Great Leaders

Information about the Great Leaders,Entrepreneurs,CEO's and Business Tycoons .

Business Knowledge

Business and General Knowledge.....

Financial and Stock market

Financial and Stock Market Terms .

Marketing

Marketing Terms ang Marketing Tricks.

Wednesday, 30 October 2013

Nandan Nilekani (Ex Infosys CEO)

Nandan Nilekani (Ex CEO of Infosys )


Nandan Nilekani is an Indian entrepreneur and the Chairman of the Unique Identification Authority of India (UIDAI)

Achievement: CEO and Managing Director of the Infosys; 

Nandan Nilekani is the CEO and managing director of the Infosys. Along with Narayan Murthy, he was one of the co-founders of Infosys. He has served as a director on the company's board since its inception in 1981. Before assuming the post of CEO in March 2002, Nandan Nilekani held the post of Managing Director, President and Chief Operating Officer. 

Nandan Nilekani was born in Bangalore. His father Mohan Nilekani was a manager in Minerva Mills. Nandan Nilekani had his initial schooling in Bangalore. Due to his father's transferable job Nandan moved to his uncle's place at Dharwad at the age of 12. This taught Nandan Nilekani to be independent. In 1973, at the age of 18, Nandan Nilekani got admission in IIT Mumbai. The stint at IIT Mumbai transformed Nandan Nilekani from a small town boy to a confident mature man. The lessons he learnt here-meritocracy; the ability to work as part of a team; hard work; and the importance of giving back to the society-have stood him in good stead.

After graduating in electrical engineering from IIT Mumbai in 1978, Nandan Nilekani joined Patni Computers. Here he worked under Narayan Murthy. Three years later in 1981, Nandan Nilekani along with Narayan Murthy and five other co-founders founded Infosys. While Narayan Murthy stayed in India, Nandan Nilekani shifted to the US to take care of Infosys' interests there. He was the company's marketing face.

In 1980s and 90s Nandan Nilekani and his team worked hard to build Infosys. Today Infosys' success story has become a legend in India's corporate history. Today, Infosys has an employee strength of 58,000, annual revenue of $2 billion and $21 billion capitalization.

Nandan Nilekani is recipient of several honors and awards. In January 2006, Nandan became one of the youngest entrepreneurs to join 20 global leaders on the prestigious World Economic Forum (WEF) Foundation Board. He figures among one of the 100 most influential people in the world by Time Magazine, 2006. In 2005 he was awarded the prestigious Joseph Schumpeter prize for innovative services in field of economy, economic sciences and politics. In 2006, Nandan Nilekani was conferred the Padma Bhushan, one of the highest civilian honors of India.

Honours and awards:-


He was awarded an honorary Doctor of Law degree by the Rotman School of Management at the University of Toronto on 31 May 2011. 
He received NDTV Indian of the Year's Transformational Idea of the Year Award in 2011 
He was named Corporate Citizen of the Year at the Asia Business Leaders Award (2004) organized by CNBC. 
Joseph Schumpeter Prize for innovative services in economy, economic sciences and politics – 2005. 
In 2009, Time magazine placed Nilekani in the Time 100 list of 'World's Most Influential People'  
Was presented the 'Legend in Leadership Award' by the Yale University in November 2009. He is the first Indian to receive the top honour.[ 
In January 2006, Mr. Nilekani became on the youngest entrepreneurs to join 20 global leaders on the World Economic Forum Foundation Board. 
Nilekani was awarded one of India's highest civilian honours, the Padma Bhushan, in 2006. 
Also in 2006, he was named Businessman of the Year by Forbes Asia

http://en.wikipedia.org/wiki/Nandan_Nilekani
http://www.forbes.com/sites/naazneenkarmali/2013/09/17/is-indian-billionaire-nandan-nilekani-preparing-to-plunge-into-politics/

Tuesday, 29 October 2013

Karsanbhai Patel (Chairman Nirma )

Dr. Karsanbhai Patel (Chairman Nirma )


Karsanbhai Khodidas Patel (b. 1945, Ruppur, Mehsana, Gujarat) is an Indian industrialist, founder of the Rs. 2500 crore (USD 500 mn) Nirma group with major interests in detergents, soaps and cosmetics. In 2005 Forbes listed his net worth as USD $640 million. He has interests in education, and founded a leading pharmacy college (Nirma Institute of Pharmacy), leading engineering college, (Nirma Institute of Technology). He is sometimes referred to as K. K. Patel.
Achievement: Man behind the hugely successful brand, Nirma.
Karsanbhai Patel is the man behind the hugely successful brand, Nirma. His' is a legendary rags to riches journey during which he shattered established business theories and rewrote new ones.

Karsanbhai Khodidas Patel (K.K. Patel) came from a humble farmer family from Mehsana, Gujarat. He worked as Lab Assistant in the Geology and Mining Department of the Government of Gujarat. In 1969, at the age of 25, Karsan Bhai Patel started a small-scale enterprise. He offered a quality detergent powder, using indigenous technology, at a third of the prevailing price, without compromising on the product. Karsanbhai named the detergent powder Nirma after daughter Nirupama. 


At that time domestic detergent market was limited only to premium segment and was dominated by MNCs. Karsanbhai Patel started door-to-door selling of Nirma and priced it at Rs. 3 per kg. The next available cheapest brand in the market at that time was Rs.13 per kg. Nirma revolutionized the whole detergent powder segment and in a short span of time created an entirely new market segment in the domestic detergent sector market. It gave the bigger established brands a run for their money and soon occupied the top market share. To add to all this, Nirma was made of an innovative formulation, which global detergent giants were later on compelled to emulate, it was phosphate free and hence environment friendly, and the process of manufacturing was labour intensive, which offered large scale employment.

Karsanbhai notched up one success after another. After establishing its leadership in economy-priced detergents, Nirma foray into the premium brand segment, in cakes and detergents was equally successful. It built up a 30% market share in the premium detergent segment and achieved a greater than 20% share in the premium soaps market. 

Karsanbhai Patel has won many accolades on his way to success. The Federation of Association of Small Scale Industries of India, New Delhi, awarded him with the 'Udyog Ratna'. The Gujarat Chamber of Commerce felicitated him as an 'Outstanding Industrialist of the Eighties'. The Govt. of India twice appointed him Chairman of the Development Council for Oils, Soaps & Detergents.
Awards:-

In 2001, Karsanbhai was awarded an honorary doctorate by Florida Atlantic University, recognizing his exceptional entrepreneurial and philanthropic accomplishments.

In 1990, the Federation of Association of Small Scale Industries of India (FASII), New Delhi, awarded him the 'Udyog Ratna' award. The Gujarat Chamber of Commerce felicitated him as an 'Outstanding Industrialist of the Eighties'. He has served twice as Chairman of the Development Council for Oils, Soaps and Detergents.

Patel has been conferred with Padma Shri Award for the year 2010.The award will be formally conferred by the President of India Mrs Pratibha Patil.

It was also announced on June 7th, 2013 that he bought 40 crores six-seater chopper. After Adani Group chairman Gautam Adani and Zydus group promoter Pankaj Patel, Karshanbhai is the third Ahmadabad-based industrialist to buy a chopper.

Though Karsanbhai Patel does not have a professional degree in marketing, yet he proved that a professional marketer does not need a formal degree in marketing to be successful !

