Excellent E-books

Excellent E-books

Click on above link and go to a parallel blog...
That will lead to many books... you will not like to miss...

PC World - The 100 Best Products of the Year

PC World - The 100 Best Products of the Year

Powerful computers, handy services, tiny utilities, mammoth HDTVs--our editors' top picks include all these and a whole lot more. Plus: the worst products of all time.

Click on the above link and check out for your self...
It's really enriching!!!!

Wipro: Leadership in the Midst of Rapid Growth - Knowledge@Wharton

Wipro: Leadership in the Midst of Rapid Growth - Knowledge@Wharton

Go through this article....
Its a good article about VIVEK PAUL...not vivek roy!!!


The Ex-ceo of Wipro....

a good article especially about Mission Vision!

From Confrontation to Experimentation: The Music Industry Is Playing a New Tune - Knowledge@Wharton

From Confrontation to Experimentation: The Music Industry Is Playing a New Tune - Knowledge@Wharton

From Confrontation to Experimentation: The Music Industry Is Playing a New Tune

Published: July 26, 2006 in Knowledge@Wharton

EMI Music backs a label that turns the traditional economics of the recording industry on its head. Vivendi's Universal Music Group creates multiple pricing schemes for CDs. Sony BMG Music Entertainment and Yahoo decide to sell a single without digital rights restrictions.

These moves typify a flurry of experimentation by major record labels in recent weeks, and stand in stark contrast to earlier behavior by an industry that six years ago was best known for launching anti-piracy lawsuits against Napster -- a network that originally swapped music files for free -- and individual users. This experimentation has been preceded by a series of court victories that favored entertainment companies, including record labels and moviemakers. The most significant was the Supreme Court's June 2005 ruling against file sharing networks Grokster and Streamcast Networks. In that lawsuit, brought by the Motion Picture Industry of America and the Recording Industry Association of America (RIAA), the Court ruled that Grokster and Streamcast Networks could be held liable for copyright infringement by people using their software.

Even as the courts have made it clear that that downloading music files without paying for them is illegal, the recording industry has been searching for new business models. "The music industry is showing a greater willingness to experiment," says Wharton marketing professor Peter Fader. Other observers point out that the music industry has all the tools to navigate a new Internet-enabled landscape. "I think we are over the hump in our transition to the digital world and respect for property rights," said RIAA CEO Mitch Bainwol in a June 16 webcast with Inside Digital Media senior analyst Phil Leigh, posted on the firm's site. "We are in a transition and this is a journey."

Wharton business and public policy professor Joel Waldfogel notes that the music industry's journey isn't as easy as it seems. The biggest task, he says, is still convincing young consumers that they can't share their tunes at will. And to do that, the industry has to walk the fine line between wooing consumers and protecting copyright. "Part of the challenge here is cultural. The industry's strategy has to change values about music."

It remains to be seen if the recording industry has what it takes to thrive amid Internet distribution, but it is clearly on the right track, says former musician Jeffrey Babin, India global country manager for the Wharton Global Consulting Practicum. "The recording industry is doing what it should." A few examples:

• EMI Music announced on July 6 that it would back a yet-to-be-named record label, started by a management company called The Firm, that abandons the recording industry's traditional royalty payment system for what EMI terms a more "artist-friendly" profit sharing scheme. Instead of paying artists upfront and taking the bulk of the profits later, The Firm will split profits with artists signed to the venture. In theory, this arrangement should lower the risk and upfront costs of finding new talent and encourage more innovative promotion. "You have to give the recording industry credit for realizing that the barriers to entry are lower," says Kendall Whitehouse, senior director of information technology at Wharton. "The industry no longer has a chokehold on distribution. Indie bands promoting their music on [websites like] MySpace are changing the rules."

• Vivendi's Universal Music Group on July 5 announced a three-tiered pricing system for CDs that targets everyone from consumers who want no-frills music to those willing to pay more for fancy extras included with the music tracks. While on the surface, such actions may be seen as an attempt to squeeze more revenue from the slow-growth CD market, Whitehouse says the move makes sense. "CDs mean different things to different people. Some people only want the music while others will pay more for extras" like dual-disc media with audio on one side and DVD video on the other.

