THE QUIET RISE: S.H.MUMTAZUDDIN GROUPS.H.MUMTAZUDDIN TIMES (P) LTD. ISO 9001:2008
http://gabamobile.com/poverview.html
S.H.MUMTAZUDDIN GROUP (UNDER ABLE STEWARDSHIP OF MR. FIROZUDDIN), IS APPROXIMATELY AN 100 YEAR OLD GROUP! IT IS EQUALLY HISTORICAL AND SIGNIFICANT YET ICONIC. But, The Group Quietly Maintains Its Growth, In The Bustling “Kolkata City”
FIROZUDDIN IS A MAN OF few words. While this septuagenarian is quiet in his demeanour, you can’t escape the glimmer in his eyes, the child like inquisitiveness, aplomb and his sincerity. Also, holla, his deep compassion, and zest for life is really commendable.
CORPORATE CZARS in its brief sojourn to Kolkata, manages a one-o-one talk with Mr. Firozuddin, the well-read, widely travelled illustrious head-honcho of West Bengal’s low-key but top emerging company, and the timeless entity, also nicknamed ‘the watch people’ of Kolkata - “S.H.MUMTAZUDDIN Group.”
RENDEZVOUS WITH THE EFFERVESCENT BUT LOW-PROFILE FIROZUDDIN”
The founding pillars of this timeless group “S.H.MUMTAZUDDIN” was laid in 1922 by late Mumtazuddin associated with his father late Samshul Haque, who was later on jointly assisted by his brothers Zia-ul-Haque, Shamsul Arfeen, Md. Sayeed and Zammerul Haque in Kolkata (West Bengal).
Kolkata |
The year also saw them setting up their 1st watch showroom during the British Raj. This watch showroom in - 4, Radha Bazar, stands tallest with old world charm, and carries heritage value, being one of the oldest watch showrooms in India since 1922. This humble enterprise journey is etched in golden words in the annals of history, hailed as extraordinarily ‘big’ daring step, initiated by a small family which had no business lineage! And, these incidents would really make news in those times! It is only a classic example of their hard work, unwavering devotion and reputation that the group earned themselves the sobriquet of “watch people”, fondly given by the locals, a term which has stuck on them till date... Their roaring success, has helped the group diversify from watches, into array of businesses ie. mobile, and custom-designed furniture for the niche segment of the society. And, they have only flourished with time…
CORPORATE CZARS Reports
Kolkata is a "bustling city," a great place to be and Kolkatans are lively, high on emotional quotient, energetic, and avid readers. Nostalgia apart, there is little that's left of the glory day! But winds of change are blowing across the region, and there is a glimmer of hope that businesses will flourish soon. Kolkata should leverage its own strength rather than following any business model, and it won’t be a surprise, that due to its inherent strength, it can even give run for money to China!
After the death of Mumtazuddin, late Merajuddin the only son of Mumtazuddin took over, and in due course of time passed the responsibilities to his son – “Firozuddin” who is overseeing the company affairs. GABA Mobile is their flagship brand under mobile business.
S.H. MUMTAZUDDIN Group has always endeavoured to provide the best to their clients, be it in the area of - technology, quality or service. With a planned growth, the objective within the group is to be very dominant, visible and well-accepted leader in India & abroad in near future per se the opportunities available to the group from time-to-time....
Naturally, with a 100 year old legacy the promoters have to lead from the front; to ensure that they keep abreast with the huge local expectations. And, S.H.MUMTAZUDDIN Group (S.H. MUMTAZUDDIN TIMES (P) LTD. has stood the test of time, never disappointing its people even once…
Today, the names - “Mumtazuddin” & “Gaba” have become buzzwords, and people easily relate to this name as “The renowned watch people.” S.H.MUMTAZUDDIN Group growth trajectory has only fuelled overall growth for the whole group. With a fiery belief in leading a steady trail rather than following one, a calculative yet determined approach; and backed with sensible planning - the big golden leap for this small giant looks imminent…..
The usually low profile reticent group have for the first time revealed about their Indian odyssey to CORPORATE CZARS publications….
THE BEGINING
“My grandfather “Mumtazuddin” was a reformer too. He and his brothers formed the initial cradle of entrepreneurship, and my father is a perfect living example of free spirit of enterprise, under whose stewardship the - ‘MUMTAZUDDIN’ flag flutters high today.” The burning bright lamp of inspiration served well for FIROZUDDIN, who took over from where his father late MIRAJUDDIN had left, and manoeuvred his way to successfully conclude this epic marathon. And, slowly but steadily catapulted this small enterprise into a formidable force. Belonging to the 3rd generation of Gaba Family, he showed exemplary innovative mind, and his risk taking abilities only paid dividends to him.
His initial struggle, value for quality and rock solid principles are few of the hallmark beliefs which paved way for the Mumtazuddin clan’s future enterprise quests. It was the indefatigable enterprising spirit of Mr. Mumtazuddin, who ignited the initial small spark of enterprise in the whole family, which is burning quite bright amongst the gen-next today. The young, the restless, the successful and the ambitious third & fourth generation of Gaba’s are themselves in awe of their great grandfather’s rare feats and qualities; as much as their contemporaries. The rich legacy, coupled with strong fundamentals of the group has earned them a great fortune and respect from the people of Kolkata (West Bengal).
1324-1334: 1O YEARS PERIOD - 25,000 HINDUS CONVERT TO ISLAM
FOREFATHERS: LAXMAN GABA - BECAME ABDULLAH GABA
IN 16TH CENTURY: 64 PUNJABI FAMILIES CONVERT TO ISLAM REACH DELHI ON SHAHJAHAN’S INVITATION
BY 18TH CENTURY: THE FAMILIES MULTIPLY ACROSS THE COUNTRY…
FIROZUDDIN’S FATHER- Mr. MIRAJUDDIN
GRANDFATHER - Mr. MUMTAZUDDIN
On a visit to one of Gaba Mobile stores revealed that the group had long envisaged the opportunity to offer all mobile brands under one roof, even at the time when mobile phone sector was not an organised sector! With decked out interiors, at Gaba Mobile store you will find neatly tucked basic & smart phones ranging from - Sony, Nokia, Samsung, LG, Lenovo, etc. A surprise innovation is the Gaba’s own mobile hand-set! The customers have showed
lot of positivity, enquiring about a “Gaba” a branded phone. The group is the largest mobile phone retailer from the eastern zone in India. Kolkata is where the company’s mobile phone & accessories action is! No doubt, it is the hub for company’s marketing efforts & business initiatives. Thus, with strong fundamentals in place, the time is just ripe for the company to go full throttle and make noise in the market to capitalise on its goodwill. The group has prepared its future plans, and vision document, anxiously waiting for long with bated breath, amidst their soaring ambitions! Surely, one shall get to hear more from them. It is the vision of Firozuddin, that today customers can get indigenous top quality smart phones at economical prices, i.e. “Gaba” mobile stores, which are strategically located to meet the burgeoning demands. “Gaba” is competing with world-class technology firms, taking the Indian quality standards few notches higher in Kolkata! Presently, the group maintains 3 retail-outlets that deals in mobile phones, and might go national in next 5 years:
Location-1: At 13, B.B.D Bag(E), Kolkata-700 001, Location-2: At P-19, Gariahat Road. Kolkata -700 029
Location-3: At 171 Lenin Sarani, Kolkata-13 (Inside New Cinema Hall). The group has envisaged into another exclusive Seiko watch showroom at 4/1 camac street, where one will find all major brands of watches! The group strategy is three-pronged: The group knows quite well, that Watches, Mobiles and Designer furniture are trendy lifestyle products of desire, as well as status symbol in many cases! Moreover, Mobile phones & Watches not only cater to the masses, but also the brand-conscious youth and affluent class... Also, keeping in view of the footfalls at its mobile phone stores, it has toyed with trickle-down strategy to sync other businesses thereto for conclusive lead generation. Thus, a showroom was conceptualised at 171 A & B Lenin Sarani (New Cinema Hall), and no wonder, this, 7000 sq ft sprawling showroom, with cool ambience, turned out to be an instant hit from day one for the young and old couples alike! Considering the overwhelming response, Mumtazuddin group has received for mobiles and designer furnitures; they are encouraged to furthermore plan slew of more showrooms outside Kolkata’s periphery to dominate the market. Mobile Phones have proved themselves to be one of the greatest gifts to the mankind. They have become an indispensible part of our lives. All thanks to cost cutting techniques and innovations over a period of time; mobile phones are now affordable for everyone. With a
plethora of basic mobile phones to the smart phones flooding the market, they are not a necessity but act as status symbols for many.