Dr. Karsanbhai Khodidas Patel is the founder of the present Rs. 3550 crore Nirma group with main activities in detergents, soaps, cosmetics, and salt. If marketing is to find the gaps and fill them, Karsanbhai Patel just hit the bull’s-eye.

Karsanbhai Khodidas was born in 1945, in Ruppur village in north Gujarat in a family of farmers. He graduated in Chemistry at the age of 21. Initially, he worked as a lab technician and later served the state Government. In 1969 at the age of 24, Karsanbhai started manufacturing phosphate free detergent powder, Nirma (named after his daughter Nirupama) in his backyard. He dedicated after office hours for manufacturing Nirma and sold on his bicycle while going to his work place, which was 17km from his home. The handmade detergent packets were sold at Rs. 3 per kg, which was one-third of then least priced popular detergents.

At that time domestic detergent market was limited only to premium segment and was dominated by MNCs. Karsanbhai Patel started door-to-door selling of Nirma and priced it at Rs. 3 per kg. The next available cheapest brand in the market at that time was Rs.13 per kg. Nirma revolutionized the whole detergent powder segment and in a short span of time created an entirely new market segment in the domestic detergent sector market. It gave the bigger established brands a run for their money and soon occupied the top market share. To add to all this, Nirma was made of an innovative formulation, which global detergent giants were later on compelled to emulate, it was phosphate free and hence environment friendly, and the process of manufacturing was labour intensive, which offered large scale employment.

The various products produced by the Brand are Detergents, Toilet soaps, Packaged Food, Industrial Products and fertilizers. 
Nirma, is now being recognized as the:
9th among top FMCG brands in India, (A&M- Mode- 2002)
Selected as the super brand of the country for 2003-04
Most popular brands in the Detergent Powders- Economy category (FMCG awards 2003)
Karsanbhai stayed focused on cost reduction strategies to cement the slot for Nirma in the market. Consequently, Nirma adopted backward integration strategy while introducing latest technology to its production facilities to offer a better product at a reasonable price.

As far as corporate social responsibility (CSR) is concerned, Nirma has made some good efforts by starting Nirma Education & Research Foundation (NERF) in the year 1994 for the purpose of running various educational institutes. Nirma has also set up Nirma labs, which prepares aspiring entrepreneurs to effectively face the different business challenges. Nirma also runs Nirma Memorial Trust, Nirma Foundation and Chanasma Ruppur Gram Vikas Trust as a part of their effort as a socially responsible corporate citizen. It also owns Nirma University. 

The University emphasizes on the all round development of its students. It aims not only at producing good professionals, but, also good and worthy citizens of great country, aiding in its overall progress and development.

The objects of the university are to develop the knowledge of science & technology for it advancement of mankind in general and to provide for arrangement for national and global participation in the field of higher & professional education including technical education dental, medical, paramedical, physiotherapy, pharmacy, commerce, management, education and humanities. 

It aims at establishing close linkages with the industry to make teaching, research and training at the university relevant to the needs of the economy, at national and global level and to develop training facilities and make arrangements for training in higher education including professional education and allied fields.

The Nirma university is a confederation of Institutes and faculties. The University functions with a relatively small administration, and with central bodies consisting of offices and academic personnel of the University and the University’s governance structure is essentially democratic.

The key to success of a university has been its people and the various activities of the university are governed by different bodies of people constituted for specific purposes of facilitating academic excellence at the university. The academic and general management of the university are taken care of by these bodies

Nirma Education and Research Foundation (established in 1994), presently includes following  top grade – 
Institute of Technology (1995)
Institute of Management (1996)
Institute of Diploma Studies (1997)
Institute of Pharmacy (2003)
Institute of Science (2004) 
Institute of Law (2007).   
All of the above institutions have emerged as of excellence offering various programmes ranging from undergraduate to doctoral levels in technology, engineering, business, pharmacy and sciences.

The company that was started in 1969 with just one man who used to deliver his product from one house to the other, today employs around 14 thousand people and has a turnover of more than $ 500 million. In 2004 Nirma’s annual sales were as high as 800000 tonnes. According to Forbes in 2005 Karsanbhai Patel’s net worth was $ 640 million.

Karsanbhai Patel has won many accolades on his way to success. In 1990, The Federation of Association of Small Scale Industries of India, New Delhi, awarded him with the ‘Udyog Ratna’. The Gujarat Chamber of Commerce felicitated him as an 'Outstanding Industrialist of the Eighties'. The Govt. of India twice appointed him Chairman of the Development Council for Oils, Soaps & Detergents. Karsanbhai was awarded an “Honorary Doctorate” by Florida Atlantic University, recognizing his exceptional entrepreneurial and philanthropic accomplishments.

Challenging established multinationals needs extreme courage and to win in the long run needs marketing foresight. Karsanbhai Khodidas Patel, once a government servant with the knowledge and experience as a chemist offered a good product and was aggressive in marketing strategy. He made the multinationals to follow Nirma and introduce substitutes such as Wheel. In this respect, the Nirma case can be compared to those of Ford, Apple, Sony, and Honda, all one-of-a-kind entrepreneurs who built their empire on gut feeling rather than following the classical patterns taught in business schools. This is a genuine road from rags-to-riches one would like to follow. 

The story of Nirma has become a classic marketing case study.

http://en.wikipedia.org/wiki/Karsanbhai_Patel
www.mbarendezvous.com/successstory.php?id=46
http://www.iloveindia.com/indian-heroes/karsanbhai-patel.html
http://forbesindia.com/article/india-rich-list-10/where-is-nirmas-karsanbhai-patel/18332/1
http://udaipurnow.in/karsanbhai-patel-and-the-success-of-nirma/

Monday, 28 October 2013

Lakshmi Niwas Mittal (Chairman and CEO of ArcelorMittal)

Lakshmi Niwas Mittal (Chairman and CEO of ArcelorMittal)


Born on: 15th Jun 50
Born in: India
Marital status: Married

Occupation: ArcelorMittal
Born on 15th June, 1950, Lakshmi Mittal is the protagonist of a typical rags-to-richest story. From a youth, who spent his life sleeping on thin mattresses, he has turned into the owner and CEO of world’s largest steel production company ArcelorMittal. With a personnel fortune of US 20.7 billion, he stands sixth on the list of world's richest persons .

He is also the second richest man in Europe and the richest man in United Kingdom for the fifth time in a row

Mittal is a graduate of Indian Institute of Social Welfare and Business Management, which happens to be the first business school of India. He started his career from working for his father’s steel business, which was known by the name of Nippon Denro Ispat. However owing to differences with his father, mother and brothers, he set out to establish his own LNM group and has been the sole person responsible behind the astounding growth of his business in and around the world.

