school.
Yes.
And was it difficult to make a transition to an English medium college?
In the beginning, yes.
And you topped that as well! You came first in college as well. . .
Yeah, I got first position in Commerce. . . I used to also attend my, my father's office. So it was. . .
Was there any fun or freedom for you growing up or was it just hard work?
I don't think we ever felt that there was no freedom or anything. I never felt that.
Did you know what was fun?
No, I used to play football, cricket on Sundays. We were allowed to go movies, once a week, if I remember right.
Once a week?
Yeah. The whole family would go to movies. First of all, we come from a middle-class family. Then you are so much focussed and committed to do work and your education. . . as I was. I never thought of going out. So I went to restaurant first time when I was 14 or 15, I remember, in Park Street.
Flurry's?
I think I went to Trinca's.
Trinca's?
First time in my life. It was a great excitement!
LN, were you ambitious? Because you know, today all these young boys have clear life goals and plans. Did you?
I wouldn't say that I was that ambitious when I left India. My father and I have always been great friends. Everyday during lunch, we would sit together, he would tell me his feelings about India. We would discuss how things should change. And I knew that he wanted to do something abroad. He bought a land in Indonesia. And he saw the progress. Not enough progress, (so) he decided to sell the land.
In Indonesia?
I was going on holiday with my friend.
You were going on a holiday. At the age of 25, for the first time you were going abroad.
Yeah.
And it's taken you 30 years and you haven't come back since your holiday! Is that right?
But it's a very funny thing what happened!
What happened?
We decided to go to Bangkok, Singapore, Djakarta, Hong Kong and Tokyo -- an excursion ticket. So my father said when you are in Djakarta, at least go and sell this land. I went there and tried to understand what was the problem. Coming from a business background when you go to any place you want to know how is this country, what's the future, how is the progress. . .
Was, was Indonesia at that time more progressive than India?
It was a very fast growing economy.
And did they have no restrictions like India?
They had no restrictions
So when you arrived, did you smell the scent of success and opportunity.
That's how the whole thing evolved.
Okay.
I felt that it's a good place to do business. Fortunately, I could succeed in solving that particular problem about electricity. That was the main problem. So I called my father and I said, 'I think we should go ahead with this project and I want to stay back.' And we decided not to sell the land.
And then you built a steel mill there.
Yes. I got a lot of help from my father to get it done.
And you stayed 14 years in Indonesia?
Yeah. That was very interesting time, because in India, competition was not there. So you're in a free world.
And soon after that Mexico government approached you for their steel mills. . .
The Mexican government in '91 decided to privatise their steel industry. And they went throughout the world talking to various companies who would be interested in participating in the privatisation process. And when they were talking to the Japanese, the Japanese told them, that the only person, private person, who has worked on this technology is us. That is called Direct Reduced Iron. DRI. That's how they approached us.
And soon after that there was a split in the family. Was this inevitable?
It was inevitable because after working in Trinidad and Mexico, I realised that my future lies outside India, while my father and my brother wanted to expand in India. Of course, their point of view was also right because they foresaw the India much before others have seen it. Now it is a great place to invest in.
But perhaps ten years back, people did not realise that India was a great place to invest in. And I thought that there would be always a conflict in expansion. That's why we split in early '94.
So after that, once you split, you applied the pattern of what happened at Trinidad and Mexico in various other countries in the world with your new acquisitions.
After we acquired Trinidad and Mexico, in '93-'94, I started thinking of growing globally.
Yes.
We acquired a company in Canada [ Images ], same year we acquired a company in Germany [ Images ]. . .
Germany.
In October, we had an opportunity in Kazakhstan.
But, LN, there must have been a lot of competition. Why did you succeed over the others?
Why did we succeed? We have great team. Without the team you cannot do work.
Why do you still hold an Indian passport?
I love my country and I'm Indian.
But would your business have been easier if you had a European passport?
I don't think so. It doesn't make difference. Now the world is very global and doesn't make difference whether you have Indian passport or you have British passport or you have American passport.
Is it some kind of an umbilical cord you have with India, this passport?
No, I feel very happy and proud to have this passport and my allegiance is to India. . .
Would you have been able to achieve all this if you had continued to live in India? Truly?
Perhaps, it would have been. . . difficult, to be honest. Because, very quickly, at the age of 25, I got exposure to the world. And this helped me to think globally. Now I see that all of my Indian businessmen want to go abroad. They want to be global. And this gives me lot of happiness that at least we led the process and everyone sees the value in doing that.
So if you were 25 today, would you have to leave India to become a Lakshmi Mittal [ Images ]?
No. If I would be 25 today, I don't, wouldn't have to leave India. Things have changed. Now government policies are very positive. They encourage businessmen to go abroad, acquire foreign companies. Things have changed now.
Is there is anything that you would like to see changed in Indian policy?
Speed and execution.
Too slow?
I think it is taking time for everyone to understand the world has changed. We have to move very fast. It's a matter of understanding the dynamics. It's taking time to realise that others are taking over us. It's like we're on the highway . . . either we're on the left side or you're in the center or you're on the right side. So you have to look who's moving fast and you have to catch up. I think we are progressing. The question is can we do better?
Profile of Dr, Pratap Reddy
Achievement: Founder of the Apollo Hospital Group
Dr. Pratap Reddy is the founder of the Apollo Hospital Group, India's first corporate hospital group. He revolutionized the whole health care scenario of India and inspired others to follow the suit. Today, India has over 750 corporate hospitals all over the country.
Dr. Pratap Reddy came to India after serving as the Chief Resident of the Worcenter City Hospital in the US to start his practice in Madras with a modest earning of Rs 100/- per day. The idea to establish Apollo Group of Hospitals came when Dr. Reddy lost a patient who couldn't make it to Texas for an open heart surgery. This inspired Dr. Pratap Reddy to create world-class medical infrastructure in India and make it more accessible and affordable to common people. Dr. Reddy's efforts bore fruit when he succeeded in setting up the first center of the Apollo Hospitals Group in Chennai in 1983.
Dr, Pratap Reddy soon followed this with India 's first hospital consultancy body - the Indian Hospitals Corporation - and commissioned two more Tertiary Care Centers in India. Since its inception, Apollo has demonstrated that Indian skills are equivalent to the best centers in the world and has produced world-class results in the most complicated Cadaver Transplant. Today, the Apollo Hospitals Group has over 22 centers in major cities in India and a combined turnover of over US $ 100 million.
Dr Reddy is now spreading Apollo Hospitals Group to other parts of Asia. The group opened its first clinic in Dubai in March 1999 and is coming up with projects in Sri Lanka, Africa, Bangladesh, and Oman. Dr. Reddy is currently looking at secondary health centers in semi urban and smaller cities and has already identified 23 sites for the purpose.
Dr. Pratap Reddy's latest initiatives are "Med Varsity"-a virtual medical university providing total access to experts in the field of medicine anywhere in the world- and "MEDNET" - Hospital Systems Management package. Both the initiatives are expected to transform health care sector in India.
by
Kumar Deep Shanker
Pgdm sec-a
3rd sem
Dr. Pratap Reddy is the founder of the Apollo Hospital Group, India's first corporate hospital group. He revolutionized the whole health care scenario of India and inspired others to follow the suit. Today, India has over 750 corporate hospitals all over the country.
Dr. Pratap Reddy came to India after serving as the Chief Resident of the Worcenter City Hospital in the US to start his practice in Madras with a modest earning of Rs 100/- per day. The idea to establish Apollo Group of Hospitals came when Dr. Reddy lost a patient who couldn't make it to Texas for an open heart surgery. This inspired Dr. Pratap Reddy to create world-class medical infrastructure in India and make it more accessible and affordable to common people. Dr. Reddy's efforts bore fruit when he succeeded in setting up the first center of the Apollo Hospitals Group in Chennai in 1983.
Dr, Pratap Reddy soon followed this with India 's first hospital consultancy body - the Indian Hospitals Corporation - and commissioned two more Tertiary Care Centers in India. Since its inception, Apollo has demonstrated that Indian skills are equivalent to the best centers in the world and has produced world-class results in the most complicated Cadaver Transplant. Today, the Apollo Hospitals Group has over 22 centers in major cities in India and a combined turnover of over US $ 100 million.
Dr Reddy is now spreading Apollo Hospitals Group to other parts of Asia. The group opened its first clinic in Dubai in March 1999 and is coming up with projects in Sri Lanka, Africa, Bangladesh, and Oman. Dr. Reddy is currently looking at secondary health centers in semi urban and smaller cities and has already identified 23 sites for the purpose.
Dr. Pratap Reddy's latest initiatives are "Med Varsity"-a virtual medical university providing total access to experts in the field of medicine anywhere in the world- and "MEDNET" - Hospital Systems Management package. Both the initiatives are expected to transform health care sector in India.
by
Kumar Deep Shanker
Pgdm sec-a
3rd sem
Profile of Rahul Bajaj
Achievement: Chairman of the Bajaj Group
Rahul Bajaj is the Chairman of the Bajaj Group, which ranks among the top 10 business houses in India. The Bajaj Group has diversified interests ranging from automobiles, home appliances, lighting, iron and steel, insurance, travel and finance. Rahul Bajaj is one of India's most distinguished business leaders and internationally respected for his business acumen and entrepreneurial spirit.
Rahul Bajaj is an alumnus of Harvard, St. Stephen's and Cathedral. He took over the reins of Bajaj Group in 1965. Under his stewardship, the turnover of the Bajaj Auto the flagship company has risen from Rs.72 million to Rs.46.16 billion. Rahul Bajaj created one of India's best companies in the difficult days of the licence-permit raj. He established factories at Akurdi and Waluj. In 1980s Bajaj Auto was top scooter producer in India and its Chetak brand had a 10-year waiting period.
The initiation of liberalization in India posed great challenges for Bajaj Auto. Liberalisation brought the threat of cheap imports and FDI from top companies like Honda. Rahul Bajaj became famous as the head of the Bombay Club, which opposed liberalization. The scooter sails plummeted as people were more interested in motorcycles and the rival Hero Honda was a pioneer in it.
The recession and stock market collapse of 2001 hit the company hard and it was predicted that the days of Bajaj Auto were numbered. However, Bajaj Auto re-invented itself, established a world-class factory in Chakan, invested in R&D and came up with Bajaj Pulsar Motorcycle. Bajaj Pulsar is currently a leader in its segment.
Recently, Rahul Bajaj was elected to Rajya Sabha from Maharashtra.
by
Anand Kumar Pandey
pgdm sec-a
3rd sem
Rahul Bajaj is the Chairman of the Bajaj Group, which ranks among the top 10 business houses in India. The Bajaj Group has diversified interests ranging from automobiles, home appliances, lighting, iron and steel, insurance, travel and finance. Rahul Bajaj is one of India's most distinguished business leaders and internationally respected for his business acumen and entrepreneurial spirit.