With mobile phone penetration increasing four-fold, Firozuddin says, “Due to mobile phone’s utility value, people’s aspirational quotient, and need to upgrade continuously, all this has fuelled tremendous growth, and, due to this growing trend, the demand is here to stay atleast for next-15 years!” Today, when a customer has all the information about the high-end mobile phones available at even the remotest corner of the world, the likes of our Indian ‘Gaba’ brand giving run for money to the MNC brands, coupled with customer euphoria, speaks volumes about this entity! Also, it surely makes for an appropriate case study in the ever evolving mobile market about - how to win the customer, retain the customer & keep them satisfied so that they keep coming back, asking for more!
The average purchasing power in West Bengal is quite low, if you see the demographics, almost 60% of the younger lot (skill & semi-skilled) is forced to work out of West Bengal due to the continuously eroding business sentiments of the companies, coupled with trade unionism and labour issues. Mostly, the affluent populace in the 40-65 yr age group are either migratory population or permanent ones. And, are based out of Kolkata (70% living abroad). Recently, Jessop & Co (The 250 Year old concern) involved in manufacturing Railway wagons, tools, ancillary Services, etc had asked permission for closure from the Mamata govt. Unfortunately, the agenda of development is lost somewhere in the scheme of populist agenda coupled with nil involvement of respective governments in West Bengal. In the absence of clear business policies till date, it is highly commendable how the likes of century old, S.H. MUMTAZUDDIN group have bravely faced barrage of issues in West Bengal, and carved out a niche for themselves in the market place. Even though the facilities available here is not up to the standard benchmark. The people in Kolkata are accommodative, contended and have been used to a particular routine life here!
I am non-alcoholic, non-diabetic. And, I give full credit to green tea. As milk tea damages the liver – Firozuddin
BLAST FROM THE PAST:
Flipping back pages of history, his gleaming eyes show the passion that rubs on to you! And, it seems like a flash, wherein yesteryears images start dancing to the fore! He reminisces, “This company was started 100 years back by my grandfather, he belonged to Delhi. in 1857 Delhi was crushed, Bahadur Shah Zafar was taken away by Britishers, also the people supporting the independence movement were literally crushed by the British Empire. By this time British forces had managed to get a firm foothold in India. 100 years back our whole family had their origin in Delhi, Kolkata was nowhere in our radar.”
In 1657, Delhi was under the influence of plague. Thus, emperor Shah Jahan called 64 selected Punjabi families who had got converted to Islam to reorganise Delhi as a business place. He reminisces, “Our entire family did not migrate to Kolkata, it was only my grandfather (they were 5 brothers), who was quite enterprising, and his risk taking abilities, coupled with sharp business acumen brought him to the shores of Kolkata in the beginning of 19th century. Three brothers of my grandfather went to Pakistan, and two stayed in India! That time Kolkata was the capital of India. Kolkata is approximately 300 years old, and, was nowhere on the map in 16th century. It only came into existence by 17th century.“
S.H.MUMTAZUDDIN GROUP: SNAPSHOT
“THE INSPIRE TO EMPIRE STORY”
Journey in brief:
19th Century: Started business
1922: S.H. MUMTAZUDDIN
ESTABLISHED IN KOLKATA
(Busines environment not
appropriate, social unrest)
1967: NOT MUCH IMPROVEMENT
1983: ON FATHER’S EXPIRY, SH.
FIROZUDDIN TOOK OVER
BUSINESS REINS FROM HIM
1985: INTRODUCED WATCH BUSINESS
(Popular As Kolkata’s Watch People)
CORPORATE CZARS in a tete-a-tete with the ‘FIROZUDDIN’ himself, the quiet doyen of Kolkata’s century old group, who single-handedly scripted S.H.MUMTAZUDDIN Group’s success story, and took the great legacy forward... We decode group’s ambitious growth plans with the warm, suave yet highly astute FIROZUDDIN GABA, Chief, S.H.MUMTAZUDDIN Group S.H.MUMTAZUDDIN TIMES (P) LTD.
Q: We ask him how he manages to look good and remain physically fit too?
A: He shares, “I am non-alcoholic, non-diabetic. And, I give full credit to green tea. As milk tea damages the liver. I want to admit that, one habit I am getting rid of now is, that I was a chain smoker.”
Q: Why are there not many examples of businessmen from your community emerging as an organised entity on nationa level?
A: After 1947, many Muslims left for Pakistan, when Mughals ruled, people had lot of money, but when Britishers ascended the throne, they looted en masse… One of our relative Waziruddin Gaba had come to Delhi with 64 families, he was a elected legislative member in the court of Shah Jahan, and their families officially served Mughal’s consecutively for 200 years till the last emperor Bahadur Shah Zafar. It ended only after the Britishers arrived on the scene! In 1800, Jama Masjid and Delhi Fatehpuri mosques were taken by Britishers, although they were public properties, but it was converted into horse stable. You can imagine that during this time, Rs. 7,50,000 lacs were spent to restore the mosques by muslims in that era.
Q: How did you come across the title “Gaba”?