Today his company has a production capacity of 42.1 million tons of steel, and one of every 5 cars use steel produced by his company. For all his fortune, he knows how to spend or rather invest it. He has bought for himself many houses and real estate properties, the most famous which is his current residence at 18-19 Kensington Palace Gardens, which he purchased for US $ 128 million, making it the most expensive home at the time. It is named Taj Mittal, since it has interiors decorated by the marble taken from the same quarry that supplied to the Taj Mahal. He married off his daughter Vanisha Mittal to an investment banker Amit Bhatia, in what is undoubtedly the most expensive wedding ever recorded in history. He spent over US $ 78 million in the extravaganza that lasted for a week. His philanthropic efforts include setting up the Mittal Champions Trust with US $ 9 million, to help the best of athletes in India win more Olympic medals.

http://en.wikipedia.org/wiki/Lakshmi_Mittal

Saturday, 26 October 2013

Shobhana Bhartia (Chairperson and Editorial Director of the Hindustan Times Group)

Shobhana Bhartia (Chairperson and Editorial Director of the Hindustan Times Group)


Shobhana Bhartia (born 1957) is the Chairperson and Editorial Director of the Hindustan Times Group, one of India's newspaper and media houses, which she inherited from her father. She has also recently taken charge as the Pro Chancellor of Birla Institute of Technology and Science, Pilani (founded by her grandfather) and is the current chairperson of Endeavor India. Closely associated with the ruling Congress party, Shobhana served as a nominated member of the Rajya Sabha, the upper chamber of the Indian parliament from 2006 to 2012. Her name is sometimes written Shobhana Bharatiya or Bhartiya, but the preferred spelling is Bhartia.
Shobhana was one of the first Padma Shri award nominees in 2005. The award was given for journalism. The following year, in February 2006, Shobhana was nominated to the Rajya Sabha, the upper house of parliament, on a recommendation by the ruling United Progressive Alliance headed by Sonia Gandhi The nomination, reserved for eminent people from the fields of literature, science, art and social service, was challenged in the Supreme Court of India  on the grounds that she was a "media baron" and not a journalist, and that she was politically affiliated with the Indian National Congress. However, the court dismissed the appeal at the admission stage itself, saying that the scope of "social service" was broad enough to include her. She has been quite active in the Rajya Sabha, asking frequent questions and also introducing "The Child Marriage (Abolition) and Miscellaneous Provisions Bill, 2006"

Mrs. Shobhana Bhartia, who has been associated with the company since its inception, has taken over as the Chairperson on September 18, 2008. She has spearheaded the company's long-term vision and strategy. Mrs. Bhartia is in charge of formulating and directing the editorial policies of the company and has more than 25 years of experience in the newspaper industry.
Mrs. Bhartia is a graduate from Calcutta University and is a recipient of the Padma Shri Award by the Government of India in 2005. Mrs. Bhartia has received several other awards, including the Outstanding Business Woman of the Year (2001) by PHD Chamber of Commerce & Industry, the Global Leader for Tomorrow (1996) by the World Economic Forum, Davos and the National Press India Award (1992). She has been on the board of Indian Airlines Limited and on the North Regional Board of the Reserve Bank of India. Mrs. Bhartia has been a Member of Parliament (Rajya Sabha) since 2006.
http://en.wikipedia.org/wiki/Shobhana_Bhartia

Friday, 25 October 2013

Pablo Picasso

           Pablo Picasso ( Name itself says everything... )

                                            ... HAPPY BIRTH DAY SIR.....

Pablo Ruiz y Picasso, known as Pablo Picasso (25 October 1881 – 8 April 1973) was a Spanish painter, sculptor, printmaker, ceramicist, and stage designer who spent most of his adult life in France. As one of the greatest and most influential artists of the 20th century, he is known for co-founding the Cubist movement, the invention of constructed sculpture,  the co-invention of collage, and for the wide variety of styles that he helped develop and explore. Among his most famous works are the proto-Cubist Les Demoiselles d'Avignon (1907), and Guernica (1937), a portrayal of the German bombing of Guernica during the Spanish Civil War.

Picasso, Henri Matisse and Marcel Duchamp are regarded as the three artists who most defined the revolutionary developments in the plastic arts in the opening decades of the 20th century, responsible for significant developments in painting, sculpture, printmaking and ceramics.
                 Picasso demonstrated extraordinary artistic talent in his early years, painting in a realistic manner through his childhood and adolescence. During the first decade of the 20th century, his style changed as he experimented with different theories, techniques, and ideas. His revolutionary artistic accomplishments brought him universal renown and immense fortune, making him one of the best-known figures in 20th-century art.........


Picasso was a Spanish painter, draughtsman, and sculptor. He is one of the most recognized figures in 20th-century art. He is best known for co-founding the Cubist movement and for the wide variety of styles embodied in his work. Among most famous Pablo Picasso paintings are the proto-Cubist Les Demoiselles d'Avignon (1907) and Guernica (1937), his portrayal of the German bombing of Guernica during the Spanish Civil War.

Picasso demonstrated uncanny artistic talent in his early years, painting in a realistic manner through his childhood and adolescence; during the first decade of the twentieth century his style changed as he experimented with different theories, techniques, and ideas. Picasso creativity manifested itself in numerous mediums, including oil paintings, sculpture, drawing, and architecture. His revolutionary artistic accomplishments brought him universal renown and immense fortunes throughout his life, making him the best-known figure in twentieth century art.

To say that Pablo Picasso dominated Western art in the 20th century is, by now, the merest commonplace. Before his 50th birthday, the little Spaniard from Malaga had become the very prototype of the modern artist as public figure. No painter before him had had a mass audience in his own lifetime. The total public for Titian in the 16th century or Velazquez in the 17th was probably no more than a few thousand people - though that included most of the crowned heads, nobility and intelligentsia of Europe. Picasso's audience - meaning people who had heard of him and seen his work, at least in reproduction - was in the tens, possibly hundreds, of millions. He and his work were the subjects of unending analysis, gossip, dislike, adoration and rumor.


 
He was a superstitious, sarcastic man, sometimes rotten to his children, often beastly to his women. He had contempt for women artists. His famous remark about women being "goddesses or doormats" has rendered him odious to feminists, but women tended to walk into both roles open-eyed and eagerly, for his charm was legendary. Whole cultural industries derived from his much mythologized virility. He was the Minotaur in a canvas-and-paper labyrinth of his own construction.

He was also politically lucky. Though to Nazis his work was the epitome of "degenerate art," his fame protected him during the German occupation of Paris, where he lived; and after the war, when artists and writers were thought disgraced by the slightest affiliation with Nazism or fascism, Picasso gave enthusiastic endorsement to Joseph Stalin, a mass murderer on a scale far beyond Hitler's, and scarcely received a word of criticism for it, even in cold war America.

No painter or sculptor, not even Michelangelo, had been as famous as this in his own lifetime. And it is quite possible that none ever will be again, now that the mandate to set forth social meaning, to articulate myth and generate widely memorable images has been so largely transferred from Picasso paintings and sculpture to other media: photography, movies, television. Though Marcel Duchamp, that cunning old fox of conceptual irony, has certainly had more influence on nominally vanguard art over the past 30 years than Picasso, the Spaniard was the last great beneficiary of the belief that the language of paintings and sculpture really mattered to people other than their devotees. And he was the first artist to enjoy the obsessive attention of mass media. He stood at the intersection of these two worlds. If that had not been so, his restless changes of style, his constant pushing of the envelope, would not have created such controversy - and thus such celebrity.

In today's art world, a place without living culture heroes, you can't even imagine such a protean monster arising. His output was vast. This is not a virtue in itself - only a few paintings by Vermeer survive, and fewer still by the brothers Van Eyck, but they are as firmly lodged in history as Picasso ever was or will be. Still, Picasso paintings and sculptures filled the world, and he left permanent marks on every discipline he entered. His work expanded fractally, one image breeding new clusters of others, right up to his death.

