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R INDIRA GROUP OF INSTITUTES Essential Business Knowledge 2012-2013 Compiled & Edited by: Prof. Manjoo
R
INDIRA GROUP OF INSTITUTES
Essential
Business Knowledge
2012-2013
Compiled & Edited by:
Prof. Manjoo Phadke
 

INDEX

Management Thinkers

 

7

1)

C.K. Prahalad

8

2)

Henry Mintzberg

 

9

3)

Jack Welch

10

4)

Jim Collins

11

5)

Ken Blanchard

 

12

6)

Malcolm Gladwell

R

13

7)

Marshall Goldsmith

 

14

8)

Michael E. Porter

 

15

9)

Peter Drucker

16

10)

Peter Senge

17

11)

Philip Kotler

18

12)

Stephen Covey

 

19

13)

Tom Peters

20

Management and other books

 

21

1)

A Better India: A Better World – N R Narayana Murthy

 

22

2)

Brandwashed - Martin Lindstrom

 

23

3)

Competing for the Future - Gary Hamel and C.K. Prahalad

 

24

4)

Corporate Chanakya - Radhakrishnan Pillai

 

25

5)

First, Break All the Rules - Marcus Buckingham and Curt Coffman

26

6)

Five Point Someone - Chetan Bhagat

 

27

7)

Good to Great: Why Some Companies Make the Jim Collins

Leap…and Others Don’t -

28

8)

How to Win Friends & Influence People - Dale Carnegie

 

29

9)

Imagining India: The Idea of a Renewed Nation - Nandan M. Nilekani

30

10)

In Search of Excellence: Lessons from America’s Best-Run Thomas J. Peters and Robert H. Waterman, Jr.

Companies -

31

11)

My Years with General Motors - Alfred P. Sloan, Jr.

 

32

12)

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change - Stephen R. Covey

33

13)

The Essential Drucker

- Peter Drucker

 

34

14)

The Fortune at the Bottom of the Pyramid : Eradicating

Poverty Through

35

Profits -

C. K. Prahalad

15)

The Goal

- Eliyahu Goldratt

36

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INDEX

16)

The Power of Positive Thinking - Norman Vincent Peale

 

37

17)

The Tipping Point: How Little Things Can Make a Malcolm Gladwell

Big Difference -

 

38

18)

The Winning Way : Learnings From Sport Harsha and Anita Bhogle

For Managers -

39

19)

The World Is Flat: A Brief History of the Thomas L Friedman

Twenty-first Century -

R

40

20)

What Got You Here Won’t Get You There - Marshall Goldsmith, Mark Reiter

41

21)

Winning - Jack Welch, Suzy Welch

42

22)

You Can Win - Shiv Khera

43

Major industries & Companies

 

44

1)

Automobile

45

2)

BFSI

48

3)

Engineering & Manufacturing

52

4)

FMCG & FMCD

53

5)

IT & ITES

55

6)

Retail

57

7)

Telecom

61

Major Global Companies

 

63

1)

Amazon.com

64

2)

Apple

64

3)

Boston Consulting Group

65

4)

Coca-Cola

65

5)

Deloitte

66

6)

Goldman Sachs

66

7)

Google

67

8)

Intel

67

9)

IBM

68

10)

Microsoft

68

11)

Procter & Gamble

69

12)

Starbucks

69

13)

Wal-Mart

70

2

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INDEX

Business leaders

   

1)

Adi Godrej

72

2)

Aditya Puri

72

3)

Anand Mahindra

73

4)

Anil Dhirubhai Ambani

73

5)

Azim Hashim Premji

74

6)

Brijmohan Lall Munjal

74

7)

Bill Gates

R

75

8)

Chanda Kochhar

76

9)

Henry Ford

76

10)

Kiran Mazumdar-Shaw

77

11)

Kumar Mangalam Birla

78

12)

Kushal Pal Singh

78

13)

Lakshmi Mittal

79

14)

Larry Page

80

15)

Michael Dell

80

16)

Mukesh Dhirubhai Ambani

81

17)

Nagavara Ramarao Narayana Murthy

81

18)

Naina Lal Kidwai

82

19)

Ratan Naval Tata

82

20)

Richard Branson

83

21)

Sam Walton

83

22)

Steve Jobs

84

23)

Sunil Bharti Mittal

84

24)

Ted Turner

85

25)

Vijay Mallya

85

Major world organizations

 

86

1)

Association of Southeast Asian Nations (ASEAN)

87

2)

European Union (EU)

88

3)

Group of Eight (G8)

90

4)

International Labor Organization (ILO)

91

5)

International Monetary Fund (IMF)

92

6)

International Olympic Committee (IOC)

93

7)

Organization of Petroleum Exporting Countries (OPEC)

94

8)

United Nations (UN)

95

9)

World Bank

96

10)

World Trade Organization (WTO)

97

3

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INDEX

Major Economic Indicators – Meaning, Methodology and Impact on global business environment

1)

Gross Domestic Product (GDP)

100

2)

Per Capita Income (PCI)

102

3)

Global Innovation Index (GII)

105

4)

Big Mac Index of Currency Valuation Fairness

106

5)

Human Development Index (HDI)

107

6)

Wholesale Price Index (WPI)

108

5)

Consumer Price Index (CPI)

108

Global Listings and Rankings - Meaning, Methodology and Impact

R

109

1)

Standard & Poor’s rankings

111

2)

Moody’s Corporation

112

3)

CRISIL Ratings

113

4)