Rahul Bajaj is an alumnus of Harvard, St. Stephen's and Cathedral. He took over the reins of Bajaj Group in 1965. Under his stewardship, the turnover of the Bajaj Auto the flagship company has risen from Rs.72 million to Rs.46.16 billion. Rahul Bajaj created one of India's best companies in the difficult days of the licence-permit raj. He established factories at Akurdi and Waluj. In 1980s Bajaj Auto was top scooter producer in India and its Chetak brand had a 10-year waiting period.
The initiation of liberalization in India posed great challenges for Bajaj Auto. Liberalisation brought the threat of cheap imports and FDI from top companies like Honda. Rahul Bajaj became famous as the head of the Bombay Club, which opposed liberalization. The scooter sails plummeted as people were more interested in motorcycles and the rival Hero Honda was a pioneer in it.
The recession and stock market collapse of 2001 hit the company hard and it was predicted that the days of Bajaj Auto were numbered. However, Bajaj Auto re-invented itself, established a world-class factory in Chakan, invested in R&D and came up with Bajaj Pulsar Motorcycle. Bajaj Pulsar is currently a leader in its segment.
Recently, Rahul Bajaj was elected to Rajya Sabha from Maharashtra.
by
Anand Kumar Pandey
pgdm sec-a
3rd sem
Biography of Subhas Chandra
Achievement: Founder of Zee TV, India's first private TV channel
Subhash Chandra is the founder of Zee TV, India's first private TV channel. This onetime rice trader from Hissar, Haryana has today transformed into a media baron and his other interests include packaging, theme parks, lotteries and cinema multiplexes.
Subhash Chandra launched Zee Telefilms Limited in October 1992 as a content supplier for Zee TV - India's first Hindi satellite channel. Subash Chandra was the first in India who sought to harness the huge business potential of satellite television channels. Before the launch of Zee TV viewers in India were under the firm grip of Doordarshan, the state-controlled terrestrial network. It was Subhash Chandra's vision that helped give birth to the satellite TV industry in India and inspired others to follow suit.
After the launch of Zee TV, he commenced Siticable operations in 1995 and also started a joint venture with News Corp. In 1995, he launched two new channels, Zee News and Zee Cinema. In 2000, Zee TV became the first cable company in India to launch Internet over Cable services. In 2003, Zee TV became the first service provider in India to launch Direct to Home (DTH) services. In a short span of time Zee TV has become a big media and has give tough competition to international media moghuls such as Rupert Murdoch.
Subhash Chandra's meteoric rise in the past decade is somewhat similar to the rise of Dhirubhai Ambani in 1980s and 1990s.
By,
kumar Deep Shanker
pgdm sec-a
3rd sem
Subhash Chandra is the founder of Zee TV, India's first private TV channel. This onetime rice trader from Hissar, Haryana has today transformed into a media baron and his other interests include packaging, theme parks, lotteries and cinema multiplexes.
Subhash Chandra launched Zee Telefilms Limited in October 1992 as a content supplier for Zee TV - India's first Hindi satellite channel. Subash Chandra was the first in India who sought to harness the huge business potential of satellite television channels. Before the launch of Zee TV viewers in India were under the firm grip of Doordarshan, the state-controlled terrestrial network. It was Subhash Chandra's vision that helped give birth to the satellite TV industry in India and inspired others to follow suit.
After the launch of Zee TV, he commenced Siticable operations in 1995 and also started a joint venture with News Corp. In 1995, he launched two new channels, Zee News and Zee Cinema. In 2000, Zee TV became the first cable company in India to launch Internet over Cable services. In 2003, Zee TV became the first service provider in India to launch Direct to Home (DTH) services. In a short span of time Zee TV has become a big media and has give tough competition to international media moghuls such as Rupert Murdoch.
Subhash Chandra's meteoric rise in the past decade is somewhat similar to the rise of Dhirubhai Ambani in 1980s and 1990s.
By,
kumar Deep Shanker
pgdm sec-a
3rd sem
Biography of Jeff Immelt
Jeffrey Immelt became the ninth Chairman of General Electric in 2001. He began working at General Electric in 1982 and rose through the ranks to become the CEO almost twenty years later.
Jeffrey Immelt was born on February 19, 1956 in Cincinnati, Ohio and grew up in a household already under the watchful eye of General Electric. His father worked for the General Electric Aircraft Engines Division and undoubtedly influenced Immelt's vision for the company. As a boy, Immelt enjoyed sports and exhibited strong leadership skills both in and out of the classroom. He went on to study applied mathematics at Dartmouth College where he became president of his fraternity, Phi Delta Alpha.
During college Immelt worked in the Ford Motor assembly plant over the summers until his graduation in 1978. He worked for Procter & Gamble for a brief period before attending graduate school at Harvard University. Immelt graduated with an MBA from Harvard in 1982 and immediately took a job at General Electric. Although he started working at the corporate office in Fairfield, Connecticut, Jeffrey Immelt was eventually moved to the office in Dallas where he met his future wife, Andrea Allen. They married in 1986.
Jeff Immelt worked his way up from district sales manager to vice president of GE Appliances. When he arrived at the division in 1989, Immelt was faced with the recent recall of millions of refrigerators as a result of failed compressors. His tact and managerial skills earned him the respect of the workers during this difficult time and he was known for giving memorable motivational speeches at the factory from a forklift.
Following his success at the Appliances division, Immelt moved to the GE Plastics division in 1992. Although he failed to meet financial goals, Immelt continued to help GE grow as a company. He moved to the Medical Systems division and was named president and CEO of that division in 1997. GE Medical Systems (GEM) needed financial guidance and under the supervision of Immelt, GEM became one of the world's most influential and successful medical-imaging companies. Immelt helped lead GEM's revolutionary mammogram technologies into mainstream medical care and brought the world's fastest CAT-scan machine to the marketplace.
With his overwhelming success, Immelt gained recognition both inside and outside of the company. With the impending retirement of the acclaimed CEO Jack Welch, Immelt became one of a half dozen candidates for the position. By 2000, the list had been narrowed down to three people and Immelt was a clear favorite. GE announced Immelt's selection as CEO on November 27, 2000.
Immelt fought pressure to sell off divisions of GE and focus on core products, saying that each one of GE's companies was a part of a collective whole. Immelt helped keep GE afloat during scandals and financial crises in a post-9/11 America, giving him a difficult first year as CEO. Despite the hardships, Immelt continued to grow the GE brand and revolutionize the internal structure of the company. He kept managers in divisions longer so they could feel the consequences of their decisions whether good or bad. He also revived GE's old Schenectady lab in New York and renamed it the Global Research Center where scientists experiment with everything from nanotechnology to hydrogen power. Immelt felt that GE needed to diversify it's holdings even more and helped build a new multi-media division that included cable-television channels.
For the first few years as GE CEO, Jeffrey R. Immelt focused on using technology better, diversifying management within the company, and reaching the consumer in order to connect with their needs. He has focused on bringing different people and faces into stronger leadership positions within the company in order to help give GE not only new ideas but also new faces to relate to the public. Although he has been compared to his predecessor, Jack Welch, Immelt has clearly created his own style of managing General Electric.
by
anand kumar pandey
pgdm sec-a
3rd sem
Jeffrey Immelt was born on February 19, 1956 in Cincinnati, Ohio and grew up in a household already under the watchful eye of General Electric. His father worked for the General Electric Aircraft Engines Division and undoubtedly influenced Immelt's vision for the company. As a boy, Immelt enjoyed sports and exhibited strong leadership skills both in and out of the classroom. He went on to study applied mathematics at Dartmouth College where he became president of his fraternity, Phi Delta Alpha.
During college Immelt worked in the Ford Motor assembly plant over the summers until his graduation in 1978. He worked for Procter & Gamble for a brief period before attending graduate school at Harvard University. Immelt graduated with an MBA from Harvard in 1982 and immediately took a job at General Electric. Although he started working at the corporate office in Fairfield, Connecticut, Jeffrey Immelt was eventually moved to the office in Dallas where he met his future wife, Andrea Allen. They married in 1986.
Jeff Immelt worked his way up from district sales manager to vice president of GE Appliances. When he arrived at the division in 1989, Immelt was faced with the recent recall of millions of refrigerators as a result of failed compressors. His tact and managerial skills earned him the respect of the workers during this difficult time and he was known for giving memorable motivational speeches at the factory from a forklift.
Following his success at the Appliances division, Immelt moved to the GE Plastics division in 1992. Although he failed to meet financial goals, Immelt continued to help GE grow as a company. He moved to the Medical Systems division and was named president and CEO of that division in 1997. GE Medical Systems (GEM) needed financial guidance and under the supervision of Immelt, GEM became one of the world's most influential and successful medical-imaging companies. Immelt helped lead GEM's revolutionary mammogram technologies into mainstream medical care and brought the world's fastest CAT-scan machine to the marketplace.
With his overwhelming success, Immelt gained recognition both inside and outside of the company. With the impending retirement of the acclaimed CEO Jack Welch, Immelt became one of a half dozen candidates for the position. By 2000, the list had been narrowed down to three people and Immelt was a clear favorite. GE announced Immelt's selection as CEO on November 27, 2000.
Immelt fought pressure to sell off divisions of GE and focus on core products, saying that each one of GE's companies was a part of a collective whole. Immelt helped keep GE afloat during scandals and financial crises in a post-9/11 America, giving him a difficult first year as CEO. Despite the hardships, Immelt continued to grow the GE brand and revolutionize the internal structure of the company. He kept managers in divisions longer so they could feel the consequences of their decisions whether good or bad. He also revived GE's old Schenectady lab in New York and renamed it the Global Research Center where scientists experiment with everything from nanotechnology to hydrogen power. Immelt felt that GE needed to diversify it's holdings even more and helped build a new multi-media division that included cable-television channels.
For the first few years as GE CEO, Jeffrey R. Immelt focused on using technology better, diversifying management within the company, and reaching the consumer in order to connect with their needs. He has focused on bringing different people and faces into stronger leadership positions within the company in order to help give GE not only new ideas but also new faces to relate to the public. Although he has been compared to his predecessor, Jack Welch, Immelt has clearly created his own style of managing General Electric.
by
anand kumar pandey
pgdm sec-a
3rd sem
Friday, September 25, 2009
OWNER OF HCL
Shiv Nadar Profile
Achevement: Chief Executive Officer of Hindustan Computers Limited (HCL), India's largest infotech conglomerate
Shiv Nadar is the Chief Executive Officer of Hindustan Computers Limited (HCL), India's largest infotech conglomerate. He figures in the Forbes list of Indian billionaires.