Moreover, he was the artist with whom virtually every other artist had to reckon, and there was scarcely a 20th century movement that he didn't inspire, contribute to or - in the case of Cubism, which, in one of art history's great collaborations, he co-invented with Georges Braque - beget. The exception, since Picasso never painted an abstract picture in his life, was abstract art; but even there his handprints lay everywhere - one obvious example being his effect on the early work of American Abstract Expressionist painters, Arshile Gorky, Jackson Pollock and Willem de Kooning, among others.

Much of the story of modern sculpture is bound up with welding and assembling images from sheet metal, rather than modeling in clay, casting in bronze or carving in wood; and this tradition of the open constructed form rather than solid mass arose from one small guitar that Picasso snipped and joined out of tin in 1912. If collage - the gluing of previously unrelated things and images on a flat surface - became a basic mode of modern art, that too was due to Picasso's Cubist collaboration with Braque. He was never a member of the Surrealist group, but in the 1920s and '30s he produced some of the scariest distortions of the human body and the most violently irrational, erotic images of Eros and Thanatos ever committed to canvas. He was not a realist painter/reporter, still less anyone's official muralist, and yet Guernica remains the most powerful political image in modern art, rivaled only by some of the Mexican work of Diego Rivera.

Picasso was regarded as a boy genius, but if he had died before 1906, his 25th year, his mark on 20th century art would have been slight. The so-called Blue and Rose periods, with their wistful etiolated figures of beggars and circus folk, are not, despite their great popularity, much more than pendants to late 19th century Symbolism. It was the experience of modernity that created his modernism, and that happened in Paris. There, mass production and reproduction had come to the forefront of ordinary life: newspapers, printed labels, the overlay of posters on walls - the dizzily intense public life of signs, simultaneous, high-speed and layered. This was the cityscape of Cubism.

http://en.wikipedia.org/wiki/Pablo_Picasso
http://www.pablopicasso.org

Thursday, 24 October 2013

Gautam Adani (Chairman of Adani Group)

Gautam Adani (Chairman of Adani Group)

Gautam Adani (born 24 June 1962) is an Indian entrepreneur and self-made billionaire who is the Chairman of Adani Group. The Adani Group is a globally integrated infrastructure player with businesses spanning coal trading, coal mining, oil & gas exploration, ports, multi-modal logistics, power generation & transmission and gas distribution.With a business experience of more than 33 years, Gautam Adani is a first generation entrepreneur who has led the Adani group from a modest background to create a $8 billion professionally-managed empire in a relatively short period of time.He is said to be among the 100 most influential businessmen worldwide in shipping trade and developing shipping related infrastructure. He has also been recognized for establishing the modern Mundra port which was selected as the best port in 2006 by the oldest and the most influential British publication for shipping business........
Gautam Adani, owner of the largest port in India's private sector, saw his wealth fall by $2.3 billion as shares of his Adani Enterprises tumbled by 40% in the past year. His $7 billion (revenues) Adani Group, which is among the country's top power producers, also owns coal mines in Australia, Indonesia. To prune debt, it is selling its stake in an Australian coal terminal to Adani's family though price is yet to be determined. Losses also mounted at Adani Power, listed power unit, largely due to soaring coal costs. Group's port arm, where son Karan works, was reportedly among those denied security clearance to bid for certain ports. It has appealed to the government to review its case. In another setback, the government cancelled Adani's 4500-acre special economic zone citing alleged violations of certain rules.

Career :-

Choosing not to join his father’s textile unit in Ahmedabad, Gautam Adani instead preferred to move to Mumbai to try his luck. He opened his innings by working as a diamond sorter at Mahindra Brothers for 2 years and then went on to set up his own diamond brokerage business in Mumbai, India. The trading initiative was a success. The young Gautam made his first million within a year, at the age of 20, a big deal during the 80’s.

This success caught the eye of Mahasukh Adani, Gautam’s elder brother and a self-made entrepreneur. Mahasukh called Gautam back to their hometown – Ahmedabad - a city in the western part of India, to run his newly purchased plastic factory.

Soon, Gautam began commodity trading by importing Polyvinyl Chloride (PVC), a key raw material for manufacturing plastic. While working at his brother's plastics unit, Gautam Adani gained valuable working experience as he learnt the intricacies of commodity trade.

The Adani Group had a quiet beginning, but Gautam’s entrepreneurial and ambitious vision, and rigorous hard work along with his talented and experienced management team made Adani Group one of the fastest growing professionally managed conglomerates in India.

In 1988, he established Adani Exports Limited (now known as the Adani Enterprises Ltd), the flagship company of the Adani Group, that traded in a variety of power and agricultural commodities. The economic liberalization in 1991 fuelled the rapid growth of the business and the huge profitability of Adani Exports provided further capital for Gautam Adani to expand his business.

In 1993, the Gujarat government invited private companies to run the Mundra Port and in 1995 the contract was given to Adani Group. Today, Mundra Port is the largest Private Sector port in India, with capability of handling close to 80 million tonnes of cargo per annum.

Gautam Adani is also the Founder and Promoter of Adani Power Ltd (APL), a power business arm of Adani Group. Adani Power has delivered thermal power plant with capacity of 4620 MW, which has been a sole reason for the company to gain the prestige of being the largest private thermal power producer of the country.

Adani Power has its head office in Ahmedabad, Gujarat and is ranked #334 in top companies in India in Fortune India 500 list of 2011. Adani Power enjoys the status of being India’s largest solar power producer with capacity 40MW.

At present, APL maneuvers 4x330MW & 5x660MW at Mundra, Gujrat in addition to a Mega solar plant of 40MW at Bitta Naliya in Kutch District, Gujrat, 2x660MW at Kawai, Rajasthan & 5x660MW at Tirora, Maharashtra. Thermal power plants of Adani are also under progress at Bhadreshwar, Dahej in Gujarat & chattisgarh, Pench etc. The thermal power plant at Mundra is the single thermal power plant in the country that has won the certification by UN under CDM. Besides, it is the first company in India to obtain the supercritical technology.

http://www.wordpep.com/pdf/Biography%20of%20Industrialist%20Gautam%20Adani.pdf

Wednesday, 23 October 2013

Shikha Sharma (CEO of Axis Bank)

Shikha Sharma (CEO of Axis Bank)

Shikha Sharma is an Indian businessperson. She is CEO of Axis Bank, India's fourth largest private sector bank by market capitalization. Beginning in 1980, she worked for ICICI Bank for 29 years and was a contender for CEO position but ceded the position to Chanda Kochhar. Under her, Axis Bank's assets grew 30% in 2012-2013 to $55 billion.Since taking charge, she has more than doubled the bank's network to 1,500 branches and 8,300-plus ATMs. She graduated from Indian Institute of Management, Ahmadabad with an MBA.

Awards and recognitions:-

--Transformational Business Leader of the Year’ at AIMA’s Managing    India Awards – 2012
--Woman Leader of the year’ at Blooomberg - UTV Financial Leadership Awards – 2012
--Businessworld’s Banker of the Year Award - 2012
--Forbes List of Asia’s 50 Power Business Women - 2012
--Indian Express Most Powerful Indians – 2012
--India Today Power List of 25 Most Influential Women - 2012

Like Frodo Baggins, the protagonist of The Lord of the Rings, who held the all-powerful ring, she is a diminutive person wielding great power. She stands barely above five feet in her trademark flat sandals. Yet Shikha Sharma, Managing Director and CEO of Axis Bank, makes an immediate impression.

