BUSINESS MAHARAJAS BY GITA PIRAMAL PDF

Business Maharajas [Gita Piramal, Gita Piramal] on *FREE* shipping on qualifying offers. The inside track to India’s most powerful tycoons The. Business Maharajas [Gita Piramal] on *FREE* shipping on qualifying offers. Editorial Reviews. About the Author. Dr Gita Piramal is managing editor of The Smart Manager, India’s first world-class management magazine, launched in.

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All eight follow two fundamental and simple management rules. Ambani is not the only overachiever to experience ‘eelings of persecution. Her hard work in gathering information about these tycoons and cleverness of not revealing everything can be felt by a reader. This is a “must read” if your interest is the personalities of successful business leaders.

To see thi workers participating in the Ambani family’s happiness had multiplied Dhirubhai’s own happiness. In the West, such schemes were common. In his climb to the top of the corporate ladder, Dhirubhai had already absorbed and adopted the two key strategies of self-reliance and speed.

Once it became clear that no understanding could be reached, the panic buying began in earnest. Aug 13, Vatsal Dusad rated it liked it. The Ambanis had initially thought they would have the plant up and running by mid- 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, majarajas within a week RP tendered his resignation in maharajaa against the racism rampant in the Scottish firm.

It was a one-bedroom house.

Business Maharajas (Penguin business)

Oct 15, Sukant Jain rated it really liked it Shelves: Apparently an Arab had asked Dhirubhai to send him a consignment of Indian soil in which to grow roses in the desert. Lists with This Book.

And for that, Ambani had to change the bureaucracy’s mindset and force it to review the licensing system. Reliance shares were appreciating, and the scheme promised profits for everyone.

According to Ambani, convincing the government meant adopting a flexible approach. The most tragic feature of the License—Quota—Permit raj of the socialist era of post-independence India was the blatant intervention of the government in business. Someone began to ask how and from wlere Ambani had got hold of Rs m to pay for those shares. We had a lot of connections in Aden and we exploited these connections to export a wide range of commodities.

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May 18, Apoorv Purohit rated it liked it. Whispers started wafting giga textile circles that Reliance’s phenomenal success owed less to good management and more to manipulation.

In the lift, once in a while, Dhirubhai would bump into another mill-owner, gdish Prasad Goenka, scion of one giga Calcutta’s oldest siness families, an art collector of rare Indian miniatures and ad of Swan Mills. Despite the difficult conditions he worked under, Bajaj established Bajaj Auto as one of India’s rare world-class organizations. Earlier, he had set up a worsted spinning plant within eight months of getting a licence.

The issue for the worsted mill was quickly followed by one in for modernizing its textile millto finance PFY manufacture and a record Rs m one in at the time of the attack by the infamous bear syndicate which had forced the closure of the BSE and made Ambani a national figure. Birla studied at Boston’s prestigious MIT and Tata graduated from the equally famous Cornell, but the matriculate Ambani rolled up his sleeves and got bussiness job at seventeen, Vijay Shah dropped out of the London School of Economics when his father died, and Khaitan completed his undergraduate studies in an undistinguished morning college.

And when he talks, he doesn’t bother about mundane things like correct sentences, grammar, etc. But we are open to consider joint ventures where we have an active role to play. One guiding principle used was to look both into the past and the future in order: They fell like dominoes on the back of Ambani’s Reliance Textile Industries which fell from Rs to Rs aspiramsl its shares hit the market.

We were on stream in forty-eight hours. Ambani registered Reliance Textile Industries with a paid-up capital of Rsnot as a composite mill but as a power loom unit. What is their vision for the future? India Penguin Books Ltd. While writing this book, have I been subjective? The eight featured here are among India’s most powerful men.

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They know more about their competitors— even about their day-to-day operations— than the top managers of those companies. This was an alien concept, an idea Ambani picked up from the West.

Who would give their companies such bizarre magarajas funny names? Most traders are small entrepreneurs. You must understand human psychology. Until he came on the scene, managements rarely bothered about the price of their company’s shares.

Bodyguards and guns are a way of life for this intensely private and deeply religious man.

Business Maharajas by Gita Piramal

However, when the selection process was finally over, the winner was Reliance. As rival maharauas at the time: In a bid to make companies like Reliance actually pay taxes, Pranab Mukherjee, the then finance minister, announced in his budget that zero-tax companies would have to compulsorily pay tax on 30 per cent of their profits.

Also, how many people have got licences in India, and how many have implemented these licences? The diversity of the successful entrepreneurs in their modus operandi is humongous.

Four times over the past five years Reliance had issued artly convertible debentures collectively worth Rs m. We can’t change our rulers, but we can at least help them learn how to rule us better, he used to tell his executives.

Dhirubhai’s failure to import PTA at concessio nal rates at first appeared to be an piranal, an accident. Up toAmbani has mobilized Rs Her son, Rajiv, became prime minister. The book is highly recommended. Ambani, like Aditya Birla, knew that delays in project implementation could tip profits into losses.