Originally hailing from Moolaipozhi Village,Trichendur,Tutocorin District, Tamil Nadu, Shiv Nadar moved to Delhi in 1968. He worked as an engineer with DCM Ltd. But the entrepreneur in Shiv Nadar wanted to set up his own business. Therefore, he along with six of his colleagues launched a firm making office products like copiers.
In late 1970s, when IBM quit India, Shiv Nadar's HCL stepped in to fill the vacuum. In 1982, HCL came out with its first computer. Today, HCL derives 80% of its revenue from computers and office equipment. HCL has also been spreading its global reach. Its Singapore subsidiary, Far East Computers, achieved a breakthrough in imaging technology, which, among other applications, enables computers to read handwritten tax returns.
HCL has adopted innovative practices to achieve growth. In the U.S, a software subsidiary, HCL America, has reaped huge dividends by taking advantage of global time zones. Every morning, the company's Chennai office receives software assignments from the U.S, just after work stops there for the night. A team of Indian engineers, with salaries much lower than those of their American counterparts, complete the jobs and send them back in the evening.
In a short span of time, Shiv Nadar has reached pinnacle of success by his hardwork, vision, and entrepreneurial spirit.
SONAM KUMARI GUPTA
PGDM 1st SEM.
YEAR 2009-11
Achevement: Chief Executive Officer of Hindustan Computers Limited (HCL), India's largest infotech conglomerate
Shiv Nadar is the Chief Executive Officer of Hindustan Computers Limited (HCL), India's largest infotech conglomerate. He figures in the Forbes list of Indian billionaires.
Originally hailing from Moolaipozhi Village,Trichendur,Tutocorin District, Tamil Nadu, Shiv Nadar moved to Delhi in 1968. He worked as an engineer with DCM Ltd. But the entrepreneur in Shiv Nadar wanted to set up his own business. Therefore, he along with six of his colleagues launched a firm making office products like copiers.
In late 1970s, when IBM quit India, Shiv Nadar's HCL stepped in to fill the vacuum. In 1982, HCL came out with its first computer. Today, HCL derives 80% of its revenue from computers and office equipment. HCL has also been spreading its global reach. Its Singapore subsidiary, Far East Computers, achieved a breakthrough in imaging technology, which, among other applications, enables computers to read handwritten tax returns.
HCL has adopted innovative practices to achieve growth. In the U.S, a software subsidiary, HCL America, has reaped huge dividends by taking advantage of global time zones. Every morning, the company's Chennai office receives software assignments from the U.S, just after work stops there for the night. A team of Indian engineers, with salaries much lower than those of their American counterparts, complete the jobs and send them back in the evening.
In a short span of time, Shiv Nadar has reached pinnacle of success by his hardwork, vision, and entrepreneurial spirit.
SONAM KUMARI GUPTA
PGDM 1st SEM.
YEAR 2009-11
AKIO MORITA
Sony Corporation, Monday, Oct. 3, 1999 -- Akio Morita was born on January 26, 1921, in the city of Nagoya, to a family of sake brewers. The Morita family has been brewing sake for nearly 400 years in the city of Tokoname, near Nagoya. Under the strict eyes of his father, Kyuzaemon, Akio was groomed to become the heir to the family business. As a student, Akio often sat in on company meetings with his father and he would help with the family business even on school holidays.
The Morita family had in those days already embraced the latest in Western culture, like the automobile and the electric phonograph. Whenever he was relieved from his household duties, the young Akio would become engrossed in taking apart the phonograph and putting it back together.
From an early age, Akio was fond of tinkering with electronic appliances, and mathematics and physics were his favorite subjects during his elementary and junior high school days. After graduating from High School Number Eight, he entered the Physics Department at Osaka Imperial University.
During that time, Japan was in midst of the Pacific War. In 1944, Akio, who had become a Navy lieutenant upon graduation from university that year, met the late Masaru Ibuka for the first time in the Navy's Wartime Research Committee.
When he returned to the family home in Nagoya after the war, Morita was invited to join the faculty of the Tokyo Institute of Technology by one of its professors. Morita packed his belongings and prepared to leave for Tokyo, when an article about a research laboratory founded by Ibuka appeared in an Asahi newspaper column called, "Blue Pencil." With the end of the war, Ibuka had founded Tokyo Telecommunications Research Institute to embark on a new beginning. Upon reading this article, Morita visited Ibuka in Tokyo and they decided to establish a new company together.
On May 7, 1946, Ibuka and Morita founded Tokyo Tsushin Kogyo K.K. (Tokyo Telecommunications Engineering Corporation) with approximately 20 employees and initial capital of 190,000 yen. At that time, Ibuka was 38 years old and Morita was 25.
Throughout their long partnership, Ibuka devoted his energies to technological research and product development, while Morita was instrumental in leading Sony in the areas of marketing, globalization, finance and human resources. Morita also spearheaded Sony's entry into the software business, and he contributed to the overall management of the company.
The company's drive to expand its business globally is apparent in the decision to change its corporate name to Sony in 1958, a decision that was not well received either within or outside the company because Tokyo Tsushin Kogyo had already become widely known. To counter such views, Morita stressed it was necessary to change the name of the company to something that was easier to pronounce and remember, in order for the company to grow and increase its presence globally. In addition, Morita reasoned that the company could one day branch out into products other than electronics and the name Tokyo Tsushin Kogyo would no longer be appropriate. Therefore, he changed the name to Sony Corporation and decided to write 'Sony' in the katakana alphabet (a Japanese alphabet that is normally used to write foreign names), something that was unheard of at that time.
In 1960, Sony Corporation of America was established in the United States. Morita decided to move to the U.S. with his family and took the lead in creating new sales channels for the company. He believed that Sony should develop its own direct sales channels, rather than rely on local dealers.
Many products that have been launched throughout Sony's history can be credited to Morita's creativity and innovative ideas. His ideas gave birth to totally new lifestyles and cultures, and this is evident from such products as the Walkman and the video cassette recorder.
Morita also demonstrated his ability to break away from conventional thinking in the financial area, when Sony issued American Depositary Receipts in the U.S. in 1961. It was the first time that a Japanese company had offered shares on the New York Stock Exchange, and this enabled the company to raise capital not just in Japan. Sony paved the way for Japanese companies to raise foreign capital, at a time when the common practice of Japanese management was to borrow funds from banks.
In the area of human resources, Morita wrote a book called Never Mind School Records in 1966 and stressed that school records are not important in carrying out a job. Morita's point of view, which he had first made known more than 30 years ago, is today followed by many companies in Japan.
gaurav jain
pgdm Isem
(year2009-11)
The Morita family had in those days already embraced the latest in Western culture, like the automobile and the electric phonograph. Whenever he was relieved from his household duties, the young Akio would become engrossed in taking apart the phonograph and putting it back together.
From an early age, Akio was fond of tinkering with electronic appliances, and mathematics and physics were his favorite subjects during his elementary and junior high school days. After graduating from High School Number Eight, he entered the Physics Department at Osaka Imperial University.
During that time, Japan was in midst of the Pacific War. In 1944, Akio, who had become a Navy lieutenant upon graduation from university that year, met the late Masaru Ibuka for the first time in the Navy's Wartime Research Committee.
When he returned to the family home in Nagoya after the war, Morita was invited to join the faculty of the Tokyo Institute of Technology by one of its professors. Morita packed his belongings and prepared to leave for Tokyo, when an article about a research laboratory founded by Ibuka appeared in an Asahi newspaper column called, "Blue Pencil." With the end of the war, Ibuka had founded Tokyo Telecommunications Research Institute to embark on a new beginning. Upon reading this article, Morita visited Ibuka in Tokyo and they decided to establish a new company together.
On May 7, 1946, Ibuka and Morita founded Tokyo Tsushin Kogyo K.K. (Tokyo Telecommunications Engineering Corporation) with approximately 20 employees and initial capital of 190,000 yen. At that time, Ibuka was 38 years old and Morita was 25.
Throughout their long partnership, Ibuka devoted his energies to technological research and product development, while Morita was instrumental in leading Sony in the areas of marketing, globalization, finance and human resources. Morita also spearheaded Sony's entry into the software business, and he contributed to the overall management of the company.
The company's drive to expand its business globally is apparent in the decision to change its corporate name to Sony in 1958, a decision that was not well received either within or outside the company because Tokyo Tsushin Kogyo had already become widely known. To counter such views, Morita stressed it was necessary to change the name of the company to something that was easier to pronounce and remember, in order for the company to grow and increase its presence globally. In addition, Morita reasoned that the company could one day branch out into products other than electronics and the name Tokyo Tsushin Kogyo would no longer be appropriate. Therefore, he changed the name to Sony Corporation and decided to write 'Sony' in the katakana alphabet (a Japanese alphabet that is normally used to write foreign names), something that was unheard of at that time.
In 1960, Sony Corporation of America was established in the United States. Morita decided to move to the U.S. with his family and took the lead in creating new sales channels for the company. He believed that Sony should develop its own direct sales channels, rather than rely on local dealers.
Many products that have been launched throughout Sony's history can be credited to Morita's creativity and innovative ideas. His ideas gave birth to totally new lifestyles and cultures, and this is evident from such products as the Walkman and the video cassette recorder.
Morita also demonstrated his ability to break away from conventional thinking in the financial area, when Sony issued American Depositary Receipts in the U.S. in 1961. It was the first time that a Japanese company had offered shares on the New York Stock Exchange, and this enabled the company to raise capital not just in Japan. Sony paved the way for Japanese companies to raise foreign capital, at a time when the common practice of Japanese management was to borrow funds from banks.
In the area of human resources, Morita wrote a book called Never Mind School Records in 1966 and stressed that school records are not important in carrying out a job. Morita's point of view, which he had first made known more than 30 years ago, is today followed by many companies in Japan.
gaurav jain
pgdm Isem
(year2009-11)
MUKESH AMBNI PROFILE
Born: April 19, 1957
Achievement: Chairman and Managing Director of Reliance Industries Limited, India's largest private sector company; Chosen as ET Business Leader of the Year 2006; Ranked 42nd among the World's Most Respected Business Leaders and second among the four Indian CEOs featured in a survey conducted by PricewaterhouseCoopers and published in Financial Times, London, November 2004.
Mukesh Ambani is the face of new emerging India. He is the Chairman and Managing Director of Reliance Industries Limited, India's largest private sector company.
Mukesh Ambani was born on April 19, 1957 in Mumbai. His father Dhirubhai Ambani was then a small businessman who later on rose to become one of the legends of Indian industry. Mukesh Ambani did his Bachelors in Chemical Engineering from University of Bombay and Masters in Business Administration from Stanford University, USA.