• On July 19, Sony BMG and Yahoo began offering a new Jessica Simpson single for $1.99 without digital rights management (DRM) software restricting how and where the music can be played. Instead, the song will be distributed as an "open" MP3 file and is available personalized with the buyer's name in the song (assuming the purchaser's name is among the pre-set list of several hundred names available). As a previous Knowledge@Wharton story noted, most DRM schemes have been widely criticized by industry analysts. Indeed, Yahoo Music's blog noted that "DRM doesn't add any value for the artist, the label ... or the consumer. The only people it adds value to are the technology companies interested in locking consumers into a particular technology platform."

What has sparked this rash of experimentation in the music industry? Most observers suggest it was inspired by the launch of Apple Computer's iTunes, which has quickly become a key means of distributing legal music for 99 cents a song. "It seems that Apple's iTunes has opened the music industry's eyes to the opportunity, rather than the threat, of the Internet," says Whitehouse. "In the early days there were no alternatives. iTunes changed all that."

And so far, so good. The RIAA is projecting $1 billion in legal digital music downloads for 2006. That figure is likely to increase given that 36 million Americans -- roughly 27% of Internet users -- download music, according to the Pew Internet & American Life Project.

Multiple Business Channels

Fader also notes another factor behind the music industry's willingness to try new approaches: It has no choice but to embrace the Internet. Like other media such as print, movies and television, the Internet is revamping the way entertainment is shared. Fortunately for the recording industry, it has strong assets, says Fader. "If you wipe the slate clean regarding past mistakes, the recording industry has a wonderful opportunity and is in a better position than any other industry wrestling with digital media. The industry enjoys multiple business channels, such as selling CDs, offering downloads and collecting fees for music rights."

According to Fader, the Internet can accentuate the music industry's core strengths which include: an ability to find artists and generate audiences for them; multiple promotion vehicles such as the Internet and live concerts; technologies such as dual CDs and DVDs to boost older music sales; and multiple distribution channels such as satellite, the Internet and cell phone networks. "No other content has as many ways to be distributed."

With these assets, Fader argues that the recording industry can place its chips on multiple business models. Those favored by experts include:

• Music by subscription: Despite Apple's contention that consumers want to download songs rather than play music online, Fader and Babin expect most consumers will ultimately subscribe to catalogs of music. These songs would then be "streamed" to various devices such as a personal computer, networked music player or cell phone. Babin, who subscribes to four different music services, says he is surprised the subscription model hasn't gained more traction, but acknowledges that both technological and cultural issues remain.

On the technology front, Babin notes that his subscription services don't share well among various devices. Meanwhile, there are quirks with various DRM systems. For instance, Babin's music collection disappeared once when he wasn't connected to the Internet at the turn of a new billing cycle. The problem: The songs expired because the services couldn't verify he paid the bill. "If you're not connected to the Internet when the new billing cycle turns, your music is gone."

But the bigger hurdle may be cultural, says Babin, who adds that people like to own their music. "It makes sense to have a subscription to music, but it's a hurdle to get consumers to adopt it." Meanwhile, it doesn't help that Apple, which dominates digital music distribution, doesn't support a subscription model. And without Apple, it is unlikely subscriptions will gain momentum.

• New labels: According to Fader, it would be better if each music label developed its own model and conducted its own experiments. If each label came up with a different business model, the industry as a whole would find a winning approach quickly. "They tend to follow each other in lockstep, but we need to see more variation." During his interview with Inside Digital Media's Leigh, RIAA's Bainwol said that the labels are in the process of developing those models. "The labels are doing more than people realize. The switch went off about digital distribution and they are embracing change and experimenting."

• Hybrid models: Leigh suggests that business models in the music industry don't necessarily have to fall into any single category. And Waldfogel points out that experimentation needs to become ingrained into the way the music industry operates. Free music services that are ad supported may be one avenue worth pursuing. Adds Fader: The main thing is to have the music industry play to all of its assets. "For instance, you could have a subscription service where members can buy CDs for $4."

Fader is also an advocate of combining satellite radio with music services. One such effort -- a partnership between XM Satellite Radio and Napster, which is now a legal online music service -- has been panned by the RIAA. The RIAA has sued XM for copyright infringement over a device called the Pioneer "Inno" that combines the ability to store music played over satellite radio. "The industry needs to find ways to integrate multiple channels," says Fader. "It's troubling that [the industry] hasn't embraced a device like that."