A: I got Gaba’s title 25 years ago in a Delhi Directory, so I thought to use this title as my family had its roots in it. When I came to know that our forefathers surname was “Gaba”, and according to history we belonged to this community! Our name, and religion had changed in 1364 so we were suggested not to invite Mughal’s ire, and dispose off “Gaba” as our surname. If you go to Arab countries, and ask about the origin of “sheikhs” & their “titles”, it would be known that Islam came in to existence around 610, before that not Islam, but Christianity & Hinduism prevailed. That means all of them were convertees in those times. After Mughals departed from the centre stage, still the title of “Sheikh” continued. But, when I came to know that Gaba” was an original surname, so, I started using it, there is no harm in using it! So, I floated a company called - “GABA TIME PVT LTD. In 1995”, wherein, the other company name was Mumtazzudin (old company). Even my inner voice, said that “Gaba” name should not be dumped or buried…
Q: Sir do you go to Delhi now?
A: Yes, my relatives are there in Delhi too. We have watch, pearl and allied businesses there… Many of our community people are residing there.
Q: You are an inspiring role model for the future generation (also muslim community members, ironically large no. of them are still uneducated). You have held the Mumtazuddin group (Gaba) flag fly high for long?
A: The fact is that, today’s generation have a mind of their own, and many of them do not wish to listen to others. The world has become fast - Young guys want fast cars, fast money, fast success, etc. But, without a past, one can’t move fast, coz the more you need to grow vertically, the more you need a wider pyramid base. One needs to inculcate discipline, and an iron will to succeed in life! And, our past works as a stepping-stone to our future belief, temperament and attainment of success. In 60’s-70’s, I remember we were taught 2 history subjects in school – Indian history & general history (Hitler, Napolean, etc). It is sad that today many schools started feeling that the inclusion of history subject is irrelevant. Curriculum apart; history teaches us many facets about evolving human life, education means turning into a civilized and responsible person, and not otherwise! Does today’s education teach us to become good human being? Many do not understand the true essence of their religion, which teaches us to be compassionate, and mindful of other’s sensitivities…
Q: You still have that old world warmth, sincerity and cultural values, which are becoming extinct now?
A: Islam teaches us about humanity, to become a good human being first! Our old wise men used to say affectionately that “listen to your father, if not father, then do listen from your grandfather – about adhering to basic teaching of religion.” They said, “do learn true meaning of what religion is? What it teaches? Everybody has to live, and everybody has to eat to live! One has to accept that the almighty has given different resources to each one so that people can fend for themselves, and we can’t keep complaining every time why I have been given less? Somebody is poor, somebody is extremely rich! But, biggest thing is - did you care to check if your next door neighbour has taken his meals or not!”
The biggest essence of any religion is compassion, brotherhood & love! Our prophet, and many other spiritual leaders emphasise the need of being compassionate and warm towards your fellow beings, if people are not humane anymore, it simply means lack of teachings or the end of teachings…
A man living on the street would still ask his compatriots about their well being, but will high-profile people like ‘Mukesh Ambani’, who have their heart’s fill, ask their neighbour about their well being? When the world is divide between – ‘have’s’ and ‘have-nots’, is it not the responsibility of rich business-class to cater to the deprived lots of the society?…
Q: What are your achievements? What area are you diversifying into? What are your plans?
A: It was during 2000, that we started diversifying (it was almost 14years), in 2002 I entered into Garment business, even before shopper’s stop had arrived! I entered into selling top branded perfumes in retail outlets, and sourcing choicest products from Mumbai. In 2004, I started importing furniture from China. When I went to China, I discovered that dealing in sunglasses and perfume was quite lucrative. But, somehow, it did not suit me. And, I recommended it to Bhaskar Bhat (Now, M.D, Titan), we had instantly struck a chord, and he was a dynamic guy, who would keep tab on the market, also usually take my opinion too. Today, he is one of my closest friend.
Bhaskar Bhat promised me, to have a dekko on it, after they complete its viability study. I remember, Tanishque was not introduced during that time. I had almost forgotten our talk, but as we are talking, I am glad to see Titan introducing all these products, in their bouquet of offerings!! And, I feel extremely satisfied that my vision was correct. Infact, we were not big players, so we could not do it on a lavish scale. And, I was a small businessman, who was trying his luck in his best optimum capacity, and my sons were also small. So, I had to do all the running...
But, one thing I was quite clear that the Indian market will get refined, and the demand for lifestyle products will take a huge jump. Look at the trend how the market for – perfumes, sunglasses, garment, etc has grown!
Q: Your entry into launching your own brand “Gaba” is also an interesting one, pl comment?
A: “Mobile business is growing by leaps and bounds. Initially I was sceptical, thinking that, if everybody will own a mobile, then saturation will crop up..In 2003, my 4 sons (who support in this business) were quite gung-ho about entering into our own mobile business. Thus, I went to China, to study its viability, and we launched our own brand “GABA” (A title taken from our 13th century ancestor’s name - “Lakshman Gaba” (when our family was hindu, and till then not converted to Islam). Initially, my sons shared with me that it doesn’t sound good for a mobile brand name, but I assured them that – no harm in carrying a name which had been famous in our grand old days, it is short, and with time it will catch up. And, there was no looking back from then onwards. I am now sure that atleast for 15-20 years there will be no saturation in the mobile business. After a shift of consumer’s choice from - landline phone - to a pocket phone, what more revolution can one see in next 15-20 years.” Sharing Nonchalantly, he says, “But, that won’t stop innovations. i.e. watch phone (Samsung introduced) has introduced now. 50-100 years back, watches, pens, tie-pins, cuff-links, etc were man’s essential jewellery. The latest addition is – mobile phone.”
Q: could you elaborate about yourself, family & interests?
A: In 1967, at the age of 17 years (born: 24thAug’1951), my father pushed me into business. I got married in 1979. After spending some good time in business with my father, I got a huge setback, as I lost my big support: “my father” in 1983 (My age was 32 years). During that time watches like - HMT, Allywn, etc ruled the market (JRD was involved with titan). I have total 4 sons, and very happy to get such obedient, & friendly sons! The youngest son is both - sweet and mischievous, it might be because he is a bachelor (All other 3 sons have got married),” he adds with a dash of humour.
Q: Could you share your group turnover?
A: Infact, the total turnover is approximately 80 crores. 60 crores from – mobile segment, and 15-20 crores from – Watch business. We are pondering whether we should go in for franchisees or not!!!
Q: What are your views on politics?
A: Any govt. which comes at centre will be formed in coalition. Mamata Banerjee is trying her best for industry, If she supports BJP, the minorities would not intend to support her, and vice-versa. Parodoxically, on the other side she is against congress too. We should have an effective leader who understands the problems of people by large...
Q: Do you think if Narendra Modi comes to power, there will be an effective change?
A: But, even he will not be able to come in majority, in India there will always be coalition!
THE HISTORY OF WATCHES
(Source: Agencies)
Early BC: Most ancient civilizations rely on the movement of celestial bodies to determine time broadly defined by planting seasons and harvest times.
Circa 2000 BCE: Stonehenge; Ancient Egyptian Sundials
1500 BC: The Chinese and Egyptians develop simple sundials; easy to build, so a huge variety evolves all over the world during this time period.