It is raining hard, for instance, the day Business Today has organised her photo shoot at a five-star hotel in suburban Mumbai. Yet she arrives at the appointed time looking effortlessly immaculate. She wears no make-up, barring a bindi. The achievements of this petite powerhouse, who shares her birthday, November 19, with Indira Gandhi, are formidable. Joining ICICI in 1980, she went on to lay the foundations of ICICI Bank's personal financial services. "A lot of people were sceptical," says Narayanan Vaghul, former chairman of the bank, when he suggested Sharma as the person to head the retail business. But Sharma proved them wrong.


Axis Bank chief Shikha Sharma shares her goals
In December 2000, Vaghul zeroed in on her again while searching for a suitable person to head the insurance business ICICI was about to start. Sharma took charge of ICICI Prudential Life Insurance and repeated her success with retail banking. Among the host of companies that entered the space once insurance was opened up to the private sector, ICICI Prudential has been one of the most successful, crossing the 200,000 policies landmark within two years of its start with a premium income of Rs280 crore.

"She built an entire new business in insurance and became a leader in no time," says Vaghul. Sharma, who remained Managing Director and CEO of ICICI Prudential till April 2009, calls the stint "an endearing experience".

CAREER TURNING POINT :-
Being given the opportunity to lead ICICI's venture into the life insurance business

WHEN THE GOING GETS TOUGH :-
You put your best foot forward and focus on the task at hand

BUSINESSPERSON I ADMIRE THE MOST -:-
Steve Jobs

PRICE I PAID TO BE HERE  :-
Not getting as much time with my children as I would have liked

BIGGEST ADVANTAGE OF BEING AN MPW:-
The people I get to meet

LAST TIME I USED MY MPW TRUMP CARD:-
To get invited aboard Swati Piramal's yacht
"It was completely psyching, we had global competition, but early success gives you confidence," she adds. She took over Axis Bank - formerly UTI Bank, the third largest bank after State Bank of India and ICICI Bank - in June 2009. Axis Bank's performance since she took charge has been admirable. For the quarter ending June this year, it reported a profit of Rs942 crore, a 27 per cent increase year on year.

For such a high-flying achiever, Sharma is disarmingly modest, all too willing to discuss her failures and drawbacks. The start of her career, she reveals, was not particularly propitious. During the placement period at the Indian Institute of Management, Ahmedabad, or IIM-A - where she did her MBA - she was unable to land a job until Day Eight or Day Nine. "Foreign banks rejected me," she says. "I was losing confidence." But she was able to take it in her stride. "I was good at academics, but an introvert," she adds. "I was self aware enough not to get dejected. But I still felt bad."

Finally ICICI gave her the break that defined her career path. "I think destiny did the right thing for me," she says. "The opportunities I got at ICICI, I would have never got elsewhere. I think god has a design for each one of us."

 Vaghul says he had great faith in Sharma's lateral thinking capacity. "When I was chairman, I could always look to her for creative ideas," he says. But Sharma will not acknowledge any such quality, calling herself a conventional thinker, claiming that thinking differently was something she learnt from her husband. She is married to Sanjaya Sharma, her batchmate at IIM-A and currently Managing Director of Tata Interactive Systems. The couple have a son and a daughter.

All went well at ICICI until, in 2009, Sharma became a contender for the managing director and CEO's position. She was up against the equally high profile and meritorious Chanda Kochhar - and Kochhar was eventually selected. "Both Chanda and Shikha were jewels of ICICI," says Vaghul. "It is unfortunate that the crown could go to only one." Soon after, Sharma quit.

True to form, she refrains from hyperbole even while discussing her plans for Axis Bank. "I'm not saying I want to take this bank to the Number One spot," she says. "We want to make it a great bank, that's all. We will focus on infrastructure and small businesses, as also on big-ticket loans and retail."

Sharma's corner office on the eighth floor of Axis Bank's new corporate office in Worli, Mumbai, is small and comparatively frugal. It has just a desk - with a family photograph, some books on economics, and Ganesha idols on it - and chairs. It looks exactly the same as the offices of other senior executives at the bank. "I truly believe in egalitarianism, transparency, sharing and learning," she says.

Like every working mother, Sharma, too, frets about not spending enough time with her children. "I consider my children my most enduring embodiments of achievement," she says. "But I haven't focused on them in the last 20 years." She had hoped to take a few days off to spend with her son before he started his first job in August, but could not manage it. "Too much was happening in the office," she says.

If she had to make a tough choice between work and family, however, she says: "I know what I would choose."

She got a basic salary of Rs.1.96 crore per annum

Friday, 11 October 2013

John Cadbury (Founder of Cadbury)

John Cadbury (1801-1889)

John Cadbury was born in Birmingham, England, on
12th August 1801. He was from a Quaker family and
did not have the option to go to university as this was
against Quaker beliefs. Instead he became an
apprentice to a tea dealer in Leeds in 1818. He opened
a grocer’s shop at 93 Bull Street, Birmingham in 1824,
selling amongst other things, cocoa and drinking
chocolate, which he prepared himself using a mortar
and pestle. Tea, coffee, cocoa and drinking chocolate
were seen as healthy alternatives to alcohol, which as
a Quaker he believed was bad for society.

After several years, John decided to start
manufacturing on a commercial scale. In 1831 he
purchased a warehouse in nearby Crooked Lane. The
earliest preserved price list from 1842 shows that he
was selling 16 lines of drinking chocolate in cakes and powder format, and eleven lines
of cocoa in powder, flakes, paste and cocoa nibs formats. He was only selling one line
of eating chocolate at this time. In 1846 John took his brother Benjamin into partnership
and the name of the firm was changed to Cadbury Brothers.

In 1847 the business moved to a new factory in Bridge Street. . The partnership with
Benjamin was dissolved by mutual consent in 1856 and John retired in 1861, handing
over complete control of the business to his two sons, Richard and George. The
following decades saw the Cadbury business grow to become an industry leader by
harnessing the opportunities of industrialisation and creatively marketing to a growing
consumer class.

John Cadbury spent his retirement engaged in civic and social work in Birmingham.
Philanthropy had been important to him all his life; over the years he had led a
campaign to ban the use of boys as chimney sweeps, campaigned against animal
cruelty and formed the Animal Friends Society, a forerunner of the RSPCA. John died
on May 11th 1889, aged 87.