• DRM-free music sales: Leigh suggests that many technology hurdles with subscription music services could be resolved if digital music could be sold without DRM restrictions. "If labels would sell music without DRM protection it would eliminate a lot of the interoperability issues," says Leigh, who notes that one service -- eMusic -- has already found a following by not deploying DRM. "The industry needs to experiment by releasing music without DRM. If there was a serious effort to sell without DRM for popular releases, you could look at the impact of piracy versus the added distribution and publicity. You may discover benefits."

Assuming these issues with DRM and playing music on multiple devices can be overcome, Babin says the music industry could discover its Holy Grail -- digital distribution via cell phones. In his view, music over cell phones would boost sales and open up new markets since there are more cell phones than music players globally. "The more cell phone networks are upgraded, the larger the potential."

Apple: Friend or Foe?

As new models develop for the music industry, it could increasingly find itself at odds with Apple, which arguably brought the RIAA and its members into the digital age, says Fader. Indeed, the music industry's relationship with Apple gets more curious as the music industry branches out.

The paradox: Currently Apple doesn't buy into the subscription music model, which would provide the industry recurring revenue. In that light, Apple, whose main goal is to sell iPods, could hamper the industry. While Bainwol says the RIAA is "thankful for the vision of [Apple CEO Steve] Jobs," other analysts have doubts. Whitehouse, for example, notes that the industry's failed efforts to get Apple to change its iTunes pricing to reflect different levels based on demand illustrates the tension between the two parties. Then again, the music industry has little choice, says Whitehouse, who notes that Apple controls pricing power because the industry failed to create its own digital distribution effort earlier. "Apple helped start legitimate music distribution with its simple 99 cent-per-song model. While the industry has pushed for variable pricing (say $1.99 for a hit song and 50 cents for an older tune), the fact that Apple hasn't budged shows who has the upper hand."

Others, including Babin, Leigh and Waldfogel, downplay any tension between Apple and the music industry. While acknowledging an "interesting symbiosis" with Apple and the music industry, they claim it's in both parties' interest to maintain long-term ties.

Fader, however, doesn't buy it. He maintains that Apple is a foe -- or at least will become one. Apple's dominance in the music industry means that one model -- downloading music -- rules the roost when there may be better options, such as subscription-based businesses. "Apple gave the industry a wake up call, but it has taken away the flexibility on pricing and promotion," says Fader. "The iPod is a killer device in more ways than one."

Leigh says that if the music industry is truly worried about Apple, it should help Microsoft become a stronger competitor. Microsoft could offer a counterbalance to Apple and boost alternative business models. That day may be coming. On July 21, Microsoft confirmed that it had plans to develop a new digital music and entertainment brand, called Zune, that could compete with the iPod.

Given that it's not clear what online music formula ultimately wins, it only makes sense for all involved with the music industry to try a little bit of everything, says Waldfogel. "Since we don't know how [things] will play out, this is a good time to experiment."

Coca - Cola!! Still No 1

My Broadband :: Business & General : Coca-Cola still king as Google rewrites rules

Coca-Cola still king as Google rewrites rules

By Business Times, 1 August 2006

Coca-Cola remains the world's most valuable brand. It's brand value alone is worth $67-billion, according to the annual global survey by Interbrand in conjunction with BusinessWeek. Jeremy Sampson, chief executive of Interbrand Sampson, said: "It's the miracle of Coke that for the last 120 years, especially the past 20 years, the brand has been so strong." He does not expect the brand to be toppled any time soon, adding that he does not believe the world's most valuable brands are under threat. The top five brands retained the same rankings as they did last year, though three had a slight decline in brand value, including Coke. The staying power of Coke is all the more significant in a world where consumption of carbonated drinks is on the slide, while sales of bottled water are increasing. The Coca-Cola company has about 400 brands within its portfolio, including several water options. Arch-rival Pepsi is ranked 22 in terms of brand value, but Pepsico has a larger market capitalisation, having diversified into a wide range of fast-foods including Frito-Lay, Quaker and Simba. One of the most startling moves was that two of the top three gainers were all from the "new world" with Google up 46%, coffee company Starbucks up 20% and eBay 18%. Google creates growth with the strategy "do no evil" - positioning itself at the opposite end of the spectrum from the more corporate Microsoft. "Google is rewriting the rule book," said Sampson. Similarly, the entire Starbucks brand has been built without advertising, and is a word-of-mouth phenomenon. It has expanded the brand with a premium fast-food offering and extended its products into music and publishing. Online retailers eBay and Amazon.com continue to skyrocket in value. Nokia has regained top spot in the mobile telecom industry after declines from 2000 to 2004. It retains sixth position and shifts up 14%, having focused on design and desirable features as key differentiators. Disney is another turnaround. After suffering financial turmoil for several years, it is seeing a "positive but cautious revival", according to Interbrand. It shifts to eighth from seventh position last year. Among other well-known names, Toyota shifted from ninth to seventh position and McDonald's moved from eighth to ninth. Mercedes-Benz toppled Marlboro out of the top 10. With only two new entrants to the top 100, compared with six new entrants last year, Sampson said this indicated greater stability. The biggest decliners were Gap (down 22%), which appeared to be unable to clarify its brand image, followed Ford (down 16%). The motor company continues to lose money and brand value. Kodak is down 12%, having got behind on the technology curve - especially the world of digital photography where it has lagged. To put it in context, South Africa's largest brands are far smaller than the big brands in larger economies. Levi's, number 100 in the Top 100, has a market capitalisation of $2.69-billion. Standard Bank was last year rated the most valuable South African global brand with a value that equates to $1.7-billion.