1400 BC: Some cultures measure time by burning oil, candles, or incense, and tracking how fast the substance burns away.
325 BC: Water clocks are invented by the Greeks.
Through the 16th Century
1275: The mechanical clock is invented in England.
1300–1364: Three mechanical clocks are built to be displayed in public areas in Italy. An astronomical clock is introduced by Jacopo di Dondi in Padua in 1334; another clock, with a mechanism that strikes a bell to mark the hours, is completed in 1335 in Milan; and a third, which tracks hours, the sunrise, and the days of the month,
is built by Giovanni de Dondi in Pavia in 1364.
1370: The first mechanical striking clocks appear in France and England.
1400: Blacksmiths begin making clocks with loud bells in them to ring the hours, for use in the hallways of large mansions.
16th Century: Iron, a key element in clock design, is pushed aside in favor of brass, bronze, and silver; development of spring-powered clocks.
1541: The Swiss watch industry is born. Reformer John Calvin of Geneva bans people from wearing jewelry, altering the future of Switzerland. Geneva's jewelers are forced to learn another craft and are taught the art of watchmaking by refugees from France and Italy.
1574: The first known pocket watch is created, but the inventor remains unknown. The watch, crafted in bronze, depicts Saint George slaying a dragon on the front and the Crucifixion on the back.
17th-19th Centuries
1656: The first pendulum clock is patented by
Christian Huygens.
1680: The first minute hands are added to clocks.
1690: The second hand makes its first appearance on clocks, though the novel idea does not become common practice.
1700: Clock ownership becomes widespread; manufacturers design clocks in all sizes and styles: ranging from grandfather type clocks, called 'longcases', to decorative table clocks adorned with enamel paintings.
1715: Englishman George Graham invents the deadbeat escapement, a new type of mechanical escapement that offers greater precision.
1770: Abraham-Louis Perrelet invents a self-winding
mechanism.
–and– Jean-Antoine
Lepine creates a thinner movement, called the Lepine calibre,
enabling watchmakers to make flatter watches that can be carried in
"fob" pockets to conceal them from potential thieves. The Lepine
calibre is still in use today.
1795: Abraham-Louis Breguet invents the tourbillon escapement.
1812: Breguet creates a watch to fit on a wrist (the first wristwatch), for Caroline Murat, Queen of Naples.
1820: The keyless clock emerges, doing away with the need to use a key for winding or setting.
1822: Nicolas Rieussec files a patent for a "timekeeper or device to measure the distance traveled, called a seconds chronograph". This is the birth of the era of the chronograph, or stopwatch.
1830: Breguet introduces watches equipped with a button for setting the time.
20th Century
1904: Santos-Dumont orders wristwatch from Louis
Cartier. The original watch is on display at the Paris Air Museum
next to the 1908 Demoiselle, the last plane Santos-Dumont
built.
1914: By the end of World War I, wearing a wristwatch is the preferable form of timekeeping.
20th Century
1904: Santos-Dumont orders wristwatch from Louis
Cartier. The original watch is on display at the Paris Air Museum
next to the 1908 Demoiselle, the last plane Santos-Dumont
built.
1914: By the end of World War I, wearing a wristwatch is the preferable form of timekeeping.
1927: Charles Lindbergh completes the first transatlantic solo flight, from New York to Paris, in 33 hours and 30 minutes while wearing a wristwatch by Longines, the official timekeeper of this historic journey. Shortly after, Longines and Lindbergh develop the Lindbergh Hour Angle watch.
1929: Antoine LeCoultre unveils for the world the smallest mechanical watch movement, the Caliber 101. It is listed in the Guinness Book of World Records.
1930: Breitling Watch Company patents the first stopwatch.
1955: The first Caesium atomic clock, which keeps accurate time to within a few seconds every 100,000 years, is invented by Dr. Essen of the National Physical Laboratory.
1957: America's Hamilton Watch Company produces the first successful electric watch.
1960: Bulova Watch Company builds the Accutron tuning fork watch, which uses an inch-long tuning fork instead of an escapement to power the oscillating circuit.
1962: Rado becomes known as originator of the scratch-proof watch with the release of the DiaStar I, made of hard metal.
1963: Seiko develops quartz-crystal, battery-powered chronometers.
1969: Astronaut Neil Armstrong wears an Omega
Speedmaster on his spaceflight to the moon.
–and– Seiko
introduces its first quartz-crystal analog wristwatch.
1970: Hamilton Watch Company introduces the world's first solid-state digital quartz-crystal wristwatch prototype. Named Pulsar, it uses LED (light-emitting diode) technology and has a bright red digital readout.
1979: The Delirium is introduced as the thinnest watch in the world, measuring 1.98 mm.
1983: Swatch introduces its first plastic Swiss quartz watch, marketing the line as affordable fashion items.
1989: Patek Philippe creates the Calibre 89 to celebrate its 150th anniversary. The watch is deemed the most complicated in the world, with 33 complications, or special features.
1996: The Breitling Emergency watch—equipped with a transmitter that broadcasts a distress signal to rescuers—helps save the lives of the crew of the Mata-Rangi expedition when their reed raft breaks up in a storm off the Chilean coast.
1997: Guinness World Records announces the Tourneau TimeMachine, on 57th Street at Madison Avenue in New York City, as the world's largest watch store.
1999: Watch brands turn to space-age materials such as titanium and carbon fiber. TAG Heuer launches the Kirium T15, the first sports watch crafted in grade 5 titanium.
Most Recently...
2000: Watch companies such as Ulysse Nardin and Patek Philippe begin using high-tech materials like silicon and ceramic in their movements.
2005: Guinness World Records recognizes the Tourneau
Time Dome Las Vegas, as the world's largest watch store.
2005-2014: New watch companies set shop, mix of innovative technological innovations advancements ie. Samsung introduces a watch-cum-mobile phone..
Award Announcement:
S.H.MUMTAZUDDIN GROUP is included in Top emerging groups from West Bengal – 2014. Also, Sh. Firozuddin is being bestowed “corporate Excellence – Leadership Award” by CORPORATE CZARS publications for - being a role model leader, entrepreneurship skills and promoting the cause of business community – in overall contribution to the Indian business cause. • cz
(Brought From The Home Page)
Anand Mahindra is the Chairman - Mahindra & Mahindra Group, which is amongst the top ten Industrial houses in India. Anand Mahindra was born on 1st May, 1955 in Mumbai, Maharashtra. This renowned group was established by his grandfather K.C Mahindra, who co-founded the company from his hometown – ‘Ludhiana’, Punjab. Anand Mahindra resides in his hometown, Mumbai. Keshub Mahindra is the uncle of Anand Mahindra. Anand Mahindra was born into a well-known business family. He is the son of late Harish Mahindra and Indira Mahindra. In 1977, he pursued a graduate degree at the Harvard College, Cambridge, Massachusetts. He was a member of the Phoenix S.K. Club. In 1981, he finished his Masters in Business Administration from the Harvard Business School, Boston, Massachusetts.