Mukesh Ambani joined Reliance in 1981 and was the brain behind Reliance's backward integration from textiles into polyester fibres and further into petrochemicals. During the process of backward integration, Mukesh Ambani led the creation of 51 new, world-class manufacturing facilities involving diverse technologies that raised Reliance's manufacturing capacities manifold.
World's largest grassroots petroleum refinery at Jamnagar is the brainchild of Mukesh Ambani. He was also the incharge of Dhirubhai's dream project Reliance Infocomm. But after the split in the Reliance Empire, Reliance Infocomm went to his brother Anil Ambani. Mukesh Ambani is now planning to enter retail sector in a big way. He has plans to establish big retail stores all over the country. Recently, he also entered into an agreement with Haryana Government to establish a Special Economic Zone (SEZ) with an investment running into thousands of crores.
Mukesh Ambani has many achievements and honours to his name. Mukesh Ambani was chosen as the ET Business leader of the Year 2006. He was ranked 42nd among the World's Most Respected Business Leaders and second among the four Indian CEOs featured in a survey conducted by PricewaterhouseCoopers and published in Financial Times, London, November 2004. He was conferred the World Communication Award for the Most Influential Person in Telecommunications in 2004 by Total Telecom, October, 2004. Mukesh Ambani was also conferred the Asia Society Leadership Award by the Asia Society, Washington D.C., USA,
PRAVESH YADAV
PGDM 1st sem
2009-11
OWNER OF HYUNDAI
Chung Ju Yung (1915-2001) founded Korea's Hyundai Group, which remained his country's most powerful chaebol, or family-run conglomerate, for years. Chung's assemblage of corporate entities, which he was said to run by relying heavily upon his famous iron will, included the automaker Hyundai as well as large construction, shipbuilding, and electronics concerns. In his later years, Chung entertained political ambitions and ran for president of South Korea.
Stole Family Cow
Chung Ju Yung was born on November 25, 1915, in Tongchon, located in the northern section of Korea, then annexed to Japan. At the time of Chung's birth, Korea had been under harsh Japanese colonial rule for five years; the northern regions would eventually fall under communist domination as North Korea in 1948. Chung was the oldest in a family of eight that eked out a living on the land, and he was forced to abandon his education after grade school in order to work to help support his family. He attempted to run away on two occasions, and after stints on a railway construction site and as a dock worker, he secretly sold the family cow and fled from home with the money. After walking to Seoul, one of Korea's larger cities, Chung found a job working at a rice shop as a bicycle delivery person. He eventually bought the business, on credit, but harsh Japanese military rule made owning businesses difficult for Koreans. A small truck and repair garage he established in 1940 languished under the same harsh economic restrictions.
By the end of World War II and the ouster of the Japanese, Chung had begun a family with his wife, Byun Joong Suk, whom he had married at the age of 15 in 1930. Several of his brothers had by now also followed him from Tongchon to Seoul. At the war's close Japan had been vanquished by Allied forces, and Korea prepared for political and economic independence. With a major reconstruction effort underway, Chung moved from automobile-servicing to the construction industry and won several lucrative early contracts from the U.S.-run military government in the southern half of the country. His company's growth was again affected by the outbreak of war as northern and southern Korea battled alongside their respective controlling superpowers between 1950 and 1953. Following the war Chung's Hyundai Engineering and Construction thrived.
Company Expanded Alongside Country
Like those of other large chaebols, the fortunes of Chung's Hyundai group were boosted due to ties with South Korea's political elite. A military junta came to power in 1961 under Park Chung Hee, and the following year Chung's company won the Ssoyangang Dam project; it also built the Kyongbu (Seoul-Pusan) Expressway, South Korea's first major highway, which was completed in 1970. Park was determined to industrialize South Korea in order to free it from dependence on foreign aid, and Chung's business interests continued to expand along with this government policy. In the late 1960s he built an automobile manufacturing plant in Ulsan, on the country's southeastern coast. Initially it built two Ford Motor Company models for the South Korean domestic market, but in 1974 unveiled the first true Hyundai, the Pony. Chung's younger brother, Chung Se Yung, was put in charge of the auto group.
Chung kept expanding his Hyundai chaebol to include 86 companies at its largest. He was known to be a strong-willed business foe, constantly striving to stay ahead of other top Korean chaebols like Samsung and Daewoo. In 1971 Chung met with bankers from London's esteemed Barclays house in the hopes of gaining financing to begin a shipbuilding firm. To quell the bank's doubts, he showed them a 500-won bank note with an illustration of the world's first ironclad ship, built in Korea in 1592. As with all of Chung's other ventures, Hyundai Heavy Industries thrived and within 30 years had become the largest builder of merchant ships in the world. In the early 1980s, worried about the dominance of Samsung in the electronics market, Chung launched Hyundai Electronics, which soon flourished as a maker of semiconductor chips for computers. The tycoon's formidable business skills landed him a post as head of South Korea's Olympic Bidding Committee, and he was instrumental in drafting South Korea's winning proposal to host the 1988 Summer Games. The international sporting event was a turning point in the small, overcrowded nation's image.
A Demanding Boss and Parent
Daily breakfast meetings with his sons, who became top executives, took place at 5:30 a.m., but Chung was oftentimes awake hours before. The Hyundai chief "managed his sprawling industrial empire with an iron hand that befitted a Confucian patriarch," explained Financial Times writer John Burton. "He was said to hurl ashtrays and to slap managers who displeased him." Both Hyundai's automobile manufacturing and shipbuilding concerns were based in Ulsan, and it eventually became known informally as "Hyundai City." In time, South Korea itself would even be dubbed the "Republic of Hyundai" by critics observing the dominance of Chung's brand in all sectors of the Korean economy. The Hyundai name seemed to be everywhere in South Korea. It built trains, bridges, ships, and a plethora of consumer goods besides cars. Chung's close ties with the ruling governments, which were military in character until 1992, helped him battle labor-union movements, especially one at the Ulsan shipyard in the 1980s that dragged on for five years. At the time, South Koreans worked six-day weeks, with little vacation time, and earned some of the lowest wages in the industrialized world. Government riot police finally stepped in to quell the unrest at Ulsan in 1987, but a pro-democracy movement had taken hold countrywide, and the military juntas under Park and his successors were now considered illegitimate holders of power.
Despite his success in South Korea, Chung was interested in expanding his company beyond his country's borders. In the 1970s Hyundai Engineering and Construction bid for and won lucrative contracts for projects in the Middle East, including the construction of a vast oil terminal port facility. In 1985 Hyundai Motors produced its first cars for the American market and within a few years had made South Korea one of just a handful of export nations to hold a share of the U.S. automobile market. Yet Chung was eyeing a market closer to home: the heavily armed, isolated, and repressive socialist state of North Korea, where he still had family. Since the end of the Korean War in 1953, relations between the two Koreas were frosty at best; North Korea spent heavily on defense, and at one time boasted the fifth largest armed forces in the world; South Korea, meanwhile, was home to several thousand U.S. troops stationed at bases and alongside South Korean forces at the tense demilitarized zone (DMZ) that divided the two nations. North Korea maintained that South Koreans harbored a secret desire to be "liberated," while keeping its own citizens in a constant state of high alert by warning them that the U.S. and South Korea were planning to invade.
Returned Home with Cow
In 1989 Chung made a highly publicized visit to North Korea and announced that he would fund a tourism project in the Keumkang Mountains of his home province. He hoped to create a special coastal tourism zone in the east, near the DMZ, as a place where long-separated family members could reunite briefly. The plan fell through, however, and at times Chung, now in his 70s, began to voice criticism over his government's policies toward North Korea. In 1992 he announced he would be giving up several company posts in order to run for president. He launched his United People's Party (UUP) in February of 1992, but was bested by Kim Young Sam, President Roh Tae Woo's chosen successor. Chung won just 16 percent of the vote, but the UPP took 30 seats in the National Assembly. Kim became the first civilian president of the nation since the Korean War, and along with the new mood of democracy - and an impressive hike in the South Korean standard of living - came calls to dismantle the power of the chaebols.
Chung's political ambitions brought trouble for Hyundai. He was investigated and found guilty of diverting some $81 million in company funds to finance his campaign; his three-year sentence was suspended due to age, but several Hyundai officials were jailed and the state rescinded its policy of making favorable loans to the company. The government also began auditing Hyundai and Chung-family tax returns. Chung was still an ardent supporter of reconciliatory policies with the North and in 1998, following reports of widespread starvation in North Korea, he became the first civilian to cross the DMZ since the end of the Korean War. Prior to this moment, all travel between the two countries had to go through a third country, usually the Soviet Union or China. Chung, now 75 years old, walked the last part of the trip on foot. He brought with him 500 head of cattle from his own nearby farm as a gift to Tongchon, remarking that it was a gesture of reparation for taking his father's cow back in 1933. His visit was a major news event in South Korea; "Television networks interrupted their regular broadcasts with live footage of the trucks rumbling through the streets of Seoul on their way north," reported Time International correspondent Stella Kim. "Early Tuesday, the convoy stopped just short of the border, where more than 1 million heavily armed troops face off in a tense armistice… . A Buddhist priest in gray robes walked along the row of trucks, banging on a wooden block and praying that the animals would "survive until reunification.' "
Sons Warred with One Another
Chung met with North Korean leader Kim Jong Il, and within two years a North-South summit had taken place; this time Hyundai agreed to a $942 million investment plan in the north. Yet Chung faced more pressing concerns back in Seoul: a power struggle had erupted between his two oldest sons, with one enlisting the help of a South Korean government determined to break up the powerful chaebols. Chung had fathered nine children in all, but only five were likely born to his wife; the others were registered as part of his family anyway. There were two tragedies: the eldest, Chung Mong Pil, died in a car accident in 1982 and another, Chung Mong Woo, committed suicide in 1990. Mong Pil would have inherited control of the Hyundai empire at some point - the traditional chaebol practice - and the second eldest son, Chung Mong Koo, was thought to be next in line to succeed the father.
As the eldest living son, Chung Mong Koo was made chief of Hyundai Motors in 1998 and Chung gave his third son, Chung Mong Hun, the more lucrative construction and chip businesses. This launched an intense rivalry some say was fueled by the Chung sons' lack of allegiance to their family unit due to long-simmering resentment over legitimacy issues. Soon the infighting at the upper levels of the Hyundai Group reached an unparalleled level of acrimony, as Chung's health grew more frail and family members attempted to acquire control over parts of the business empire via stock deals. In 1999 Hyundai's combined sales stood at $80 billion, making Chung's empire the largest of the five main chaebols in South Korea during the last genuine year of their existence. Chung by then had been ordered to spin off some of the Hyundai businesses by the South Korean government, but the obstinate tycoon refused until debtors forced his hand in May of 2000.