Early Days - A One Man Business

Birmingham 1824
Birmingham 1824
John Cadbury was one of ten children of Richard Tapper Cadbury, a prominent Quaker who had moved to Birmingham, England from the West Country in 1794.
In 1824, 22-year-old John Cadbury opened his first shop at 93 Bull Street, next to his father's drapery and silk business in the then fashionable part of Birmingham.
Apart from selling tea and coffee, John Cadbury sold hops, mustard and a new sideline - cocoa and drinking chocolate, which he prepared using a mortar and pestle.
Cocoa and drinking chocolate had been introduced into England in the 1650s but remained a luxury enjoyed by the elite of English society. Customers at John Cadbury's shop were amongst the most prosperous Birmingham families, the only ones who could afford the delicacy. Cocoa beans were imported from South and Central America and the West Indies.
Experimenting with his mortar and pestle, John Cadbury produced a range of cocoa and chocolate drinks, the latter with added sugar. The products were sold in blocks: customers scraped a little off into a cup or saucepan and added hot milk or water.
John Cadbury had a considerable flair for advertising and promotion. "John Cadbury is desirous of introducing to particular notice 'Cocoa Nibs', prepared by himself, an article affording a most nutritious beverage for breakfast," announced his first advertisement in the Birmingham Gazette in March 1824.
He soon established himself as one of the leading cocoa and drinking chocolate traders in Birmingham. The popularity and growing sales of John Cadbury's cocoa and drinking chocolate of 'superior quality' determined the future direction of the business.
In 1831, John Cadbury rented a small factory in Crooked Lane not far from his shop. He became a manufacturer of drinking chocolate and cocoa, laying the foundation for the Cadbury chocolate business.
These early cocoa and drinking chocolates were balanced with potato starch and sago flour to counter the high cocoa butter content, while other ingredients were added to give healthy properties.
By 1842, John Cadbury was selling sixteen lines of drinking chocolate and cocoa in cake and powder forms.

The Quaker Influence

The Cadbury family were prominent members of the Society of Friends or Quakers, one of the many nonconformist religious groups formed in the 17th century. Their strong beliefs carried into campaigns aimed at ending poverty and deprivation and many prominent Quaker-run businesses were part of reforms of social and industrial society in Victorian Britain.
John Cadbury's lifelong involvement with the Temperance Society influenced the direction of his business enterprise. By providing tea, coffee, cocoa and chocolate as an alternative to alcohol he felt he was helping to alleviate some of the alcolohol-related causes of poverty and deprivation amongst working people. He also incorporated some of these principles in his industrial relations philosophy. (See A Progressive Workplace)

Cadbury Brothers of Birmingham

John Cadbury
John Cadbury
As the enterprise prospered, in 1847 John Cadbury rented a larger factory in Bridge Street, off Broad Street, in the centre of Birmingham and went into partnership with his brother Benjamin - trading as Cadbury Brothers of Birmingham.
The retail side of the business in Bull Street was passed to a nephew, Richard Cadbury Barrow in 1849. Barrow Stores, as it became, traded in Central Birmingham until the 1960s.
A major turning point for the cocoa and chocolate industry came in the mid-1850s, when taxes on imported cocoa beans were reduced by Prime Minister William Gladstone. The previously prohibitive chocolate products were now within the reach of the wider population.
Cadbury Brothers received their first Royal Warrant on February 4, 1854 as 'manufacturers of cocoa and chocolate to Queen Victoria.' The company continues to hold royal warrants of appointment.
During the 1850s business began to decline. The partnership between the first Cadbury brothers was dissolved in 1860, a difficult time in the company's history.
John Cadbury's sons Richard and George, who had joined the company in the 1850s, became the second Cadbury brothers to run the business when their father retired due to failing health in 1861.
John Cadbury devoted the rest of his life to civic and social work in Birmingham until his death in 1889.
Although they had worked in their father's business for some years, the prospects for Richard. 25, and George, 21, were daunting. Their first five years were a period of unremitting toil with few customers, long hours and very frugal living. Both seriously considered taking up other vocations - Richard as a surveyor in England and George as a tea planter in India.
George was focused on manufacturing, and Richard with sales, but in the early days both brothers went out and promoted their goods. Due to their dedication, sheer hard work and improvements in the quality of Cadbury cocoa products, the business survived and prospered.

Technological Advancements

Historic packaging
Historic packaging
Dissatisfied with the quality of cocoa products, including their own, the Cadbury brothers took a momentous step in 1866 that not only had a bearing on their business but revolutionised the whole of the British cocoa business.
Until that time English cocoa had been heavily adulterated with starch substances like potato flour or sago to mask the excess cocoa butter. The cocoa drink, as described by George Cadbury himself, was a "comforting gruel".
Following a visit to the Van Houten factory in Holland to see their new cocoa press, the brothers introduced this new process to their Bridge Street factory. The press removed some of the cocoa butter from the beans, producing a less rich and more palatable cocoa essence - the forerunner of the cocoa we know today.
There was no need to add flour and Cadbury's new cocoa essence was advertised as 'Absolutely pure...therefore Best'
At that time there was much concern in Parliament about the adulteration of food, including cocoa. The new unadulterated Cadbury's cocoa essence was heralded as a major breakthrough and resulted in the passing of the Adulteration of Food Acts in 1872 and 1875. Cadbury received a remarkable amount of free publicity during this period and sales increased dramatically.
The marketing of this cocoa essence helped turn a small business into a vast worldwide company.
The introduction of cocoa essence was not the only innovation that improved the Cadbury Brothers' trade. The plentiful supply of cocoa butter remaining after the cocoa was pressed made it possible to produce a wide variety of new kinds of 'eating chocolate,' leading to the development of the smooth creamy chocolate produced today.
The quality of the chocolates made by the company following the introduction of the cocoa press was such that in the 1870s, Cadbury broke the monopoly which French producers had previously enjoyed in the British Market.

Cadbury's Chocolate Box

A chocolate for eating had been produced at the Cadbury factory since 1849 but it was not, by today's standards, a very palatable product. With the availability of cocoa butter a new chocolate recipe produced chocolate similar to that which we enjoy today.
Refined plain chocolate was made for moulding into blocks or making bars and chocolate creams that with chocolate-covered fruit-flavoured centres.
Cadbury's "fancy chocolates"- or assortments as they are now called - were sold in decorated boxes, with small pictures that children could cut out to stick into scrapbooks.
Richard Cadbury applied his considerable artistic talents to introduce more ambitious and attractive box designs from his own paintings, using his own children as models or depicting flowers and scenes from his travels. They were the first British-made fancy chocolate boxes and were very popular. Some of his original boxes still exist.
Elaborate chocolate boxes were much prized as special gifts by the late Victorians as they could later be used as trinket or button boxes. Chocolate box designs ranged from superb velvet covered caskets with bevelled mirrors and silk lined jewel boxes to pretty boxes with pictures on the lid.
The popularity of these splendid Cadbury boxes continued until their disappearance during the Second World War. Victorian and Edwardian chocolate boxes are now collector's items.