Mahindra returned to India and joined the Mahindra Ugine Steel Company (MUSCO) as Executive Assistant to the Finance Director in 1981. During this time, he spearheaded the Mahindra Group’s diversification into the new business areas of real estate development and hospitality. In 1991, he was appointed Deputy Managing Director of Mahindra & Mahindra Ltd. He became the Managing Director in 1997 and took charge from Keshub 14 years ago in 1997. He took on the additional responsibility of Vice Chairman in 2003. And, he became the Chairman of Mahindra & Mahindra Group in 2012.
Mahindra was a co-promoter of Kotak Mahindra Finance Ltd, which was converted into a bank in 2003. Kotak Mahindra Bank is one of the foremost private sector banks today. Under Anand Mahindra's leadership, the Mahindra Group has set global ambitions and benchmarks for success. The company has grown rapidly through both acquisitions and greenfield business development with several high-profile mergers in the past few years, including the acquisition of Satyam Computer Services in 2009, Reva Electric Vehicles in 2010 and Ssangyong Motor Company in 2010. Mahindra is the co-founder of the Harvard Business School Association of India, an association dedicated to the promotion of professional management in India. The association has grown substantially over the years. He is the co-chair at the World Economic Forum at Davos. He is past President 2003-04 of the confederation of Indian Industry and has also been President of the Automotive Research Association of India (ARAI).
which he had joined J.J school of architecture before going to US. He is married to Anuradha Mahindra, who is the famous editor of the magazines 'Verve' and 'Man's World' and is the Editor-in-Chief of Rolling Stone India. The couple have two daughters.
Anand Mahindra is a Director of the National Stock Exchange of India Limited appointed under the "Public Representatives" category. He takes keen interest in matters related to education and apart from being a Trustee of the K.C. Mahindra Education Trust, which provides scholarships to students. He is also on the Board of Governors of the Mahindra United World College of India. He is the Chairman of National Safety Council of India. Mahindra is the Founder Chairman of the Mumbai Festival, which was launched in January 2005. The event was the first comprehensive festival to celebrate the rich cultural diversity of the city. He is the Co-Chairman of the International Council of the Asia Society, New York. He is also a Trustee of Naandi Foundation one of India's largest NGOs.
Anand is a member of Harvard Business School - Asia-Pacific Advisory Board, Harvard Business School - Member of the Board of Dean's Advisors, Harvard University Asia Centre - Advisory Committee, Asia Business Council, National Sports Development Fund (NSDF), Government of India - Council and Executive Committee, The Nehru Centre, Mumbai - Executive Committee, National Council of Applied Economic Research, National Institute of Bank Management, Pune- Governing Board.
Today, the company is united by a common purpose - to enable people to rise. They operate in the key industries that
drive economic growth, enjoying a leadership position in utility vehicles, information technology, tractors, and vacation ownership. They have a growing presence in the automotive industry, aerospace, aftermarket, components, consulting services, defence, energy, financial services, logistics, real estate, retail, and two wheelers. The multinational group is worth US $15.4 billion, based in Mumbai, India. And, also has more than 144,000 employees across 100 countries.
The Origin:
Founded in 1945 as a steel trading company, they entered automotive manufacturing in 1947 to bring the iconic ‘Willys’ jeep onto Indian roads. Over the years, they’ve diversified into many new businesses in order to better meet the needs of the customers. They follow a unique business model of creating empowered companies that enjoy the best of entrepreneurial independence and group-wide synergies.
Mahindra success story:
Mahindra & Mahindra Limited (M&M) is a part of the Mahindra Group. It is headquartered at Mahindra Towers in Mumbai, India. Considered as one of the most reputed Indian Industrial houses, Mahindra Group is a leader in utility vehicles and tractors, since its inception. The group has made a global presence in all continents.
The company was started as Mahindra & Mohammed on October 2nd, 1945 in Ludhiana, by K.C Mahindra and Malik Ghulam Mohammed. The company initially dealt with manufacturing and assembling the famous Willys Jeep from USA. After the partition of India in 1947, Ghulam Mohammed immigrated to Pakistan, thereby becoming the nation’s first finance minister. Thus, in 1948, the company’s name was changed to Mahindra & Mahindra. KC Mahindra began trading steel with UK suppliers and by 1956, the company was listed on the Bombay Stock Exchange. Eventually by 1969, the company became an exporter of utility vehicles and spare parts in the world market.
The group expanded into other businesses creating a tractor division in 1982 and a tech division (now Tech Mahindra) in 1986. The diversification of operations continued through joint ventures as well as greenfield investments. By 1994, India witnessed a new and different Mahindra group, reorganized and divided into 6 strategic business units, namely - automotive, farm equipment, infrastructure, trade and financial services, information technology and automotive components. And, Anand Mahindra again reorganized the group under his managing directorship, during the launch of a new logo in the year 2000.
In 1995 the firm was eager to tie up with global auto majors for enhancement of technological and management skills and finally made a partnership deal with Ford motors. The partnership was dissolved with the release of Escort, the first car, which was a flop. After learning its precious lessons in manufacturing top-class vehicles, with the major setback experienced in the previous ventures, M&M was all set to manufacture Scorpio. The dream of Scorpio was not possible without the joint venture with Ford Escort. The 300 people who put the Ford Escort together were the first ones to work on the Scorpio. Anand Mahindra knew well that he needed right people to realize the Scorpio project. Therefore, he turned to Pawan Goenka to develop a vehicle from scratch in India, an expert in engine technology, he worked as general manager in R&D for GE, and was on verge of leaving the company in 1993. Goenka spent the following years in learning automotive technology to greater extent and building a team of skilled young
In 2002, a wholly indigenously engineered world-class sports-utility vehicle, Mahindra Scorpio was successfully launched. It achieved a great success and has now become a global phenomenon. This vehicle bridged the gap between style and adventure, luxury and ruggedness and performance and economy. Since then, the company’s reputation and revenues have witnessed an impressive growth trajectory. In 2007, the company was ranked among the top 40 largest companies in India.
The same year, M&M entered the passenger car segment by entering into partnership with US-based Navistar International, and later with France's Renault to launch Mahindra ‘Logan’ - a mid-size sedan, an offspring of its venture which received lukewarm response in passenger cars. On the flip side - ‘Logan’ redefined spaciousness, performance and technology with the latest generation DCI common rail engine. Eventually, Mahindra & Mahindra entered into heavy trucks with Mahindra Navistar, in a joint venture with International Truck, USA.
The first overseas operation was conducted with the launch of Mahindra Scorpio in Egypt in 2008, in partnership with the Bavarian Auto Group. In January 2009, M&M came up with Mahindra Xylo, a stylish SUV seating five passengers and powered by a small turbo-diesel engine. Currently, M&M is the largest tractor manufacturer in India and one of the leading tractor brands in the world. It offers around 20 models in MUVs, LCVs and three wheelers, not to forget the new generation multi-utility vehicles like the Scorpio and the Bolero. Also, Mahindra & Mahindra is the largest SUV maker in India. The group exports its products to Europe, Africa, South America, South Asia and the Middle East. Over the years, Mahindra has developed its horizontal integration concept and has become one of India's largest conglomerate firms.