Though he was said to be worth $6.2 billion, Chung lived in a modest home built from leftover construction materials from his company. He walked the three-mile trek to his office in Seoul daily until his health began to falter. He was an ardent fan of the Internet and liked to sing karaoke. He died of pneumonia on March 21, 2001, in Seoul, South Korea. His son Chung Mong Joon served as organizer of South Korea's hosting of the World Cup soccer tournament in 2002. After his death, the elder tycoon continued to generate respect; noted Guardian obituary writer Aidan Foster-Carter, Chung "personified his country's ascent from poverty to global success."
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
Stole Family Cow
Chung Ju Yung was born on November 25, 1915, in Tongchon, located in the northern section of Korea, then annexed to Japan. At the time of Chung's birth, Korea had been under harsh Japanese colonial rule for five years; the northern regions would eventually fall under communist domination as North Korea in 1948. Chung was the oldest in a family of eight that eked out a living on the land, and he was forced to abandon his education after grade school in order to work to help support his family. He attempted to run away on two occasions, and after stints on a railway construction site and as a dock worker, he secretly sold the family cow and fled from home with the money. After walking to Seoul, one of Korea's larger cities, Chung found a job working at a rice shop as a bicycle delivery person. He eventually bought the business, on credit, but harsh Japanese military rule made owning businesses difficult for Koreans. A small truck and repair garage he established in 1940 languished under the same harsh economic restrictions.
By the end of World War II and the ouster of the Japanese, Chung had begun a family with his wife, Byun Joong Suk, whom he had married at the age of 15 in 1930. Several of his brothers had by now also followed him from Tongchon to Seoul. At the war's close Japan had been vanquished by Allied forces, and Korea prepared for political and economic independence. With a major reconstruction effort underway, Chung moved from automobile-servicing to the construction industry and won several lucrative early contracts from the U.S.-run military government in the southern half of the country. His company's growth was again affected by the outbreak of war as northern and southern Korea battled alongside their respective controlling superpowers between 1950 and 1953. Following the war Chung's Hyundai Engineering and Construction thrived.
Company Expanded Alongside Country
Like those of other large chaebols, the fortunes of Chung's Hyundai group were boosted due to ties with South Korea's political elite. A military junta came to power in 1961 under Park Chung Hee, and the following year Chung's company won the Ssoyangang Dam project; it also built the Kyongbu (Seoul-Pusan) Expressway, South Korea's first major highway, which was completed in 1970. Park was determined to industrialize South Korea in order to free it from dependence on foreign aid, and Chung's business interests continued to expand along with this government policy. In the late 1960s he built an automobile manufacturing plant in Ulsan, on the country's southeastern coast. Initially it built two Ford Motor Company models for the South Korean domestic market, but in 1974 unveiled the first true Hyundai, the Pony. Chung's younger brother, Chung Se Yung, was put in charge of the auto group.
Chung kept expanding his Hyundai chaebol to include 86 companies at its largest. He was known to be a strong-willed business foe, constantly striving to stay ahead of other top Korean chaebols like Samsung and Daewoo. In 1971 Chung met with bankers from London's esteemed Barclays house in the hopes of gaining financing to begin a shipbuilding firm. To quell the bank's doubts, he showed them a 500-won bank note with an illustration of the world's first ironclad ship, built in Korea in 1592. As with all of Chung's other ventures, Hyundai Heavy Industries thrived and within 30 years had become the largest builder of merchant ships in the world. In the early 1980s, worried about the dominance of Samsung in the electronics market, Chung launched Hyundai Electronics, which soon flourished as a maker of semiconductor chips for computers. The tycoon's formidable business skills landed him a post as head of South Korea's Olympic Bidding Committee, and he was instrumental in drafting South Korea's winning proposal to host the 1988 Summer Games. The international sporting event was a turning point in the small, overcrowded nation's image.
A Demanding Boss and Parent
Daily breakfast meetings with his sons, who became top executives, took place at 5:30 a.m., but Chung was oftentimes awake hours before. The Hyundai chief "managed his sprawling industrial empire with an iron hand that befitted a Confucian patriarch," explained Financial Times writer John Burton. "He was said to hurl ashtrays and to slap managers who displeased him." Both Hyundai's automobile manufacturing and shipbuilding concerns were based in Ulsan, and it eventually became known informally as "Hyundai City." In time, South Korea itself would even be dubbed the "Republic of Hyundai" by critics observing the dominance of Chung's brand in all sectors of the Korean economy. The Hyundai name seemed to be everywhere in South Korea. It built trains, bridges, ships, and a plethora of consumer goods besides cars. Chung's close ties with the ruling governments, which were military in character until 1992, helped him battle labor-union movements, especially one at the Ulsan shipyard in the 1980s that dragged on for five years. At the time, South Koreans worked six-day weeks, with little vacation time, and earned some of the lowest wages in the industrialized world. Government riot police finally stepped in to quell the unrest at Ulsan in 1987, but a pro-democracy movement had taken hold countrywide, and the military juntas under Park and his successors were now considered illegitimate holders of power.
Despite his success in South Korea, Chung was interested in expanding his company beyond his country's borders. In the 1970s Hyundai Engineering and Construction bid for and won lucrative contracts for projects in the Middle East, including the construction of a vast oil terminal port facility. In 1985 Hyundai Motors produced its first cars for the American market and within a few years had made South Korea one of just a handful of export nations to hold a share of the U.S. automobile market. Yet Chung was eyeing a market closer to home: the heavily armed, isolated, and repressive socialist state of North Korea, where he still had family. Since the end of the Korean War in 1953, relations between the two Koreas were frosty at best; North Korea spent heavily on defense, and at one time boasted the fifth largest armed forces in the world; South Korea, meanwhile, was home to several thousand U.S. troops stationed at bases and alongside South Korean forces at the tense demilitarized zone (DMZ) that divided the two nations. North Korea maintained that South Koreans harbored a secret desire to be "liberated," while keeping its own citizens in a constant state of high alert by warning them that the U.S. and South Korea were planning to invade.
Returned Home with Cow
In 1989 Chung made a highly publicized visit to North Korea and announced that he would fund a tourism project in the Keumkang Mountains of his home province. He hoped to create a special coastal tourism zone in the east, near the DMZ, as a place where long-separated family members could reunite briefly. The plan fell through, however, and at times Chung, now in his 70s, began to voice criticism over his government's policies toward North Korea. In 1992 he announced he would be giving up several company posts in order to run for president. He launched his United People's Party (UUP) in February of 1992, but was bested by Kim Young Sam, President Roh Tae Woo's chosen successor. Chung won just 16 percent of the vote, but the UPP took 30 seats in the National Assembly. Kim became the first civilian president of the nation since the Korean War, and along with the new mood of democracy - and an impressive hike in the South Korean standard of living - came calls to dismantle the power of the chaebols.
Chung's political ambitions brought trouble for Hyundai. He was investigated and found guilty of diverting some $81 million in company funds to finance his campaign; his three-year sentence was suspended due to age, but several Hyundai officials were jailed and the state rescinded its policy of making favorable loans to the company. The government also began auditing Hyundai and Chung-family tax returns. Chung was still an ardent supporter of reconciliatory policies with the North and in 1998, following reports of widespread starvation in North Korea, he became the first civilian to cross the DMZ since the end of the Korean War. Prior to this moment, all travel between the two countries had to go through a third country, usually the Soviet Union or China. Chung, now 75 years old, walked the last part of the trip on foot. He brought with him 500 head of cattle from his own nearby farm as a gift to Tongchon, remarking that it was a gesture of reparation for taking his father's cow back in 1933. His visit was a major news event in South Korea; "Television networks interrupted their regular broadcasts with live footage of the trucks rumbling through the streets of Seoul on their way north," reported Time International correspondent Stella Kim. "Early Tuesday, the convoy stopped just short of the border, where more than 1 million heavily armed troops face off in a tense armistice… . A Buddhist priest in gray robes walked along the row of trucks, banging on a wooden block and praying that the animals would "survive until reunification.' "
Sons Warred with One Another
Chung met with North Korean leader Kim Jong Il, and within two years a North-South summit had taken place; this time Hyundai agreed to a $942 million investment plan in the north. Yet Chung faced more pressing concerns back in Seoul: a power struggle had erupted between his two oldest sons, with one enlisting the help of a South Korean government determined to break up the powerful chaebols. Chung had fathered nine children in all, but only five were likely born to his wife; the others were registered as part of his family anyway. There were two tragedies: the eldest, Chung Mong Pil, died in a car accident in 1982 and another, Chung Mong Woo, committed suicide in 1990. Mong Pil would have inherited control of the Hyundai empire at some point - the traditional chaebol practice - and the second eldest son, Chung Mong Koo, was thought to be next in line to succeed the father.
As the eldest living son, Chung Mong Koo was made chief of Hyundai Motors in 1998 and Chung gave his third son, Chung Mong Hun, the more lucrative construction and chip businesses. This launched an intense rivalry some say was fueled by the Chung sons' lack of allegiance to their family unit due to long-simmering resentment over legitimacy issues. Soon the infighting at the upper levels of the Hyundai Group reached an unparalleled level of acrimony, as Chung's health grew more frail and family members attempted to acquire control over parts of the business empire via stock deals. In 1999 Hyundai's combined sales stood at $80 billion, making Chung's empire the largest of the five main chaebols in South Korea during the last genuine year of their existence. Chung by then had been ordered to spin off some of the Hyundai businesses by the South Korean government, but the obstinate tycoon refused until debtors forced his hand in May of 2000.
Though he was said to be worth $6.2 billion, Chung lived in a modest home built from leftover construction materials from his company. He walked the three-mile trek to his office in Seoul daily until his health began to falter. He was an ardent fan of the Internet and liked to sing karaoke. He died of pneumonia on March 21, 2001, in Seoul, South Korea. His son Chung Mong Joon served as organizer of South Korea's hosting of the World Cup soccer tournament in 2002. After his death, the elder tycoon continued to generate respect; noted Guardian obituary writer Aidan Foster-Carter, Chung "personified his country's ascent from poverty to global success."
MAYANK SRIVASTAVA
PGDM 1st SEM.
YEAR 2009-11
ANIL AMBNI PRFILE
Born: June 4, 1959
Achievement: Chairman of Anil Dhirubhai Ambani Group; Chosen as the 'CEO of the Year 2004' in the Platts Global Energy Awards and MTV Youth Icon of the Year' in September 2003
Anil Ambani is one of the foremost entrepreneurs of Independent India. He is the Chairman of Anil Dhirubhai Ambani Group. Earlier, before the split in the Reliance Group, Anil Ambani held the post of Vice Chairman and Managing Director in Reliance Industries Limited (RIL).
Born on June 4, 1959, Anil Ambani did his Bachelors in Science from the University of Bombay and Masters in Business Administration The Wharton School at the University of Pennsylvania.