IT Firms woo families to cub attrition

This is an article published in Business Standard, A very good and innovative way to cubr attrition! source: http://www.business-standard.com/ common/storypage_c.php?leftnm=10&autono=99782 IT firms woo families to curb attrition

Barkha Shah / Hyderabad July 29, 2006

Incessant attrition is leading information technology (IT) and IT-enabled services companies to take recourse to the time-tested family connections.

These companies have logged on to a new — and uniquely Indian — method of bonding with their employees, one that seeks to utilise the influence that families have always had on their members.

Thus, the companies seek organise picnics and visits and institute awards that are conferred not on the employees but their family members — all in the hope that family will convince the employee to stay with the company because of its ‘inherent goodness’.

“In India, parents still influence the career decisions of their children. So it makes sense to bond with them,” said Michael Messier, vice-president, human resources, Progress OpenEdge.

Progress organises such ‘family bonding’ events only in India.

“In the US, career decisions are taken on an individual basis. My mother did not even know when I changed my job. But in India, the influence of parents with regard to workplace decisions is still very strong,” he added.

SumTotal Systems has taken this initiative one step forward by inviting families to accept awards on behalf of employees. Congratulatory letters are also sent to families on their children’s achievement.

“It is a good way of ensuring that the family members connect with the company. Besides, it ensures word-of-mouth publicity as parents tend to discuss their children’s professional progress within their social circuit, thus creating a favourable image of the company in the market,” Lekha Sishta, director (human resources and personal development), SumTotal Systems said.

According to Richard F Farrand, COO, HSBC Global Resourcing (South Asia), the company recognises the importance of family as a significant number of their employees are fresh out of college.

“The average age of our employees is about 25,” he added. So the company invites family and friends of employees for various corporate social responsibility projects like walkathons.

The Family Day is another regular initiative undertaken by the global major. HSBC Global Resourcing runs these programmes in other Asian countries too.

“Through such initiatives, not only are the family members ensured of the job satisfaction of their child, but it also motivates them to encourage others to join the organisation,” Farrand said.

So the next time, your aunt coaxes you to join a company that her daughter is working for, you know where that is coming from.

Gujarat Ambuja - Anil Sanghvi

Friends, this is a good article, an interview with Anil Sanghvi, the MD of Gujarat Ambuja Cement. It was published in Business Standard . the address is http://www.business-standard.com/ common/storypage.php?leftnm=lmnu4 &subLeft=3&autono=99214&tab=r LUNCH WITH BS: Anil Sanghvi

The home-grown CEO

Tamal Bandyopadhyay / Mumbai July 25, 2006

Anil Sanghvi

The boss of the country's most profitable cement company on the expected consolidation in the industry.

Anil Singhvi, managing director, Gujarat Ambuja Cement, loves to eat chana bhaturas at Cream Centre on Chowpatty. But we settle for Cafe Sidewok at the National Centre for Performing Arts compound at Nariman Point for our lunch since it is close to Singhvi’s office at Maker Chamber III, writes Business Standard.