When Anand Mahindra took at the helm of Mahindra & Mahindra, the group was an unorganized entity which was reeling in losses. For the outside world - Anand was just perceived as the person who took up an inherited business empire to exercise his power and extract revenue from it. However, on the contrary Anand proved his skeptics wrong. In a short time he took full control of his business, implemented quick steps to stop the bleed, and initiated cumbersome restructuring. Few basic steps were to link workers bonus directly to their performance, which improved employee efficiency. Apart from this, many other changes brought about by Anand Mahindra made investors rely on shares of Mahindra & Mahindra and ‘M&M’ drew the attention of investors in capital markets on long-term basis. The Financial disclosure policy of the company has won accolades from the financial analysts and the complete credit goes to Anand Mahindra.
Under the visionary and strong leadership of Anand Mahindra, the group has been transformed from a jeep and truck-producing firm to a multi-national entity with Utility Vehicles (UVs) Multi Utility Vehicles (MUVs), Sports Utility Vehicles (SUVs). He steered the company from a small local enterprise to a giant global leader.
The agriculture-to-aerospace conglomerate turned a profit of nearly $700 million on revenue of $8.7 billion, in fiscal year 2011. The automotive and farm sectors contribute at about 36 percent and 28 percent respectively. The company headed by strategic moves of Anand Mahindra and his close supervision, since two decades, M&M has been an out performer over the last decade. The first half of 2001-2005 saw a compounded annual growth of 25 percent in revenues and 118 percent in profits. The
second half of the decade saw a consistent and brisk growth at rate of 26 percent, with profits growing at 29 percent. The growth was reflected in its share price, which grew 60 times by 2010.
As Anand strongly believes that, “The zero-sum game is no longer valid in the world of business. Companies must learn to collaborate with all the stakeholders in the society and earn returns through the trust they build with them”. He promises that the company will continue to pursue innovative ideas that enable people (stakeholders) to rise. Currently he undertook lot of acquisitions, with main aim of spreading global footprint. Anand Mahindra has become a role model for the growing entrepreneurs, by his great achievements in the global arena of business, facing the intrinsic competition.
Mahindra Racing will team up with Swiss company Suter Racing Technology AG for the 2013 season. The first-ever Indian manufacturer to compete in a two-wheeled World Championship series will collaborate closely with former Grand Prix rider Eskil Suter’s company to produce an all-new Mahindra Moto3™ race bike.
MILESTONES:
1955: Born in Mumbai,
Maharashtra
1981: Returned to India and joined Mahindra
Ugine Steel Company (MUSCO) as
an Executive Assistant to the Finance
Director
1989: Became the President of this leading
group
1991: Became the Deputy Managing
Director of the Mahindra & Mahindra
Group
1997: Became the Managing Director of the
Mahindra
& Mahindra Group
2003: Became the Vice-Chairman of the
Mahindra
& Mahindra Group
2004: Knight of the Order of
Merit by the President of
the
French Republic.
2005: Person of the Year from
Auto Monitor and
Leadership Award from
the American India
Foundation.
2006: Received the CNBC Asia
Business Leader Award
and Entrepreneur of
the Year Award by the
Ludhiana Management
Association.
2007: Received the Inspiring
Corporate Leader of the
Year Award from
NDTV Profit.
2008
-2009: Named Business Leader of the Year
by the Economic Times Awards 2011:
Named Business Leader of the Year
at The Asian Awards Chairman of
Mahindra Retail PVT Ltd
(MoM & Me)
2012: Felicitated by the leadership award
of the India-U.S. bilateral trade
promotion organization USIBC on
12th June 2012. Award was shared
with Ford Motor’s Alan Mulally.
BLAST FROM THE PAST
The Guardian Angels:
Keshub Mahindra has been a mentor to the Mahindra group, and has been associated with them for now over six decades. He joined the Mahindra & Mahindra in 1947 and served as Chairman from 1963-2012. He continues to be the torch-bearer for the group as Chairman Emeritus, and has literally been the company’s backbone.
Kailash Chandra Mahindra was born in 1894 in Ludhiana, Punjab, and the second of nine children. When their father died at an early age, his older brother J.C. stepped into the role of head of the family. K.C.’s deep lifelong friendship with J.C. was remarkable. In 1946, K.C. moved to Bombay with his brother J.C. to found Mahindra & Mohammed. Under his 13-year leadership as Chairman, Mahindra & Mahindra established itself as a major Indian industrial house in several sectors. He also served as Director of RBI, Air India, and Hindustan Steel and Chairman of Indian Aluminium Company. K.C. died in 1963.
Jagdish Chandra Mahindra was born circa 1892 in
Ludhiana, Punjab. The eldest of nine children, the loss of
his father at an early age placed the responsibility for the family
on his shoulders. He sent his brother K.C. to
Cambridge. The brothers were very close and the love and trust
between them was extraordinary. As Independence
approached, J.C. was prescient about the opportunities that Indian
entrepreneurs would have to contribute to the growth of the newborn
nation. His vision and ambition led him to start Mahindra
& Mohammad in partnership with K.C. and Ghulam Mohammed. J.C.
died tragically of a heart attack in
1951.
“We believe in building holistic environments and building trust, so that the people who live here are happy and proud to be associated with Harmony Lifestyles Group” – Deepak Jain Founder & CMD, Harmony Lifestyles group
Will never see growth going
below - Anand Mahindra
It is innovation and leadership that will help quantum jump in exports
Deepak Puri, Chairman & Managing Director, Moser Baer, India
I am concerned that India addresses many needed reforms quickly as there ware rapid changes occurring in China
Harsh C Mariwala, Chairman, Marico, India
Most of us entrepreneurs are optimistic about the country's economy for 2011
Malvinder M. Singh, Chairman, Fortis Healthcare, India
Indian economy would reach a whooping $5 trillion mark by 2022-2025
Mukesh ambani
The Vesuvius - the famous volcano overlooking Naples - is an appropriate metaphor for Europes tragedy. The mountain signifies the sudden emergence of the profound crisis afflicting Europe.
-Rahul Bajaj, Chairman, Bajaj Auto, India
I urge you to have full belief in the India story
-Rajan Bharti Mittal, Vice Chairman & Managing Director, Bharti Enterprises, India
No need to be gloomy, India's economic fundamentals good
- Ratan Tata:
Over the past two decades, India has transitioned from a savings-driven economy to a consumer-driven one
-Vincenzo Scotti, Secretary of State, Italy
Call tariffs in India will rise if the government raises levies on spectrum allocated to telecom operators -
Sunil Mittal , Chairman of Bharti Airtel
================================================================================================================
Mr. Deepak Jain has been recently recognised by CORPORATE CZARS (The Voice Of Global Indian Leaders) for his Enterprise Leadership skills , earlier excerpts of the interview with Mr. Deepak Jain, Founder & Group CMD, Harmony Lifestyles
-------------------------------------------------------------------------------------------------------------------
Q: 1 How did your real estate journey start?