Anil Ambani joined Reliance in 1983 as Co-Chief Executive Officer. He pioneered India Inc's forays into overseas capital markets with international public offerings of global depository receipts, convertibles and bonds. Starting from 1991, he led Reliance in its efforts to raise, around US$2 billion from overseas financial markets. In January 1997, the 100-year Yankee bond issue was launched under his stewardship.
After the split in Reliance Group, Anil Ambani founded Anil Dhirubhai Ambani Group. He is the Chairman of all listed Group companies, which include: Reliance Communications, Reliance Capital, Reliance Energy and Reliance Natural Resources Limited.
Anil Ambai was elected as an independent member Rajya Sabha MP in June 2004. But he resigned voluntarily on March 25, 2006.
Anil Ambani has won several awards and honours. Major among these include: 'CEO of the Year 2004' in the Platts Global Energy Awards, 'MTV Youth Icon of the Year' in September 2003, 'The Entrepreneur of the Decade Award' by the Bombay Management Association, and 'Businessman of the Year Award' by leading Business Magazine, Business India in 1997.
PRAVESH YADAV
PGDM 1st sem
2009-11
Thursday, September 24, 2009
Biography of Mark Hurd
Mark Hurd born on January 01, 1956 has been chief executive officer and president of HP and a member of the company’s board of directors since early 2005. In September 2006, he was named chairman of the board.
With the goal of establishing HP as the world’s leading technology company, Hurd has sharpened HP’s strategic focus and concentrated its R&D investments on three long-term growth opportunities: next-generation enterprise data center architecture and services; technologies for always connected, always personal mobile experiences; and a broad transition from analog to digital imaging and printing across the consumer, commercial and industrial markets.
At the same time, Hurd has improved HP’s operating efficiency and execution as well as its financial performance and customer focus. The result has been increasing growth and profitability, greater value for shareholders and customers, and a stronger competitive position in global IT markets. For the most recent four fiscal quarters, HP revenue totaled $104.3 billion.
Prior to joining HP, Hurd spent 25 years at NCR Corp., where he held a variety of management, operations, and sales and marketing roles that culminated in his two-year tenure as chief executive officer and president. His leadership was marked by successful efforts to improve operations, bolster the position of NCR’s product line and build a strong executive team.
Hurd is a member of the Technology CEO Council, a coalition of chairmen and chief executive officers of IT companies, which develops and advocates public policy positions on technology and trade issues.
He earned a bachelor’s degree in business administration in 1979 from Baylor University.
By,
Anand Kumar Pandey
pgdm sec-a
3rd sem
With the goal of establishing HP as the world’s leading technology company, Hurd has sharpened HP’s strategic focus and concentrated its R&D investments on three long-term growth opportunities: next-generation enterprise data center architecture and services; technologies for always connected, always personal mobile experiences; and a broad transition from analog to digital imaging and printing across the consumer, commercial and industrial markets.
At the same time, Hurd has improved HP’s operating efficiency and execution as well as its financial performance and customer focus. The result has been increasing growth and profitability, greater value for shareholders and customers, and a stronger competitive position in global IT markets. For the most recent four fiscal quarters, HP revenue totaled $104.3 billion.
Prior to joining HP, Hurd spent 25 years at NCR Corp., where he held a variety of management, operations, and sales and marketing roles that culminated in his two-year tenure as chief executive officer and president. His leadership was marked by successful efforts to improve operations, bolster the position of NCR’s product line and build a strong executive team.
Hurd is a member of the Technology CEO Council, a coalition of chairmen and chief executive officers of IT companies, which develops and advocates public policy positions on technology and trade issues.
He earned a bachelor’s degree in business administration in 1979 from Baylor University.
By,
Anand Kumar Pandey
pgdm sec-a
3rd sem
BIOGRAPHY OF MUKESH AMBANI
Born: April 19, 1957
Achievement: Chairman and Managing Director of Reliance Industries Limited, India's largest private sector company; Chosen as ET Business Leader of the Year 2006; Ranked 42nd among the World's Most Respected Business Leaders and second among the four Indian CEOs featured in a survey conducted by PricewaterhouseCoopers and published in Financial Times, London, November 2004.
Mukesh Ambani is the face of new emerging India. He is the Chairman and Managing Director of Reliance Industries Limited, India's largest private sector company.
Mukesh Ambani was born on April 19, 1957 in Mumbai. His father Dhirubhai Ambani was then a small businessman who later on rose to become one of the legends of Indian industry. Mukesh Ambani did his Bachelors in Chemical Engineering from University of Bombay and Masters in Business Administration from Stanford University, USA.
Mukesh Ambani joined Reliance in 1981 and was the brain behind Reliance's backward integration from textiles into polyester fibres and further into petrochemicals. During the process of backward integration, Mukesh Ambani led the creation of 51 new, world-class manufacturing facilities involving diverse technologies that raised Reliance's manufacturing capacities manifold.
World's largest grassroots petroleum refinery at Jamnagar is the brainchild of Mukesh Ambani. He was also the incharge of Dhirubhai's dream project Reliance Infocomm. But after the split in the Reliance Empire, Reliance Infocomm went to his brother Anil Ambani. Mukesh Ambani is now planning to enter retail sector in a big way. He has plans to establish big retail stores all over the country. Recently, he also entered into an agreement with Haryana Government to establish a Special Economic Zone (SEZ) with an investment running into thousands of crores.
Mukesh Ambani has many achievements and honours to his name. Mukesh Ambani was chosen as the ET Business leader of the Year 2006. He was ranked 42nd among the World's Most Respected Business Leaders and second among the four Indian CEOs featured in a survey conducted by PricewaterhouseCoopers and published in Financial Times, London, November 2004. He was conferred the World Communication Award for the Most Influential Person in Telecommunications in 2004 by Total Telecom, October, 2004. Mukesh Ambani was also conferred the Asia Society Leadership Award by the Asia Society, Washington D.C., USA,
BY,
KHUSHBOO SINGH
PGDM 3RD SEM
Achievement: Chairman and Managing Director of Reliance Industries Limited, India's largest private sector company; Chosen as ET Business Leader of the Year 2006; Ranked 42nd among the World's Most Respected Business Leaders and second among the four Indian CEOs featured in a survey conducted by PricewaterhouseCoopers and published in Financial Times, London, November 2004.
Mukesh Ambani is the face of new emerging India. He is the Chairman and Managing Director of Reliance Industries Limited, India's largest private sector company.
Mukesh Ambani was born on April 19, 1957 in Mumbai. His father Dhirubhai Ambani was then a small businessman who later on rose to become one of the legends of Indian industry. Mukesh Ambani did his Bachelors in Chemical Engineering from University of Bombay and Masters in Business Administration from Stanford University, USA.
Mukesh Ambani joined Reliance in 1981 and was the brain behind Reliance's backward integration from textiles into polyester fibres and further into petrochemicals. During the process of backward integration, Mukesh Ambani led the creation of 51 new, world-class manufacturing facilities involving diverse technologies that raised Reliance's manufacturing capacities manifold.
World's largest grassroots petroleum refinery at Jamnagar is the brainchild of Mukesh Ambani. He was also the incharge of Dhirubhai's dream project Reliance Infocomm. But after the split in the Reliance Empire, Reliance Infocomm went to his brother Anil Ambani. Mukesh Ambani is now planning to enter retail sector in a big way. He has plans to establish big retail stores all over the country. Recently, he also entered into an agreement with Haryana Government to establish a Special Economic Zone (SEZ) with an investment running into thousands of crores.
Mukesh Ambani has many achievements and honours to his name. Mukesh Ambani was chosen as the ET Business leader of the Year 2006. He was ranked 42nd among the World's Most Respected Business Leaders and second among the four Indian CEOs featured in a survey conducted by PricewaterhouseCoopers and published in Financial Times, London, November 2004. He was conferred the World Communication Award for the Most Influential Person in Telecommunications in 2004 by Total Telecom, October, 2004. Mukesh Ambani was also conferred the Asia Society Leadership Award by the Asia Society, Washington D.C., USA,
BY,
KHUSHBOO SINGH
PGDM 3RD SEM
BIOGRAPHY OF ANIL AMBANI
Born: June 4, 1959
Achievement: Chairman of Anil Dhirubhai Ambani Group; Chosen as the 'CEO of the Year 2004' in the Platts Global Energy Awards and MTV Youth Icon of the Year' in September 2003
Anil Ambani is one of the foremost entrepreneurs of Independent India. He is the Chairman of Anil Dhirubhai Ambani Group. Earlier, before the split in the Reliance Group, Anil Ambani held the post of Vice Chairman and Managing Director in Reliance Industries Limited (RIL).
Born on June 4, 1959, Anil Ambani did his Bachelors in Science from the University of Bombay and Masters in Business Administration The Wharton School at the University of Pennsylvania.
Anil Ambani joined Reliance in 1983 as Co-Chief Executive Officer. He pioneered India Inc's forays into overseas capital markets with international public offerings of global depository receipts, convertibles and bonds. Starting from 1991, he led Reliance in its efforts to raise, around US$2 billion from overseas financial markets. In January 1997, the 100-year Yankee bond issue was launched under his stewardship.
After the split in Reliance Group, Anil Ambani founded Anil Dhirubhai Ambani Group. He is the Chairman of all listed Group companies, which include: Reliance Communications, Reliance Capital, Reliance Energy and Reliance Natural Resources Limited.
Anil Ambai was elected as an independent member Rajya Sabha MP in June 2004. But he resigned voluntarily on March 25, 2006.
Anil Ambani has won several awards and honours. Major among these include: 'CEO of the Year 2004' in the Platts Global Energy Awards, 'MTV Youth Icon of the Year' in September 2003, 'The Entrepreneur of the Decade Award' by the Bombay Management Association, and 'Businessman of the Year Award' by leading Business Magazine, Business India in 1997.
ANAND KUMAR PANDEY
PGDM SEC-A
3RD SEM
Achievement: Chairman of Anil Dhirubhai Ambani Group; Chosen as the 'CEO of the Year 2004' in the Platts Global Energy Awards and MTV Youth Icon of the Year' in September 2003
Anil Ambani is one of the foremost entrepreneurs of Independent India. He is the Chairman of Anil Dhirubhai Ambani Group. Earlier, before the split in the Reliance Group, Anil Ambani held the post of Vice Chairman and Managing Director in Reliance Industries Limited (RIL).
Born on June 4, 1959, Anil Ambani did his Bachelors in Science from the University of Bombay and Masters in Business Administration The Wharton School at the University of Pennsylvania.
