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Business Maharajas by Gita Piramal
At one time, Bhiki Shah was a far more worried mother than Shanti. Over the next few years he systematically poached the best talent from his competitors. A dozen buy outs later, Goenka entered piramall top twenty league but he would become a cover boy only in when he shot up the corporate ladder to fourth place from thirteenth. That’s where the doodhwallas are. Sales doubled every two years from Rs 49m into Rs gitzRs mRs mRs 1,m and Rs 2,m The Birla group has been around for a century, the Tatas for a century and a quarter, Like the vigorous pioneer-founders of these groups, Dhirubhai has never recognized barriers.
At a busibess when the size of the PFY market was 6, tpa, Ambani built a 10, tpa plant with a built in provision for a further 15, tpa expansion.
Undeterred, Ambani built himself a well-equipped gymnasium and got to work, teaching his body to respond to his mind’s demands.
Other businessmen’s issues might flop, but not his. Instead of being pushed around, Ambani neatly turned the tables on the Marwari. We assess the requirement precisely. These winners have each taken an unknown trail through the wilderness to reach glory.
This greatly upset Birla, who had already found a U. In the years to come, Dhirubhai’s health would be the subject of intense speculation. The end pirajal the Licence Raj with its corollary of greater industrial gira, stiffer competition from domestic and international rivals, the financial revolution, the lure of foreign markets, the shaky promise of globalization, and various aspects of the liberalization programme have generated considerable debate about the direction of change and how Indian industry should rise to meet these challenges.
One thing you won’t find in me and that is an ego,” he once said.
BUSINESS MAHARAJAS Gita Piramal
They would rather go straight for quality. Nirav rated it really liked it Apr 20, It would have been better if the sequence of events were in chronological order as sometimes narration seem very confusing because it has various This book gives a great insight in lifes of all this famous Indian business tycoons. The profits were between 15 per cent and 25 per cent net. He truly understood the minds of men. Akshay Patil added it Jan 24, After every murder, Khaitan gjta to keep high not only his own morale but also that of those who depend on him.
However, all eight partly owe their remarkable success to two external factors, two elements totally outside their control, and completely unconnected to their personal abilities. At the beginning of the ’90s, he moved away from the chief executive post though technically he still 1 holds that position to conceptualize the company’s long term goals as also to spend a little rrrore time with the family.
His father had managed to wrangle him a job in the prestigious managing agency firm as a covenanted assistant on the princely salary of Rs per month, but within a week RP tendered his resignation busiiness protest against the racism rampant in the Scottish firm.
Today his factories are the cheapest per unit manufacturers of their given products. Local newspaper reports, based on the opinion of India’s best experts, were even less optimistic.
Brij Mohan Khaitan survived also the riots of pre-Independence Calcutta when Mahatma Gandhi prayed nightly for peace in the has tis of a city described as a ‘hell-hole’. The companies had acquired Reliance snares after Ambani’s battle with the bears in May They planned to later pick pirmal these same shares very cheaply and thereby make a tidy profit on the difference.
He would play a pivotal role in Ambani’s career in the future. What they do, what they think, how they react impacts the entire economy, not just their customers, shareholders, employees, and bank managers. Dhirubhai’s modern way of thinking brought into play his second achievement: He couldn’t have been more wrong. The man applying the brakes was Vishwanath Pratap “Mr. As the days went by, Goenka’s mashkars would become less enthusiastic, the smiles forced, nbani’s star was in the ascendant, but Goenka seth’s star emed to have forsaken him.
It would have been better if the sequence of events were in chronological order as sometimes narration seem very confusing because it has various numbers and dates to remember. Piramal divides her time between Mumbai mahadajas London.
Over the next few years, this treadmill sped ever faster, constantly threatening to whirl out of control. Before the huge Reliance Petrochemicals issue, rough rule of thumb calculations suggested there were three million shareholders in the country.
And once plants were up and running, they had to work at full capacity, round the clock. Instead of creating a ‘safe’ capacity based on conservative demand projections, Ambani planned huge factories which from the beginning would be world-scale in capacity, cost and quality standards— ven if local demand didn’t match or hadn’t yet reached such volumes.
A very powerful book. India looks at its entrepreneurs with suspicion and a touch of derision. Dhirubhai boldly infringed on the turf of politicians and bureaucrats, saying, ‘1 consider myself a pathfinder. Despite the dip in profits, Ambani declared a 27 per cent dividend. Gandhi’s triumphant comeback despite the excesses of the Emergency Which otherwise looks simple.
Then he rose to become a ipramal manager. In the end, Nehru allowed to set up Hindalco, as some kind of consolation. Books by Gita Piramal. Simultaneously we took steps to evolve our own distribution system as we found that the existing marketing channels were inadequate and unsatisfactory.
Ambani had been dreaming of integrating backwards f some time. Gifa companies would typically do a market survey that would show the current usage at, say, 2, tpa. As far as these men are concerned, each at some point had a mentor who helped kick him upstairs.