A: –
Mr. Deepak Jain's Enterprise Journey:
I had completed my MBA in 1994, and worked in Indian operations of an International consulting firm York group (US based), that gave me quite a good experience and an international exposure into day-to-day business learning. But, the entrepreneur in me was dying to explore more meaningful roles. I even went to the extent of trying my hands in politics, got involved into running a computer Institute (Boston) in Andheri-East, owned and managed a cyber convention centre, did export-import business, successfully managed a hotel called - Hotel Saj holiday resorts, Mahableshwar (which we sold to La’tim group. before finally entering the real estate business. Today my father should be proud to see that the baton which was passed to me has been completed by me, and the group has reached great heights, achieving corporate status. The dynamics have changed now. We have corporatized the group name – “Harmony Lifestyles Group, building holistic environments”.
By 2003, I was completely focused into real estate development. We had land parcels in Thane & Marol which had several title issues. Realizing the macro potential of real estate development in India, I was able to clear the titles of these lands, developed them in a record time and also completed a redevelopment project in Kandivili – all in last 5 years.
___________________________________________________________________________
Q2: Why real estate?
A: I realized that the big canvas of real estate opportunities and the growth thereon was waiting for me to colour it with the shades of my aspirations, which gave impetus to kick-start my memorable journey, the more I delved into it my intellect was yearning for more. It was maybe for the first time that I was totally enjoying my work and each moment I was having an exhilarating experience. I had started to focus on real estate from 2003 onwards, set my target on half a million Sq ft development in 5 years - achieved that and have now set a target of 1.5 million in the next 5 years, activated the business processes of the company, received ISO compliance, so I involved myself at both micro & macro levels of business and for better classification of customer, etc.
Q: 3: What is the ratio of your projects between commercial & residential development? There is a trend wherein HNI's are investing in commercial properties (considering 200 million sq.ft office spaces is to be consumed in next 5-years) & rental yield for commercial property almost 9-12%? What is your take?
A:The ratio of land development between commercial & residential is 20%: 80%.
Ultimately, the projects depend upon the land availability, location, demographics,
cost, margins, marketability, etc. Making projects for HNI’s as well as small investors
depend upon many factors. Also, we have initiated few commercial projects in
Borivili (S.V. Rd.), a township in Bhiwandi (Kalyan Bhiwandi Belt). As well as few
redevelopment projects all over Mumbai, including South Mumbai, Borivili, Ghatkopar and
Bandra. Also, among our ongoing ambitious projects include – two 24-storey towers viz.
Harmony signature Towers and Harmony Terraces building in Thane. And in Borivili we are
coming up with retail + commercial activity. Ideally, 30 % property buyers are Investors. And,
70% of the buyers are actual users.
Q4: Central banks decision to hike key rates is expected to hit realty sales? The
Builders are reeling from slump in sales, and may reduce prices by 10-15% in
coming months. Only silver only silver lining is the hike in fixed deposit rates.
Your comments?
A: We are a company with a track-record of zero liability debt till now. Right now we
have not borrowed any money, but as we grow and borrow, the high rates could
matter to us too. But, till now we do not see the requirement to raise funds. We will
cross the bridge when the river comes ahead. There is no investment safer than an
investment in real estate. It is Historical fact that real estate has a real, emotional as
well as a tangible feel attached to it. In the long term too the money is safest. I
understand that the year 2008-09 was a depressed year, but let bygones be bygones,
let’s learn from the past and take corrective measures. The depression and
regression will not affect us now. It could only be at an individual level rather than
Industry per se that builders will offload properties for sale at a lower rate. The real
action is in the suburbs, and the prices look pretty stable here. Can you imagine
china’s lowest per Sq ft rate vis-a-vis India’s is 6000 per sq ft (In Indian value)
Q5: The home loan interest rates increased from 9.5% to 11.5%, if it increases to
12% the EMI on 20-year loan will be Rs. 934 (at 9.5%) to Rs. 1,101 per lakh. Do you
think it will shrink?
A: Yes, as people are anticipating an increase in interest rate, we have experienced in
thane that people are playing wait and watch to see if maybe their hopes could take
wings, and the call for inevitable rate hike of 12% interest rate dies down slowly. But,
even an increase in interest rate further on would not deter them from not buying, coz
they have seen the past trends, and ultimately the wise will make a quick decision,
already the property rates have gone exorbitantly high. We would strictly allow only
actual users to own our properties. Almost, 99% of the customers are actual buyers
of the property. The Mumbai realty market is shaping up, the demand is already there
except in some pockets where marginal price correction could happen, depending
upon the market - demand x supply forces. People did not have enough information,
lot of rules and amendments have happened some time back. In absence of due
clarity about market, projects, and so much speculation being projected from all
sources in the market amounted to customers confusion in arriving at a decision.
Also, there was a slump in the market, so the sentiments spread like wild fire.
Q 6: Affordable housing? Are you in that camp?
A: One has to see what market we are catering to, if an executive earns a small “x”
salary, will he be able to look affordable. Our projects are catering to a housing
segment of Rs. 25 lakh to 65 lakh.
Q 7: Market crash (2-3 years back)? comments?
A: If one has proper funding, cash-flow is well-planned then I do not see any trouble
brewing up. We are one of the only debt-free company, we never required the funding.
It depends, in the near future, if required be for undertaking very big projects & for high
er growth trajectory we may agree for funding in the near future. Harmony group has
learnt many lessons in the churning course of our evolved history, we believe in
simplicity, creativity, innovations and constantly improving our bottom lines. Success
is not a destination but it is a journey to touch many milestones. We abide to play by
the book, and at all times geared to take on day-to-day challenges.
Q 8: what is your take on new FSI norm for new buildings in city? As presumed
many builders sell open spaces like - flower beds, voids, Lilly ponds & pocket
terraces to buyers at market rate?
A: We respect the govt. rules and regulation, having said that, the builder fraternity
would request for a higher FSI. The land being scarce, the need of the hour is to go
vertical, and the opportunities ahead are unlimited. The prices in Mumbai have gone
berserk, and recorded all time high. Only then, do I see any arresting of the prices.
Meanwhile, with the development of infrastructure, even the basic amenities, sewage line,
etc should be looked into by the respective officials at their levels. High on the agenda is for
BMC to make their people organized, educated and have better understanding of the facts
or local issues. Since the new norms about builders to allot 25% for such open areas, a
premium will have to be paid. (As per the govt. regulation). In different locations, economics
work out differently, thanks to the other factors influencing the cost per se the equations one
can yield over each office, since corruption is rampant, so a lion’s share is demanded by
respective personnel. It would have been good if the corruption could be legalised so that it
doesn’t become hurdle in our functioning, nor escalate our estimated project costs,
which ultimately increases the cost for the end user.
Q 9: Series of loan scams were busted off-late by CBI, even top officials of financial
institutions & banks were booked. Do you think this effects investors confidence?