Twenty-one years ago, newly married and without a job, Singhvi met Narotam S Sekhsaria, then managing director of Gujarat Ambuja Cement, in this office. Sekhsaria was impressed with Singhvi’s academic background but before making up his mind, he wanted to know how long the young chartered accountant would stick around with Gujarat Ambuja. “As long as you want me, Sir,” was Singhvi’s answer.

An assistant manager in December 1985, Singhvi was given Sekhsaria’s chair in January this year. “I am a home-grown CEO. It does not always happen in a family-run business. My colleagues can also look forward to head this company one day,” says Singhvi as we order the soup. He goes for saffron and mint clear soup while I decide to try vegetable, chili and coriander soup.

Has life changed after he became the boss of India’s most profitable cement company, I ask him. “Not really, since I have always been part of the company’s business strategy. The only difference is now the buck stops with me,” he says. As we look for some starters, I ask him about the new challenges. “The challenges are on the resource front. We do not have any mining policy, no coal policy. The government takes one step forward and two steps backwards. Coal India is doing a pathetic job. It’s so inefficient.... For seven years we have been talking about privatisation of coal mines but nothing has happened. Then, laws say lime stone mining lease can be given for just 20 years while the life of a cement plant is 50-60 years. I hope L N Mittal’s home-coming changes things in India,” a slightly agitated Singhvi says.

Sensing that the assortment of panipuri and sevpuri as starters cannot cool him down, I change the topic and ask him whether he was playing the tabla during the Mumbai rains. He has been learning tabla from Guru Vinayak for six years now. This tactic doesn’t work as it appears he missed the rains in Mumbai as he was away in Zurich meeting the top brass of Holcim, which will hold close to 25 per cent stake in Gujarat Ambuja after Ambuja Cement Eastern Ltd gets formally merged with Gujarat Ambuja later this year. Singhvi goes to Switzerland once every three months, interacting with the Holcim brass on internal audit, HR and best practices that have been introduced in Gujarat Ambuja. I ask him whether he has developed a taste for the famous Swiss dish Fondue, made from melted cheese. He laughs but I see the Swiss influence on him when he orders a pizza with a lavish cheese topping for the main course.

I ask him the obvious question: When will Gujarat Ambuja and ACC merge? Holcim holds over 35 per cent in ACC and it is only logical that the two outfits merge. “Why should the two companies merge?” Singhvi asks me. “If you’re talking of merger of minds, it’s a separate thing. We are dating; the courtship is on but there is no plan for marriage. There is no merger plan on the radar screen,” he says. Gujarat Ambuja has a capacity of about 17 million tonnes and ACC about 20 million tonnes. Between them, the two companies account for about one fourth of the 150 million tonne Indian cement industry.

The 210-million tonne global giant Holcim’s largest single-country exposure is to India (about 18 per cent of its total exposure), and this according to Singhvi, will grow by about 10 per cent annually. “There is not much scope to increase production through de-bottlenecking. It will be done through brownfield and greenfield expansions and acquisitions,” says Singhvi. My reporter’s antenna is up and I promptly ask him how fast the acquisition can happen. “We will possibly be ready for acquisitions next year,” Singhvi says with matter-of-fact candidness.

He also feels the cement industry will see consolidation as it is too fragmented. Over 45 players share the cement space and each one of them, on an average, accounts for 3.5 million tonne capacity. Among the foreign players, Holcim, Lafarge, Italcementi and Heidelberg are already there. I ask him whether he expects any new foreign firm to set foot in India. Singhvi takes a bite of paneer pita and says, “Cemex of Mexico, the world’s third-largest cement player, is sure to come to India. It does not have any presence yet and I’d think that it would come very soon.”

A commerce graduate from Jodhpur, Singhvi started his career in Blowplast but left after three years, when he failed to convince the promoters that its foray into the toy business was not in sync with its mainline activities. He worked for six months with Century Enka but did not see any future there as the most profitable Indian company in early 1980s did not have any growth plans. He joined Gujarat Ambuja when cement was a dirty word and for a Rs 20 crore working capital loan, the company had to chase a consortium of 11 banks. Singhvi was instrumental in taking over DLF Cement and Modi Cement and finally forging the relationship with Holcim through a complex and novel deal. What is the key to his success? Is it his acumen for finance or knowledge of the cement industry?

