Dhirajlal Hirachand Ambani ("Dhirubhai" Ambani)
RELIANCE
“If you don’t build your dream, someone else will hire you to build theirs”. Such was the thought of a person with fiery instinct who laid the foundation of India’s biggest private sector conglomerate – Reliance Industries.
Who would have imagined that a man operating out of 350 sq. room, could ever hold his annual general meetings in football stadiums. From being a one man show, Dhirubhai made Reliance Industries a family of 85,000 people and contributed a major amount to Central Government tax revenue. Dhirubhai’s was a strong businessman, had never-say-die attitude and had a risk taking ability. Dhirajlal hirachand ambani known as dhiru Bhai ambani. The polyester prince who sold
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As there were kings of textile on large and small scale. So he started his trading business on a small scale by taking small orders and soon later he started taking large orders. Diru Bhai started his first textile mill in NAroda Ahmadabad. He planned to advance the technology and to setup high level machinery for better and more production. Every Saturday he used to fly from Bombay to Ahmedabad. To check the progress and establishment of his factory. And problems faced by his workers. HIS main aim was to produce the best quality nylon in the quickest way possible and in largest quantities. HE tripled the workforce, and due to drop in valuation of money globally slowed the project. IT was his biggest race with himself and the owners of the other mills. Dirubhai by seeing market and owners oppositions started a new trend in textile industry by cutting the whole sale and going directly to the retailers. The popularity of the fabric and convincing power of diru bhai led many onwers to sell only vimal. .At the time whole India was wearing the fabric produced by reliance factory but that never scared him, with taking risk he continued his projects. His main aim at that was to sell India his fabrics everything, in cheap rates. By later in 1967 he realized that his factory started producing finest quality of nylon. The growth of Reliance Industries was uncontrollable and that had not been imagined until then. Reliance went from a turnover of Rs. 70 crore in the mid-1970s. Later he raised a great deal of money by issuing 6 series of convertible debentures and then converting them into premium. After merchandising and reliance textile champak lal had a cut of from business and they both separated but dhiru bhai never gave up
In case of new age Indian businesses this is even more true. Businesses are now fixated on being the next Unicorn, a mythical animal, whose name is also given to companies who are valued at a billion dollars before going public. Unicorns or not, their ambition now presumably is to attract the nth round of funding and access the seemingly endless yet slowly drying supply of dollars to survive in the present with a wishful thinking to dominate the future. The Unicorn here lives the narrative of ‘go big or go home’. And in most cases it represents the glorified ambitions of one-upmanship, market domination being the trophy investment.
The. Read "4 Quotes From Gurbaksh Chahal That Will Set You Up For Success. " Under 30 CEO. N.p., n.d. Web. The Web.
As Percy Bysshe Shelley said “There is no real wealth but the labor of man.” Often called the land of opportunity, the United States of America is known for its free market economy. In this free market economy, America has planted the seed for future entrepreneurs. Throughout time, this seed will eventually grow into a tree that will bear the fruits of one’s labor. However, many entrepreneurs have found different ways to cultivate this seed to bear fruit. Such two men named Dale Carnegie and Horatio Alger have given the world two of the most famous business philosophies. Those who pursue Horatio’s philosophy achieve success through hard work and dedication while those who pursue Carnegie’s philosophy achieve success by being very charismatic. Though both philosophies talk about gaining success, they are very different in their methods.
[6] Kripalani, Majeet & Egnardio, Pete. The Rise Of India. Business Week Online. December 8, 2003. http://www.businessweek.com/magazine/content/03_49/b3861001_mz001.htm
I picked Bill Gates as a leader because he is a good example. He moves me since he is an extremely great businessperson. Likewise, he is an extraordinary pioneer for his Microsoft Company, and he is exceptionally liberal. Doors is not egotistical; he thinks about other individuals who require assistance since they have ailments and they are extremely poor. This paper will clarify his existence, investment life, and his incredible initiative.
So the leader I have chosen is Mukesh Ambani who is the Managing Director and Chairman of RELIANCE INDUSTRIES LIMITED (RIL). Reliance Industries Ltd. is an Indian multinational conglomerate operating in various sectors in and outside India. Founded in 1966, RIL is based in Mumbai, Maharashtra. RIL deals in miscellaneous industries such as construction, energy, petrochemicals, communications, science and technology, healthcare, textiles, retails, natural
Indra Noori is an exceptional sales-driven and business mined woman who has moved up the ranks in management within PepsiCo. Prior to working to PepsiCo, Noori has a top executive management experience working for Motorola from 1986 to 2000 and Asea Brown Boveri in 1994 (Pepsico, 2014). Moreover, through her leadership, she has helped companies generate over 10 billion dollars in sales which has opened the doors for her to work in top executive management positions (Pepsico, 2014). In India, Noori began her career as a Product Manager holding positions in Johnson & Johnson and at Mettur Berdsell (Pepsico, 2014). Indra Noori is an example of a great leader of which through her leadership, she has successfully help companies she previously worked for generate millions of dollars in revenue and help with restructuring firms. Indra has an exceptional business educational background of which she has earned her Bachelors of Science, MBA, and Masters of Public Administration degrees (Pepsico, 2014).