Cadbury Brothers Ltd

The business became a private limited company - Cadbury Brothers Limited - in 1899 following Richard Cadbury's sudden death at the age of 63.
George Cadbury became chairman of the new board and his fellow directors were Barrow and William A. Cadbury, sons of Richard and two of his own sons, Edward and George Cadbury Junior.
By 1899, the Bournville factory had trebled in size with more than 2,600 employees. With the formation of the limited company, Bournville entered a new era as the younger members of the Board introduced new ideas - analytical laboratories, advertising and cost offices, a sales department, works committee, medical department, pension funds, education and training for employees.
The Bournville factory site became a series of factories within a factory, as everything needed for the business was produced on site, including tin box pressing plants, carton making units, a design studio and printing plant.
This policy continued until well after the Second World War when the rationalisation of the business to mainstream activity - production and marketing of chocolate confectionery- led to the use of outside specialised suppliers for ancillary items.

http://www.cadbury.co.uk/the-story

Tuesday, 8 October 2013

Naveen Jindal (Chairman of Jindal Steel and Power Limited)

Naveen Jindal :-




Naveen Jindal (born 9 March 1970) is an Indian politician and Member of Parliament (MP) from the Kurukshetra Lok Sabha constituency in the northern Indian state of Haryana. He is the Chairman of Jindal Steel and Power Limited, which is part of the $17 billion diversified O.P. Jindal Group founded by his late industrialist father.
He instigated an initiative that led to a revision of the Flag Code of India which now grants every Indian citizen the right to fly theFlag of India (also known as the "Tiranga") publicly with dignity and honour on all days of the year. He is an active campaigner for population stabilisation, women’s empowerment, environmental conservation, health and education. As an acknowledgement of his support to his alma mater, in 2011 the University of Texas at Dallas, renamed its School of Management as the Naveen Jindal School of Management.

Biography

A crusader for the Indian national flag, an advocate of women and child rights, a philanthropist, a parliamentarian, a politician, a successful industrialist, and a sportsman par excellence...that's Naveen Jindal for you.
A man of myriad talents, Naveen stands out for his sense of commitment, responsibility, dedication, honesty, integrity and sheer passion in all his undertakings.
Born in Hisar, Haryana, on 9 March 1970, Naveen is the youngest child of the industrialist-philanthropist-politician Om Prakash Jindal and his wife Savitri. He studied at the Delhi Public School (Mathura Road), New Delhi, before graduating in Commerce from Hans Raj College, Delhi University, in 1990. He subsequently completed an MBA degree from the University of Texas at Dallas, in 1992. His penchant for leadership became evident during his student days. He was the President of the Student Government and recipient of the 'Student Leader of the Year Award' at the university.
On his return to India, Naveen began managing his father's political affairs. In 2004 he stood for elections from Kurukshetra on a Congress party ticket and won, beating his nearest rival Abhay Singh Chautala by 1.6 lakh votes. He repeated the feat in 2009.
While Naveen is a two-time Member of Parliament from the Kurukshetra Lok Sabha constituency in Haryana, he is also the Chairman and Managing Director of Jindal Steel and Power Limited, which is a part of the $15 billion diversified O.P. Jindal Group. Naveen's hard work and business acumen demands applause, for he has transformed the once moderately performing enterprise to the organisation that today operates as the world's largest coal-based sponge iron manufacturing plant in Raigarh, Chhattisgarh, in addition to plants in Jharkhand and Odisha.
He is also the Chairman of Jindal Power Limited, a subsidiary of JSPL, which runs the 1,000 MW O.P. Jindal Thermal Power Plant in Raigarh, Chhattisgarh - India's first such 1,000 MW plant in the private sector. Going beyond his own constituency, Naveen has championed the causes of education, healthcare and the upliftment of weaker sections across Haryana, and in the vicinity of his factories in other parts of India. He has set up hospitals and schools, adopted villages and is an active campaigner for women's empowerment, health and education. In 2011 Naveen added another feather in his cap by establishing the 'Citizens' Alliance for Reproductive Health and Rights', an organisation that brings together politicians, media persons and NGOs in a bid to spread awareness about family planning, maternal and child mortality, and related issues. Naveen is a true social entrepreneur. He is a people person. He can effortlessly relate to thousands of other people, and is driven to help those who are in need. His numerous social initiatives have led to an overall improvement in the quality of life in all regions where he has business interests, and beyond.
For those who may not know, Naveen is the man who is single-handedly responsible for making the Tiranga more accessible to the average citizen. His unrelenting legal and political campaign led to a revision of the Flag Code of India which now grants every private citizen the right to fly the Indian National Flag publicly with dignity and honour on all days of the year. The Flag Foundation of India that he founded along with his wife is an effort to foster respect for the Tiranga and the values it embodies among Indian youth.
It is not surprising to learn that in 2011 his unrelenting support to his alma mater was recognised in a unique way, as the University of Texas at Dallas renamed its 'School of Management' as 'The Naveen Jindal School of Management.' A special acknowledgement for a special person indeed.
He is also an international level shooting champion who has represented India on numerous national and international platforms including the Asian Games. Naveen is also an avid polo player. Naveen's mother is currently a member of the Haryana Legislative Assembly from Hisar and is the Chairperson Emeritus of Jindal Steel and Power Limited and JSW Steel. He has eight siblings: sisters Saroj Bhartia, Nirmala Goel, Urmila Bhuwalka, Sarika Jhunjhunwala and Seema Jajodia; and brothers Prithviraj, Sajjan and Rattan Jindal who are also industrialists.
Naveen is married to accomplished Kuchipudi dancer Shallu Jindal. The couple has a son and a daughter and they live in Delhi and Kurukshetra.

Naveen Jindal is a charismatic, dynamic, and a down-to-earth human being who lives life intensely. He is sincerely determined to reach out to the masses and bring about a positive change in the lives of those he touches.

Sunday, 6 October 2013

Kishore Biyani (CEO) of Future Group)

Kishore Biyani (CEO) of Future Group)


Kishore Biyani is an Indian businessman. He is chief executive officer (CEO) of Future Group, and Managing Director of Pantaloon Retail. Biyani's Future Group has over 17 million square feet of retail space in 90 cities and 60 rural locations. He managed to raise $170 million by taking venture capital arm Future Ventures public in March 2011. Biyani is married to Sangita Biyani and they have 2 children and are based in Mumbai. His older daughter Ashni is a director of Future Ideas, group's innovation and incubation cell.

Kishore is the co-author of the book "It happened in India". It is the story of Pantaloons, Big Bazaar, Central and the Great Indian Consumer, co-authored with Dipayan Baishya. The book has sold some 100,000 copies, more than any other business book published in India so far

NEWS
September 25, 2013 | PTI
MUMBAI: Future Group chief executive Kishore Biyani today said his new venture, Big Bazaar Direct, may become a larger success than his present flagship Big Bazaar stores as it aims to partner kirana stores and offer more opportunities to help them grow their business. "Big Bazaar Direct is a model on a tablet and if it works well, it will be bigger than Big Bazaar," Biyani told reporters at the India Retail Forum 2013 here. Big Bazaar Direct is a...

Kishore Biyani looks at a filmy Future

Mayur Shekhar Jha & Meenakshi Verma, TNN Nov 23, 2006, 02.47am IST
NEW DELHI: Kishore Biyani-promoted Future Group is betting high on Bollywood. Apart from investing in films, Future Group is likely to enter the cinema exhibition business. According to sources, the business is expected to figure in the company's long-term plans with multiplex business plans likely to be firmed up by the fiscal '07-08.
As far as its immediate plans are concerned, the company is looking at setting up a full-fledged arm to manage multiplexes on its own. When contacted, a Future Group spokesperson said, "There are no plans for entering movie exhibition business." Currently, Pantaloon Retail which is also in the business of mall development, has an existing arrangement with INOX Leisure, whereby INOX has the first preference to set up a multiplex, wherever Pantaloon builds a mall.