A: The customers should have due
diligence on the developer before any investing in
the property, be wary of false claims. The customers can take out project information
from websites or seek third party information. Also, they should check the local
authorities, BMC office for registration of the project, etc. I would like to appreciate
Thane BMC, who are using the latest IT technology, and are the first ones to take
initiative of getting all their records online, the leadership can do great wonders in
transforming the society in to responsible citizens. The customer will surely be
benefitted by such thoughtful act as it opens the doors of transparency and trust for
customers benefit.
Q 10: What are the challenges & difficulties faced by you?
A: To construct world-class buildings, managing relationships with – office, contractors
, authorities and at the same time seeing to it that the vision of holistic process
doesn’t take a back seat. The formalities in the govt. departments, corruption,
malpractices, and long procedures are few of the difficulties which are faced by my
builder fraternity. Also, we shall toil hard to keep-up to the growing expectations of
our customers, and believe in total transparency and ethical business practice. But,
when I look back from the dark days of hardships faced by my father when -
unprofessionalism, corruption were the order of the day and aesthetics were not
catered to. But today the customer’s awareness levels have gone up; it’s more
organized and getting structured as a truly corporate entity.
Q 11: Any suggestions?
A: If every developer can communicate to their customers through their website, it
would serve as good steps towards educating the customers. On the lines of
RERA (Real Estate Regulatory Authority), if listing of all the projects of developers are
registered under the govt., certificate of authentication issued to the developer who
has complied to the specific laid down norms, if proper licenses are issued to the
builder and maybe CRISIL could provide authenticity mark, and then it will serve as
great step in the greater transparency & respect to the unorganized Real estate
Industry. There should be an entry barrier to be a builder, and the rules & regulations
should be laid down so that there is better transparency for the customer to check the
authenticity of a builder by his track record for screening the black sheep out.
Q 12: Plans about Harmony builders to get in luxury segment? Vaastushastra?
A: We are planning for a second home concept, Lifestyle projects, Villas. We are on
the panel of CTBUH (Council for Tall building & urban habitats) conference. As a
chairman & M.D of Ink Media, we had organized a conference with CTBUH As and
when the project demands, then we do apply the principles of Vaastushastra.
Q 13: what is your one line vision & mission statement?
A: Building holistic environment, so people who live there are happy & proud to be
part or to be associated with Harmony Lifestyles group. ●
===================================================================
INFORMAL CHAT
===================================================================
Who is your Idol - as an Individual? And as a company?
- As an Individual: Narayan Murthy
- As a company : Tatas
Any discoveries made:
“Opportunities are phenomenal, we should be able to manage relationships &
balance expectations” - Founder & Group CMD, Mr. Deepak Jain
On Importance of Process:
Deepak says – “It shows that the company is aware and is sensitive. But, in structure
and technology – India is still lagging 20 years behind. If we compare our country with
a south east-Asian country like Singapore, the data will surprise us that - Singapore
has x 5 times more cars than us, but still manages to be the greenest city in the world
”. Now, “That is what I call the importance of process and managing challenges
thereon”, he thunders.
On China:
We should have our own benchmarks, as local challenges are different from India
FDI in real estate:
Infrastructure is the next growth story of India
On the Bottlenecks:
Partners in abroad are upfront, here it is unorganized of the rules and mindset of
foreign investors, and on-ground experience will make it a success.
HARMONY HORIZONS PROJECT OVERVIEW:
Harmony Horizons is a majestic residential complex coming up in the lush green,
nature loving city, Thane. Strategically located at just 20mtrs off the main 250' wide
concretized Ghodbunder Road, Harmony Horizons brings you the opportunity to live
the fairy tale life, with contemporary lifestyle. Every moment spent here will be worth
treasuring as it's replete with amenities & conveniences inside the flats & inside the
complex as well as outside the complex such as schools, colleges, shopping malls,
hospitals, restaurants, temples etc. With its towering height, no building shall ever
obscure the breathtaking view of the mountains and greens.
==========================================================================
CORPORATE CZARS VIEW:
===========================================================================
In context of the above extract, now we understand from where Mr. Deepak comes
from, also the trend of emerging NEXT-GEN thought leaders, and why Mr. Deepak
has laid so much emphasis upon the need for process based wise thinking.. He
sticks to the basics, is methodical and has his plan in place. He is a true soldier,
observes great discipline, perhaps this holds the key to his success streaks. We
quietly jotted the learning’s from this meeting with Mr. Deepak in our “wisdom book”
(wherein we record individual traits of successful head-honcho’s of the Industry as
case-studies, observe - why few individuals are class-apart from others, and what
goes into making them a WINNER...)
CZ MEDIA INDIA (COPYRIGHT 2011, SPECTRU MEDIA VISION GROUP), No text,
photographs or matter in any present or modified form can be copied indirect or direct
form on any platform outside the domain of this website: www.globalindianleaders.in,
unless supported by our reference in fully stated as - "CORPORATE CZARS - Voice Of
global Indian Leaders (www.globalindianleaders.in)" , unless mentioned otherwise a
written permission will be required to reuse the same, else it will invite legal action.
==========================================================================================================
Shrinivas V. Dempo – The Global Indian Mining Leaders
|
|
Born 2nd February, 1969 in Mumbai, India
The Dempo family known for having made socially responsible business the cornerstone of its ethos in the course of five and a half centuries of agricultural, trading, shipping and underwriting interests all along the Konkan Coast from its base at Goa in Western India.
Son of the late Vasudeva V. Dempo, and grandson of the late Vasantrao S. Dempo who founded the Dempo Group of Companies in the early 1940’s.
A post-graduate degree in Commerce (M.Com.) from Sydenham College, Mumbai affiliated to the University of Bombay, and a Masters in Business Administration at the Carnegie Mellon University, the United States, specializing in Corporate Finance & Industrial Administration.
Joining the family business, initially as Management Trainee, Mr Dempo was able to observe the workings of the Group’s enterprises at first hand and inside out, especially the flagship business of iron ore mining and export.
Began to make, as Vice–President (Corporate Affairs) in the mid- nineteen nineties, a difference to the management style of the Dempo Group, aligning its approaches and practices to the trends of the digitised, standardised and globalised ways of doing modern-day business
Called upon, in challenging circumstances, to take charge of the Group following the untimely demise of his father, Mr Vasudeva V Dempo in late 1998.
Mr Dempo’s leadership can be seen to have made a significant difference to the House of Dempo. A conglomerate with a combined turnover of Indian Rupees Two Thousand Four Hundred Million (US $ 51 Million) achieved a turnover of Rupees Twenty Thousand Million (US $ 426 Million) at the end of Fiscal 2009.
His stewardship marked by a rapid expansion of the existing businesses, the benchmarking of products and processes to international standards in quality and environment management, and the introduction of progressive people management systems, enterprise resource planning and corporate sustainability reporting into his businesses, ensuring that a family-run business house metamorphosed into a professionally-streamlined group of forwardlooking enterprises.
|