To realise the potential of India, MNCs need to show a strong and visible commitment to the country, empower local management and invest in local talent, while delivering the customization that Indian customers require (Choudhary et al 2012). “…The future of many multinationals depends on their ability to succeed in India” (Choudhary et al 2012. No pagination).
You might have heard about many personalities and their success stories or about their struggling life, but the personality which I am going to talk about in later para is far away from them. What I mean is that the person is totally different from them and he marked a spot among the existing business tycoons and left a question behind them that whether a guy who is just 17 years of age can climb the stairs of success so quickly or not. Well, he is at the zenith of his career and he thought of expanding his business which he previously thought not to abjure at the mid way if any pitfall comes in between. You are getting baffled whom I am talking about, right. Well, he is none other than the founder of OYO
Aditya Birla Group is one of the first multinational corporations in India. Its headquarter is located in Mumbai with many others operations in different parts of the world such as in Asia (Thailand, Singapore, Myanmar, Laos, Indonesia, Philippines, China…), Europe (UK, Germany, Hungary, Italy, France, Luxembourg, Switzerland…), America (US, Brazil…). Throughout their growing, Aditya Birla have become well known in many sectors that they get involved in not only in India but also around the world. Back to the earlier day of the corporation, when it first founded, the group has focused on critical sector such as textiles and fibre, aluminum… and become one of the largest participant in those areas. Later on, in the 1960s, the company had expanded their business into cement and chemicals. Also, they expanded their business across the border of India into many other countries. This “revolution” has brought the name of the group into the international business map and become bigger than ever (Aditya Birla Group 2007). Today, ABG is a corporation with the consolidate revenue of 30bil with the affiliates in 45 countries and 60% of their revenue come from internationally and become one of the largest private company in the world (Aditya Birla Nuvo Limited, 2011).
The reasons the researcher selected Mr. Akio Toyoda and Mr. Bernard L. Madoff as the successful and unsuccessful global business leaders because, both come from humble beginnings. In addition, both leaders come from different cultural background and ethnic groups. Mr. Akio Toyoda started at the bottom and moved from lower positions to the top position in within Toyota as Mr. Toyoda is the founder’s grandson. Mr. Bernard L. Madoff built the Bernard L. Madoff Investment Securities from the ground into a very powerful organization and the majority of Mr. Madoff family served in key leadership position. Mr. Toyoda earned a Master in Business Administration where as Mr. Madoff earned a bachelor in political science (Fogelson, 2010; McGee, 2007; Cresswell & Thomas, 2009; Czarny, 2009; Baldwin, 2010)
As a massive provider of consumer goods in India, Hindustan Lever Limited (HLL), is attempting to penetrate the rural markets where there is a massive opportunity for growth. HLL’s current operating sectors are becoming increasingly competitive and crowded. Their best opportunities now lie in developing new markets and rising to the top of that market. They are attempting to do this with a program for developing entrepreneurs, named Shaktis. Met with initial success the program now needs to grow without increasing costs.
The Economic Times,. (2013). Immense pressure from stakeholders prompted KV Kamath to pass baton to NR Narayana Murthy. Retrieved 1 June 2014, from http://articles.economictimes.indiatimes.com/2013-06-03/news/39714811_1_nr-narayana-murthy-kv-kamath-infosys-board
The story of these men’s lives is inspiring for a new entrepreneur or innovator to use as an example for effectiveness in business. These two CEO’s would make a good team if they joined forces. Each company has to find their own niche and the business model that works for them. The key to both of these CEO’s success was listening to the customer. Krames also mentioned that it is important to remember the none customer as well. It took strong dedication and devotion of these two men to keep their focus on their company’s mission and vision. Both Chapters illustrated the healthy fear a company faces and satisfy the market (Krames, 2003).
First Challenge the expertise for strategy formulation implementation within a changing business environment. In May 1994, I was selected as a member of Task Force Team that prepare to set up HMC's own finance company. During my six-month assignment, I worked under pressured time constraints. After lots of conflicts with Ministry of Finance and Economy, we got government approval in late 1994. This opportunity provided me with valuable experience in every aspect of business and team experience. Working with the extremely qualified and professional upper management was valuable in shaping my career goals. Especially, during my business trip to Hyundai Motor Finance Company in CA, USA, the international exposure increased my confidence and desire to pursue a career in international business. After the expiration of the Task Force, I was given the option between joining the newly established Finance Company and remaining in HMC. At that time, International Finance Team(IFT) offered to work together with them. I accepted the proposal because I wanted to further expand my international exposure. Second Challenge the enhancement of the global perspective and strategic vision required to successfully compete in a globalized business setting. In January 1995, I was trasferres to IFT and took over two jobs of financing Foreign Direct Investment and Investor Relations. In march 1995, HMC was planning the biggest foreign direct investment in India ever since the failure in canada, and I, together with my two subordinates, was responsible for project. Despite the fact that only three months had passes after taking a new position. I could carry out the complicated processes on the project. partly owning to the past force team experience.