The 46-year-old CEO offers an unusual answer. “My eye for detail. I always plan things meticulously, even when I am taking a flight or boarding a train. I am sincere and always at the right place at the right time. But the most important thing is that I do not leave any thing to chance. I plan every small thing.”

For dessert, his preference is chocolate mousse. I ask him about his pastime and passion, playing tabla. Is he ready to put up a public performance? “I don’t want appreciation from the public. If my guru is happy with my performance, I am happy. Ekalvya did not fight any battle. He just wanted to make Dronacharya happy,” Singhvi says. He is the Ekalvya and he has two Dronacharyas to please — his tabla guru Nayak and mentor at Gujarat Ambuja, Sekhsaria. We don’t know about Nayak yet but Sekhsaria, certainly, is happy with this Ekalvya.

Logo's of different companies

Hdfc Bank




Sony Walk Man



Cisco Systems





ABN Amro Bank




De Beers - the Diamond Giant

Different occassions.... Diff celebrations

believe these are the key ingredients you require any time you wanna feel good or enjoy ….. Isnt it ?


* A winter evening.

• Four friends.
• One barsaat.
• Four glasses of chai.

* Hundred bucks of gas/oil.

• A rusty old bike.
• And an open road.

* Maggi noodles.

• A hostel room.
• 4.25 a.m.

* 3 old friends.

• 3 separate cities.
• 3 coffee mugs.
• 1 internet messenger.

* Rain on a hot tin roof.

• Pakoras deep-frying.
• Neighbours dropping in.
• A party.

* You and mom.

• A summer night.
• A bottle of coconut oil.
• A head massage.
• Gossiping about absent family members.

* You can spend

• hundreds on birthdays,
• thousands on festivals,
• lakhs on weddings,
• but to celebrate
• all you have to spend is your Time.

Dr. Karsanbhai Patel - NIRMA Man

Friends, this is an article that I found on Internet, Regarding the much told aboyt Mr. Karsanbhai K Patel by our SM Faculty, Mr. Das the man from dabur


A soap opera called Nirma



THE ECONOMIC TIMES

Karsanbhai K Patel

Chairman, Nirma



My hands are quite full at the moment. So, when ET came up with the idea that I write a piece for the special edition, I was rather sceptical. All these years, I have maintained a low profile and preferred to keep away from the media. “Should I write about Nirma's journey in a newspaper after-all?”



I wondered. Then, as an after thought I felt that some youngster reading ET in some corner of India may get inspired after reading my story, and think of the unthinkable, like I did 37 years ago. Nothing will be more satisfying if that happened. So, here I am.



I started making detergents way back in 1969. That was an interesting year: Man landed on the moon for the first time, Pele scored his 1,000th goal, and the Boeing 747 made its debut flight. I was all of 22, brimming with passion and a zest for life.



I came from a small village in North Gujarat, where my father was a small farmer. Hardships were aplenty. But my parents made us focus on our studies. The village school was miles away. But we were never allowed to relent. School done, I was sent to Ahmedabad for graduation.



After completing BSc, I got a job in the state mineral department as a lab assistant. But the salary was not enough to run the large household. So, I thought about doing something more. I started making detergents at home. I rode a bicycle to the market to sell my products-door-to-door. Trust me, it wasn't that easy.



Every success makes a modest beginning. I too started off in the backyard of my home, barely 100 sq ft big. All that I had with me then were some conservative, hand-mixing techniques, a few unique chemicals and soda ash, and, of course, the will to make a difference.



I realised that my product was innovative. The raw materials were different. Though the quality was at par with some leading brands, my production method allowed me to leverage on price. I was able to sell the product at one-third the price of other detergent brands.



In those days, the domestic market had very few players and was largely dominated by MNCs. The cheapest brand in the market came at Rs 13 a kg. I launched my product at Rs 3 per kg. My product became an instant hit.



Gradually, the market for my product grew, and something within told me that I could make it big. I decided to focus on my venture, and shifted the production base from home to a small unit in Vatva, an industrial suburb of Ahmedabad. I called my product Nirma, after my beloved daughter Nirupama.



I knew I had taken up a big challenge. There was no looking back. I worked more than 18 hours a day and did almost everything - from procuring raw materials, blending them and then marketing.



But I never felt I was slogging because every pack of detergent sold would give me immense satisfaction. In a short time, Nirma penetrated other local markets. My product mix was apt for the mass market. But we were targetting the densely populated rural and semi-urban markets that had for years been ignored.