Anil Ambani joined Reliance in 1983 as Co-Chief Executive Officer. He pioneered India Inc's forays into overseas capital markets with international public offerings of global depository receipts, convertibles and bonds. Starting from 1991, he led Reliance in its efforts to raise, around US$2 billion from overseas financial markets. In January 1997, the 100-year Yankee bond issue was launched under his stewardship.
After the split in Reliance Group, Anil Ambani founded Anil Dhirubhai Ambani Group. He is the Chairman of all listed Group companies, which include: Reliance Communications, Reliance Capital, Reliance Energy and Reliance Natural Resources Limited.
Anil Ambai was elected as an independent member Rajya Sabha MP in June 2004. But he resigned voluntarily on March 25, 2006.
Anil Ambani has won several awards and honours. Major among these include: 'CEO of the Year 2004' in the Platts Global Energy Awards, 'MTV Youth Icon of the Year' in September 2003, 'The Entrepreneur of the Decade Award' by the Bombay Management Association, and 'Businessman of the Year Award' by leading Business Magazine, Business India in 1997.
ANAND KUMAR PANDEY
PGDM SEC-A
3RD SEM
STEVE JOBS-FOUNDER OF APPLE COMPUTER
Vijay Mallya Profile
Achievement: Chairman of the United Beverages (UB) Group; Launched a new domestic airline called Kingfisher Airline; Rajya Sabha M.P.
Vijay Mallya is the Chairman of the United Beverages (UB) Group. He recently launched a new domestic airline called Kingfisher Airline which is making great waves. Vijay Mallya is famous for his flamboyant and flashy lifestyle.
Vijay Mallya is the son of a famous industrialist Vittal Mallya. He assumed the Chairman of the UB Group in 1983 and took the company to great heights. Under his dynamic leadership the group has grown into a multi-national conglomerate of over sixty companies. During this process United Beverages acquired several companies abroad. The UB Group has diversified business interests ranging from alcoholic beverages to life sciences, engineering, agriculture, chemicals, information technology and leisure.
In 2005, Vijay Mallya established Kingfisher Airlines. In a short span of time Kingfisher Airline has carved a niche for itself. It was the first airline in India to operate with all new aircrafts. Kingfisher Airlines is also the first Indian airline to order the Airbus A380.
Vijay Mallya has other interests too apart from business. He has won trophies in professional car racing circuits and is a keen yachtsman and aviator. Vijay Mallya has also won numerous trophies in horse racing including several prestigious Derbies.
In 2000, Vijay Mallya entered politics superceded Subramaniam Swamy as the president of Janata Party. Presently, he is a Rajya Sabha M.P.
Sandeep Kumar Sah
PGDM 1st SEM.
YEAR-2009-11
Achievement: Chairman of the United Beverages (UB) Group; Launched a new domestic airline called Kingfisher Airline; Rajya Sabha M.P.
Vijay Mallya is the Chairman of the United Beverages (UB) Group. He recently launched a new domestic airline called Kingfisher Airline which is making great waves. Vijay Mallya is famous for his flamboyant and flashy lifestyle.
Vijay Mallya is the son of a famous industrialist Vittal Mallya. He assumed the Chairman of the UB Group in 1983 and took the company to great heights. Under his dynamic leadership the group has grown into a multi-national conglomerate of over sixty companies. During this process United Beverages acquired several companies abroad. The UB Group has diversified business interests ranging from alcoholic beverages to life sciences, engineering, agriculture, chemicals, information technology and leisure.
In 2005, Vijay Mallya established Kingfisher Airlines. In a short span of time Kingfisher Airline has carved a niche for itself. It was the first airline in India to operate with all new aircrafts. Kingfisher Airlines is also the first Indian airline to order the Airbus A380.
Vijay Mallya has other interests too apart from business. He has won trophies in professional car racing circuits and is a keen yachtsman and aviator. Vijay Mallya has also won numerous trophies in horse racing including several prestigious Derbies.
In 2000, Vijay Mallya entered politics superceded Subramaniam Swamy as the president of Janata Party. Presently, he is a Rajya Sabha M.P.
Sandeep Kumar Sah
PGDM 1st SEM.
YEAR-2009-11
Born: June 15, 1950
Achievement: World's largest steel maker and the third richest man in the world.
Lakshmi Mittal has become something of a cult figure in the global steel industry. His company Mittal Steel is the largest steel maker in the world. After the recent merger between Mittal Steel and Arcelor which raged a big debate throughout the Europe, Laxmi Mittal current controls 10% of the total steel production and the combined entity that has come into force post-merger is three times the size of its nearest competitors.
Lakshmi Niwas Mittal was born on June 15, 1950 at Sadulpur, in Churu district of Rajasthan, in a poor family. The extended family of 20 lived on bare concrete floors, slept on rope beds and cooked on an open fire in the brickyard in a house built by his grandfather. Laxmi Mittal belongs to Marwari Aggarwal caste and his grandfather worked for the Tarachand Ghanshyam Das firm, one of the leading Marwari industrial firms of pre-independence India.
The family later on moved to Kolkata where his father Mohan Mittal became a partner in a steel company. Lakshmi Mittal graduated from St. Xaviers in Kolkata with a commerce degree in 1969. He began his career working in the family's steelmaking business in India and in 1976, Lakshmi Mittal founded Mittal Steel Company. He split from his father and two younger brothers in 1994 and took the international arm, with interests in Indonesia and Trinidad and Tobago, while the rest of the family kept the domestic Indian business. In the last few years Mittal Steel has made a number of acquisitions, buying up a network of steel producers in former communist countries including Kazakhstan, Romania and Ukraine, and pushing into the U.S. in 2004 with the $4.5 billion purchase of International Steel Group. Today, Mittal Steel is the only truly global steel producer in the world with operations on 14 countries, spanning 4 continents.
Lakshmi Mittal is also known for his opulence. In 2003, he acquired the Kensington mansion, said to be the world's most expensive home, from Formula One racing's Bernie Ecclestone for £70 million ($128 million). His daughter Vanisha's $50 million wedding bash is touted as the most expensive wedding of the 20th century.
In March 2006, Lakshmi Mittal was listed as the third wealthiest person in the world after Bill Gates and Warren Buffet by Forbes Magazine.
PRAVESH YADAV
PGDM 1styear
2009-11
Achievement: World's largest steel maker and the third richest man in the world.
Lakshmi Mittal has become something of a cult figure in the global steel industry. His company Mittal Steel is the largest steel maker in the world. After the recent merger between Mittal Steel and Arcelor which raged a big debate throughout the Europe, Laxmi Mittal current controls 10% of the total steel production and the combined entity that has come into force post-merger is three times the size of its nearest competitors.
Lakshmi Niwas Mittal was born on June 15, 1950 at Sadulpur, in Churu district of Rajasthan, in a poor family. The extended family of 20 lived on bare concrete floors, slept on rope beds and cooked on an open fire in the brickyard in a house built by his grandfather. Laxmi Mittal belongs to Marwari Aggarwal caste and his grandfather worked for the Tarachand Ghanshyam Das firm, one of the leading Marwari industrial firms of pre-independence India.
The family later on moved to Kolkata where his father Mohan Mittal became a partner in a steel company. Lakshmi Mittal graduated from St. Xaviers in Kolkata with a commerce degree in 1969. He began his career working in the family's steelmaking business in India and in 1976, Lakshmi Mittal founded Mittal Steel Company. He split from his father and two younger brothers in 1994 and took the international arm, with interests in Indonesia and Trinidad and Tobago, while the rest of the family kept the domestic Indian business. In the last few years Mittal Steel has made a number of acquisitions, buying up a network of steel producers in former communist countries including Kazakhstan, Romania and Ukraine, and pushing into the U.S. in 2004 with the $4.5 billion purchase of International Steel Group. Today, Mittal Steel is the only truly global steel producer in the world with operations on 14 countries, spanning 4 continents.
Lakshmi Mittal is also known for his opulence. In 2003, he acquired the Kensington mansion, said to be the world's most expensive home, from Formula One racing's Bernie Ecclestone for £70 million ($128 million). His daughter Vanisha's $50 million wedding bash is touted as the most expensive wedding of the 20th century.
In March 2006, Lakshmi Mittal was listed as the third wealthiest person in the world after Bill Gates and Warren Buffet by Forbes Magazine.
PRAVESH YADAV
PGDM 1styear
2009-11
SIR HOWARD STRINGER,(The ceo of sony)
Born February 19, 1942 (1942-02-19) (age 67)
Cardiff, Wales, United Kingdom
Occupation Chairman, president and CEO, Sony Corporation
Spouse(s) Jennifer A. Kinmond Patterson
Howard Stringer (Stringer pronounced with hard "g") was born in February 19, 1942 in Cardiff, Wales to Harry and Marjorie Mary (Pook) Stringer. On July 29, 1978 Stringer married Jennifer A. Kinmond Patterson. They had one child named David Ridley.
Stringer emigrated to the United States in 1965 where he became a naturalized citizen in 1985.[1] He also served in the Vietnam War in the U.S. armed forces. His younger brother, Rob Stringer, is Chairman of Sony Music Label Group. He was knighted by Queen Elizabeth II on December 31, 1999.
gaurav jain
pgdm Isem
(2009-11)
Born February 19, 1942 (1942-02-19) (age 67)
Cardiff, Wales, United Kingdom
Occupation Chairman, president and CEO, Sony Corporation
Spouse(s) Jennifer A. Kinmond Patterson
Howard Stringer (Stringer pronounced with hard "g") was born in February 19, 1942 in Cardiff, Wales to Harry and Marjorie Mary (Pook) Stringer. On July 29, 1978 Stringer married Jennifer A. Kinmond Patterson. They had one child named David Ridley.
Stringer emigrated to the United States in 1965 where he became a naturalized citizen in 1985.[1] He also served in the Vietnam War in the U.S. armed forces. His younger brother, Rob Stringer, is Chairman of Sony Music Label Group. He was knighted by Queen Elizabeth II on December 31, 1999.
gaurav jain
pgdm Isem
(2009-11)
Wednesday, September 23, 2009
warren buffet
Warren Edward Buffett (born August 30, 1930) is a U.S. investor, businessman, and philanthropist. He is one of the most successful investors in history, the largest shareholder and C.E.O. of Berkshire Hathaway,[4] and in 2008 was ranked by Forbes as the richest person in the world with an estimated net worth of approximately $62 billion.[5]
Buffett is often called the "Oracle of Omaha"[6] or the "Sage of Omaha"[7] and is noted for his adherence to the value investing philosophy and for his personal frugality despite his immense wealth.[8]
Buffett is also a notable philanthropist, having pledged to give away 85 percent of his fortune to the Gates Foundation. He also serves as a member of the board of trustees at Grinnell College.[9]
In 1999, Buffett was named the top money manager of the twentieth century in a survey by the Carson Group, ahead of Peter Lynch and John Templeton.[10] In 2007, he was listed among Time's 100 Most Influential People in the world.[11]
sanjay prasad
pgdm-3rd sem
section-b
Buffett is often called the "Oracle of Omaha"[6] or the "Sage of Omaha"[7] and is noted for his adherence to the value investing philosophy and for his personal frugality despite his immense wealth.[8]
Buffett is also a notable philanthropist, having pledged to give away 85 percent of his fortune to the Gates Foundation. He also serves as a member of the board of trustees at Grinnell College.[9]
In 1999, Buffett was named the top money manager of the twentieth century in a survey by the Carson Group, ahead of Peter Lynch and John Templeton.[10] In 2007, he was listed among Time's 100 Most Influential People in the world.[11]
sanjay prasad
pgdm-3rd sem
section-b
rupert Murdoch
Keith Rupert Murdoch,(born 11 March 1931), usually known as Rupert Murdoch, is an Australian-born global media mogul. He owns media outlets and is a major shareholder, chairman and managing director of News Corporation (News Corp).