Consideration

Consideration

Something with monetary value, voluntarily exchanged for an act, benefit, forbearance, interest, promise, right, or goods or services. In banking, the loan-amount is a consideration, in exchange for the borrower's promise to repay the principal and to pay interest and other charges. In insurance, the insurance company's offer to make a loss good is a consideration in exchange for payment of premium. Essential element of all enforceable commercial-contracts, it does not have to be 'adequate' or equal in value to the exchanged item but must be legal (not in violation of any law). Any commercial contract without a valid (valuable and legal) consideration is invalid and is called 'nudum pactum' (Latin for, naked contract) governed by the legal maxim 'ex nudo pacto non oritur actio' (Latin for, a right of action does not arise from a naked contract). See also good consideration, and valuable consideration.

Saturday, 5 October 2013

Steve Jobs

Steve Jobs

Steven Paul "Steve" Jobs (February 24, 1955 – October 5, 2011) was an American entrepreneur,  marketer, and inventor,  who was the co-founder, chairman, and CEO of Apple Inc. Through Apple, he is widely recognized as a charismatic pioneer of the personal computer revolution  and for his influential career in the computer and consumer electronics fields, transforming "one industry after another, from computers and smartphones to music and movies".  Jobs also co-founded and served as chief executive of Pixar Animation Studios; he became a member of the board of directors of The Walt Disney Company in 2006, when Disney acquired Pixar. Jobs was among the first to see the commercial potential of Xerox PARC's mouse-driven graphical user interface, which led to the creation of the Apple Lisa and, one year later, the Macintosh. He also played a role in introducing the LaserWriter, one of the first widely available laser printers, to the market.

Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing.
At a time when America is seeking ways to sustain its innovative edge, and when societies around the world are trying to build digital-age economies, Jobs stands as the ultimate icon of inventiveness and applied imagination. He knew that the best way to create value in the twenty-first century was to connect creativity with technology. He built a company where leaps of the imagination were combined with remarkable feats of engineering.

Although Jobs cooperated with this book, he asked for no control over what was written nor even the right to read it before it was published. He put nothing off-limits. He encouraged the people he knew to speak honestly. And Jobs speaks candidly, sometimes brutally so, about the people he worked with and competed against. His friends, foes, and colleagues provide an unvarnished view of the passions, perfectionism, obsessions, artistry, devilry, and compulsion for control that shaped his approach to business and the innovative products that resulted.

Driven by demons, Jobs could drive those around him to fury and despair. But his personality and products were interrelated, just as Apple’s hardware and software tended to be, as if part of an integrated system. His tale is instructive and cautionary, filled with lessons about innovation, character, leadership, and values.
Remembering Steve

Over a million people from all over the world have shared their memories, thoughts, and feelings about Steve. One thing they all have in common — from personal friends to colleagues to owners of Apple products — is how they’ve been touched by his passion and creativity. You can view some of these messages below.

And share your own at rememberingsteve@apple.com

http://www.apple.com/stevejobs/


http://allaboutstevejobs.com/

Friday, 4 October 2013

Microsoft

Thursday, 3 October 2013

Correlation

Correlation

Degree and type of relationship between any two or more quantities (variables) in which they vary together over a period; for example, variation in the level of expenditure or savings with variation in the level of income. A positive correlation exists where the high values of one variable are associated with the high values of the other variable(s). A 'negative correlation' means association of high values of one with the low values of the other(s). Correlation can vary from +1 to -1. Values close to +1 indicate a high-degree of positive correlation, and values close to -1 indicate a high degree of negative correlation. Values close to zero indicate poor correlation of either kind, and 0 indicates no correlation at all. While correlation is useful in discovering possible connections between variables, it does not prove or disprove any cause-and-effect (causal) relationships between them. See also regression.

Nicholas James Vujicic - A man of hope

Nicholas James Vujicic - A man of hope

Nicholas James "Nick" Vujicic ( born 4 December 1982) is a Serbian Australian evangelist and motivational speaker born with tetra-amelia syndrome, a rare disorder characterised by the absence of all four limbs. As a child, he struggled mentally and emotionally as well as physically, but eventually came to terms with his disability and, at the age of seventeen, started his own non-profit organisation, Life Without Limbs. Vujicic presents motivational speeches worldwide on life with a disability, on hope, and on finding meaning in life. He also speaks about his belief that God can use any willing heart to do his work and that God is big enough to overcome any disability.

 . He was born with a rare disease called Tetra-amelia, characterized by the absence of all the four limbs. His dad was a pastor.  His mom was a nurse. He struggled as a child, and eventually started his own non-profit organization Life Without Limbs at the age of 17. He was one of the first disabled students integrated into a mainstream school due to his physical disability. He was bullied and teased through school. He struggled with depression and loneliness. At age 10, he tried to drown himself in 4 inches of water, but did not go through with it out of love for his parents. He tried electronic and artificial arms, but they were too heavy for his body to operate. He went through a season of blaming God.  Nick questioned the purpose of his life.
Nick credits his strength and courage to Jesus Christ.   He prayed that God would heal him, and he wasn’t healed.   So in desperation he prayed, “Lord, if you do not change my circumstances, change my heart.” Interestingly, Nick unflinchingly embraces God’s sovereignty in the unique circumstances of his birth.   He says, “the life I now live is what has been given to me by His design.” God showed him about the man in John 9 who was born blind and how his blindness was intended so that God’s glory might be displayed in his life.  Nick came to realize that Christ could use his hard circumstances for his own glory. And gradually, Nick’s attitude began to change about his circumstances.

A key turning point came when his mother showed him a newspaper article about a man dealing with a severe disability. He began to master the daily tasks of life. He learned to write using the two toes on his left foot with a special grip that slid onto his big toe. He learned to use a computer and type using the "heel and toe" method. He learned to throw tennis balls, play drum pedals, get himself a glass of water, comb his hair, brush his teeth, answer the phone and shave. When he was seventeen, he started to give talks at his prayer group, and eventually started his non-profit organization, Life Without Limbs. Vujicic graduated from university at the age of 21 with a double major in Accounting and Financial Planning. Subsequently he became a motivational speaker, travelling internationally and focusing on teen issues. Having addressed over three million people in over 24 countries on five continents, he speaks to corporate audience, congregations and schools. Vujicic promotes his work through television shows and through his writing. His first book, Life Without Limits: Inspiration for a Ridiculously Good Life (Random House, 2010). It was published in 2010. He markets a motivational DVD, Life's Greater Purpose, a short documentary filmed in 2005 highlighting his home life and regular activities. The second part of the DVD was filmed at his local church in Brisbane – one of his first professional motivational speeches. He markets a DVD for young people titled: No Arms, No Legs, No Worries: Youth Version.
Today Nick travel’s around the world sharing his motivating message of hope. “Look beyond your circumstances,” he tells his audience.   People need to know that there is hope beyond the things that imprison us. That hope is found in Christ. Reflecting on the opportunities to speak around the world, Nick says, “I am humbled by the fact that my life is most likely making a bigger impact because I don’t have arms and legs than if I did.” So Nick implored the Sunday morning crowd—“see what God can do with what you have……If God can use a man without arms and legs to be His hands and feet, then He will certainly use any willing heart.”  

http://www.lifewithoutlimbs.org/

http://www.attitudeisaltitude.com/

https://www.facebook.com/NickVujicicFans

en.wikipedia.org/wiki/Nick_Vujicic

http://www.youtube.com/watch?v=1zeb-k-XzaI