Our competitive pricing and simple positioning was the growth strategy. We adopted a flat distribution structure against the industry's pyramid practice, and introduced cost-efficient poly-pouch packaging, when others were operating through boxes.



Soon, our products penetrated newer markets, winning market share, and mind-share. We backed our efforts on the ground with advertisements on the radio, in 1976, and newspapers, in 1980. The jingle 'Dudh Si Safedi, Nirma Se Aayee..' did the rest.



I was so confident that I even offered a 'money-back' guarantee to customers. That made it even popular. Soon, we were the dominating market player - a position Nirma has never since relinquished.



We rewrote marketing rules, forced the big players to have a re-look at their product strategies and pushed them to cut prices. Little did we realise then that some day, in B-Schools where they aspired to work with large multinationals, students would be told the story of Nirma!



I was never very ambitious. But yes, I always seized opportunities. That helped me grow. I never considered competition to be a threat. I knew their weaknesses and my strengths.



I identified markets where others saw none; I explored markets, where others failed. And I succeeded in converting them, where others felt that the consumer's mindset was difficult to change.



The bigger challenge came from the business environment of those days. During the early license raj days, I faced roadblocks in procuring basic raw materials and in availing logistic facilities, among others. But all these made me more resilient.



Some other decisions I took midway through the Nirma journey also helped us a lot. For instance, in the early 1970s, we established a Linear Alkyl Benzene Sulphonate (Labsa) and Sulfuric acid facilities.



We also built the Alfa Olefin Sulphonate and Fatty acid plants-all vital raw material for our end-products. In 1990, a glycerin plant was also set up. All these facilities were essential to optimise economies of scale and leverage through quality, quantity and pricing.



In 1985, we launched a detergent cake, and followed it up with Nirma Super detergent powder. By then, Nirma was already established as the market leader in the industry.



Then came the period of expansion and consolidation. In 1990, we forayed into the toilet soap segment, following the umbrella brand strategy. We launched a beauty-soap with high TFM content at an affordable price point, and followed it up with various new fragrance variants to strengthen our market position.



In a short span, Nirma gained the second position in the toilet soaps market. In 1994, we established a full range packaging facility to meet more than 1 crore soap rappers a day, and more than 30 lakhs poly-bags. We also established craft paper, corrugated box and ink producing units to achieve economies of scale.



In 1998, we established a unit to produce 75,000 TPA Linear Alkyl Benzene at Alindra, near Baroda. In 2000, we established a soda ash unit in Kalatalav, near Bhavnagar. Soda ash is again a key raw material for detergent and has various industrial applications.



The price of this product was going up globally. So it was essential to set up a production facility and keep prices under check. This way, by following a backward integration strategy, we installed huge facilities for vital ingredients for our end -products, making us self-reliant. At Kalatalav, we also developed one of the largest salt works of Asia, and launched Nirma Shudh - an edible, free-flow, quality salt.



Looking back, it's was not that easy to convert a product into a brand, a one-man show into a 15,000-strong magnum opus. There is no short cut to success. While you traverse that path, you will face roadblocks as well. But only he will survive who wants to make a difference in this world.



Currently, Nirma group is going through a phase of acquisitions and takeovers. The group recently acquired the Porbandar-based soda ash maker Saurashtra Chemicals. Nirma has also entered in healthcare domain by taking over global scale IV-fluid production capacities.



We are also exploring possibilities in the power and cements production sectors. I can only wish that if I could do it alone, Nirma's 15,000-strong manpower would be able to script a bigger story.

 

Jai Mata Vaishno Devi

Chalo Bulava Aaya hain.. Mata Ne Bulaya Hain....
Me, Nagesh, Rishi (rajat), Gavli (abhishek)
At the top..
Jai Baba Bhairo Nath..

 

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Shree Ganeshaya Namaha:

Accoarding to Indian Mythology.. every thing starts with the name of Lord Ganesh.. So be it...

Welcome to my blog...
 

First Post

This is the first post on this blog.

I am currently pursuing my MBA at LBSIM, New Delhi...

My interests are reading, studying and chatting... doing the chutter putter...

hope you all would enjoy here...

About the current activites:
I am doing my Summer Internship at MICO BOSCH.
Its a great learning out here... The real learning is out in the field only... that's the best place I feel for an MBA...