Beginning with one newspaper in Adelaide, Murdoch acquired and started other publications in his native Australia before expanding News Corp into the UK, US and Asian media markets. It was in the UK that he diversified into TV, creating Sky Television in 1989. In the 2000s he became a leading investor in satellite television, the film industry and the Internet.
According to the 2009 Forbes 400, Murdoch is the 132nd-richest person in the world, with a net worth of $4 billion.
sanjay prasad
pgdm-3rd sem
section-b
Beginning with one newspaper in Adelaide, Murdoch acquired and started other publications in his native Australia before expanding News Corp into the UK, US and Asian media markets. It was in the UK that he diversified into TV, creating Sky Television in 1989. In the 2000s he became a leading investor in satellite television, the film industry and the Internet.
According to the 2009 Forbes 400, Murdoch is the 132nd-richest person in the world, with a net worth of $4 billion.
sanjay prasad
pgdm-3rd sem
section-b
BIOGRAPHY OF NANDAN NILEKANI
ACHIVEMENT: CEO and Managing Director of the Infosys; Conferred the Padma Bhushan in 2006.
Nandan Nilekani is the CEO and managing director of the Infosys. Along with Narayan Murthy, he was one of the co-founders of Infosys. He has served as a director on the company's board since its inception in 1981. Before assuming the post of CEO in March 2002, Nandan Nilekani held the post of Managing Director, President and Chief Operating Officer.
Nandan Nilekani was born in Bangalore. His father Mohan Nilekani was a manager in Minerva Mills. Nandan Nilekani had his initial schooling in Bangalore. Due to his father's transferable job Nandan moved to his uncle's place at Dharwad at the age of 12. This taught Nandan Nilekani to be independent. In 1973, at the age of 18, Nandan Nilekani got admission in IIT Mumbai. The stint at IIT Mumbai transformed Nandan Nilekani from a small town boy to a confident mature man. The lessons he learnt here-meritocracy; the ability to work as part of a team; hard work; and the importance of giving back to the society-have stood him in good stead.
After graduating in electrical engineering from IIT Mumbai in 1978, Nandan Nilekani joined Patni Computers. Here he worked under Narayan Murthy. Three years later in 1981, Nandan Nilekani along with Narayan Murthy and five other co-founders founded Infosys. While Narayan Murthy stayed in India, Nandan Nilekani shifted to the US to take care of Infosys' interests there. He was the company's marketing face.
In 1980s and 90s Nandan Nilekani and his team worked hard to build Infosys. Today Infosys' success story has become a legend in India's corporate history. Today, Infosys has an employee strength of 58,000, annual revenue of $2 billion and $21 billion capitalization.
Nandan Nilekani is recipient of several honors and awards. In January 2006, Nandan became one of the youngest entrepreneurs to join 20 global leaders on the prestigious World Economic Forum (WEF) Foundation Board. He figures among one of the 100 most influential people in the world by Time Magazine, 2006. In 2005 he was awarded the prestigious Joseph Schumpeter prize for innovative services in field of economy, economic sciences and politics. In 2006, Nandan Nilekani was conferred the Padma Bhushan, one of the highest civilian honors of India.
BY,
ANAND KUMAR PANDEY
PGDM SEC-A
3RD SEM
Nandan Nilekani is the CEO and managing director of the Infosys. Along with Narayan Murthy, he was one of the co-founders of Infosys. He has served as a director on the company's board since its inception in 1981. Before assuming the post of CEO in March 2002, Nandan Nilekani held the post of Managing Director, President and Chief Operating Officer.
Nandan Nilekani was born in Bangalore. His father Mohan Nilekani was a manager in Minerva Mills. Nandan Nilekani had his initial schooling in Bangalore. Due to his father's transferable job Nandan moved to his uncle's place at Dharwad at the age of 12. This taught Nandan Nilekani to be independent. In 1973, at the age of 18, Nandan Nilekani got admission in IIT Mumbai. The stint at IIT Mumbai transformed Nandan Nilekani from a small town boy to a confident mature man. The lessons he learnt here-meritocracy; the ability to work as part of a team; hard work; and the importance of giving back to the society-have stood him in good stead.
After graduating in electrical engineering from IIT Mumbai in 1978, Nandan Nilekani joined Patni Computers. Here he worked under Narayan Murthy. Three years later in 1981, Nandan Nilekani along with Narayan Murthy and five other co-founders founded Infosys. While Narayan Murthy stayed in India, Nandan Nilekani shifted to the US to take care of Infosys' interests there. He was the company's marketing face.
In 1980s and 90s Nandan Nilekani and his team worked hard to build Infosys. Today Infosys' success story has become a legend in India's corporate history. Today, Infosys has an employee strength of 58,000, annual revenue of $2 billion and $21 billion capitalization.
Nandan Nilekani is recipient of several honors and awards. In January 2006, Nandan became one of the youngest entrepreneurs to join 20 global leaders on the prestigious World Economic Forum (WEF) Foundation Board. He figures among one of the 100 most influential people in the world by Time Magazine, 2006. In 2005 he was awarded the prestigious Joseph Schumpeter prize for innovative services in field of economy, economic sciences and politics. In 2006, Nandan Nilekani was conferred the Padma Bhushan, one of the highest civilian honors of India.
BY,
ANAND KUMAR PANDEY
PGDM SEC-A
3RD SEM
BIOGRAPHY OF MALLIKA SRINIVASAN
Economic Times Businesswoman of the year 2006, she is a well known entrepreneur of India. She has always strived hard to reach for skies, but has deeply rooted her foot into the ground. She is a strong headed woman, who is leading the activities of a Company that is involved in macho business such as tractor manufacturing. She has been able to rise and stand out above all others and make a name for herself in the competitive business world of today. Well, we are talking about Mallika Srinivasan, director of the Rs 2500 crore Amalgamations Group Tafe. Mallika Srinivasan is one of the most successful women CEOs in India. In this article, we will present you with the biography of Mallika Srinivasan, so read on…
Life History
Born on November 19, 1959 as the eldest daughter of industrialist A Sivasailam, she is the pride of her parents. She was always brilliant in academics. She did her in MA (econometrics) from Madras University. Thereafter, she went abroad to pursue further studies. She did her MBA from the Wharton School of the University of Pennsylvania. Married to Venu Srinivasan, the CMD of TVS Motor, she is living happily with their two children.
In the year 1986, she planned to join the family business. She was made the General Manager of Tafe (Tractors and Farm Equipment) Company. When she took over the responsibility of furthering the economic wealth and business, the turnover of the Company was Rs 85 cr. Under the expert guidance of her father and the whole hearted support of the team, she brought about a major transformation. She converted Tafe into a hi technology-oriented company, thereby becoming the initial choice of the farmers. There was a period, when the Company had to face a tough time, however; even then, the Company invested a huge amount of over Rs 70 crore in the designing and development of product.
At present, the Company is earning a business over Rs 1,200 cr. It has been a long journey for the Company, which has witnessed many ups and downs. But, it was the strong determination of this courageous woman that slowly and steadily made the firm climb the ladders of success. Today, the Company has not only found a niche for itself as the leading tractor manufacturer, but also expanded its area of operations. It has also entered into others businesses like engineering plastics, panel instruments, automotive batteries gears, hydraulic pumps, and farm implements.
The company has had a long alliance with Massey Ferguson, which is now a part of Agco. The company is looking forward to exporting fully constructed tractors to Agco. Presently, Agro has a stake of 24% in the company and the rest lies with Simpson & Co. Presently, Mallika Srinivasan is serving as the president of premier industrial bodies like Tractor Manufacturers Association and the Madras Management Association. She is the first lady to have assumed the role of a president of the Madras Chamber of Commerce and Industry. She is also a prominent member of the governing board of the Indian School of Business, Hyderabad.
BY
KHUSHBOO SINGH
PGDM SEC-A
3RD SEM
Life History
Born on November 19, 1959 as the eldest daughter of industrialist A Sivasailam, she is the pride of her parents. She was always brilliant in academics. She did her in MA (econometrics) from Madras University. Thereafter, she went abroad to pursue further studies. She did her MBA from the Wharton School of the University of Pennsylvania. Married to Venu Srinivasan, the CMD of TVS Motor, she is living happily with their two children.
In the year 1986, she planned to join the family business. She was made the General Manager of Tafe (Tractors and Farm Equipment) Company. When she took over the responsibility of furthering the economic wealth and business, the turnover of the Company was Rs 85 cr. Under the expert guidance of her father and the whole hearted support of the team, she brought about a major transformation. She converted Tafe into a hi technology-oriented company, thereby becoming the initial choice of the farmers. There was a period, when the Company had to face a tough time, however; even then, the Company invested a huge amount of over Rs 70 crore in the designing and development of product.
At present, the Company is earning a business over Rs 1,200 cr. It has been a long journey for the Company, which has witnessed many ups and downs. But, it was the strong determination of this courageous woman that slowly and steadily made the firm climb the ladders of success. Today, the Company has not only found a niche for itself as the leading tractor manufacturer, but also expanded its area of operations. It has also entered into others businesses like engineering plastics, panel instruments, automotive batteries gears, hydraulic pumps, and farm implements.
The company has had a long alliance with Massey Ferguson, which is now a part of Agco. The company is looking forward to exporting fully constructed tractors to Agco. Presently, Agro has a stake of 24% in the company and the rest lies with Simpson & Co. Presently, Mallika Srinivasan is serving as the president of premier industrial bodies like Tractor Manufacturers Association and the Madras Management Association. She is the first lady to have assumed the role of a president of the Madras Chamber of Commerce and Industry. She is also a prominent member of the governing board of the Indian School of Business, Hyderabad.
BY
KHUSHBOO SINGH
PGDM SEC-A
3RD SEM
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