Fortune 500

114

Mergers & Acquisitions Top 10 Business Mergers/Acquisitions of the Decade

 

116

1)

AOL & Time Warner

120

2)

Pfizer Inc & Pharmacia Corporation

121

3)

Royal Dutch Petroleum & Shell Transport and Trading Co

121

4)

Chase Manhattan & JP Morgan

123

5)

Inbev Inc & Anheuser-Busch Companies Inc

123

6)

E.ON & POWERGEN

123

7)

HSBC & HOUSEHOLD INTERNATIONAL

123

8)

BANK OF AMERICA & MERRIL LYNCH

124

9)

EBAY& PAYPAL

125

10)

ADIDAS & REEBOK

125

The top 10 acquisitions made by Indian companies worldwide

 

126

Top 10 Indian Mergers and Acquisitions in 2011

 

128

1)

The Reliance – BP deal

122

2)

Essar exits Vodafone

122

3)

The Fortis Healthcare merger

122

4)

iGate acquires majority stake in Patni Computers

122

5)

GVK Power acquires Hancock Coal

123

6)

Essar Energy’s Stanlow Refinery Deal with Royal Dutch Shell

123

7)

Aditya Birla Group to acquire Columbian Chemicals

123

8)

Mahindra & Mahindra acquires Ssangyong

123

9)

The Vedanta – Cairn acquisition

123

10)

Adani Enterprises takes over Abbot Point Coal

123

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INDEX

Top 10 Mergers & Acquisitions in India for 2010

 

124

1)

Tata Chemicals buys British salt

 

124

2)

Reliance Power and Reliance Natural Resources merger

 

124

3)

Airtel’s acquisition of Zain in Africa

 

124

4)

Abbott’s acquisition of Piramal healthcare solutions

 

124

5)

GTL Infrastructure acquisition of Aircel towers

 

124

6)

ICICI Bank buys Bank of Rajasthan

R

124

7)

JSW and Ispat Ki Kahani

124

8)

Reckitt Benckiser goes shopping

 

124

9)

Mahindra goes international

 

124

10)

Fortis Healthcare acquisitions

 

125

Cross Cultural information – Major countries and cultures Etiquette, Customs and Protocol

 

126

1)

India

132

2)

China

135

3)

Kenya

137

4)

UAE

139

5)

UK

141

6)

Germany

143

7)

USA

141

8)

Brazil

148

9)

Australia

150

10)

Singapore

152

Curious Questions Answered

 

154

1)

What is recession? What is its impact of current one on various countries?

155

2)

What is the European Debt Crisis?

 

157

3)

How does Google earn money?

 

159

4)

How do stock markets function, especially in India?

 

161

5)

What is inflation, and what causes it?

 

164

6)

What is ITES? How does the ‘call centre’ business work in India?

 

165

7)

Fuel Prices in India -

Is it a Crude Awakening?

167

8)

Why does ‘going green’ make good business sense?

 

168

9)

How was Facebook born and who is its father?

 

170

10)

What is Wi-Fi and how does it work?

 

172

5

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INDEX

11)

What Went Wrong with the Aakash Tablet?

173

12)

How Venture Capital Backs Businesses?

175

13)

What is “BRIC”? Has it hit a wall ?

176

14)

Which are the Latest web and Internet marketing concepts

178

Grooming tips

 

179

1)

Importance of Personal Grooming

180

2)

Physical Grooming

R

180

3)

Social Grooming

182

4)

Formal Dress Code Guidelines – Men & Women

183

5)

Back to the Basics / 10 Fundamentals of a Man’s Wardrobe

187

6)

Must Haves for a woman

195

7)

Make-up tips for Women

195

Crosswords, Gap Fillers, Did-You-Knows etc – Learning through Fun

 

196

6

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ManageMent

thinkers

1. C. K. PRAHALAD

Coimbatore Krishnarao Prahalad (8 August 1941 – 16 April 2010) was the Paul and Ruth McCracken Distinguished University Professor of Corporate Strategy at the Stephen M. Ross School of Business in the University of Michigan.

He was renowned as the co-author of “Core Competence of the Corporation” (with Gary Hamel) and “The Fortune at the Bottom of the Pyramid” (with Stuart L. Hart).

at the Bottom of the Pyramid” (with Stuart L. Hart). He completed his B.Sc degree in
He completed his B.Sc degree in Physics from Loyola College, Chennai, part of the University
He completed his B.Sc degree in Physics from Loyola College,
Chennai, part of the University of Madras followed by post
graduate work in management at the Indian Institute of
Management Ahmedabad.
At Harvard Business School, Prahalad wrote a doctoral thesis on multinational management in
just two and a half years, graduating with a D.B.A. degree in 1975.
In 1977, he was hired by the University of Michigan’s School of Business Administration, where
he advanced to the top tenured appointment as a full professor. In 2005, Prahalad earned the
university’s highest distinction, Distinguished University Professor.
In the earlier days of Prahalad’s fame as established management guru, in the beginning of the
90’s, he advised Philips’ Jan Timmer on the restructuring of this electronic corporation, then on
the brink of collapse.
C. K. Prahalad is the co- author of a number of well known works in corporate strategy, including
The Core Competence of the Corporation (with Gary Hamel, Harvard Business Review, May –
June 1990) which continues to be one of the most frequently reprinted articles published by the
Harvard Business Review. He authored or co-authored several international bestsellers, including:
Competing for the Future (with Gary Hamel, 1994), The Future of Competition (with Venkat
Ramaswamy, 2004), and The Fortune at the Bottom of the Pyramid: Eradicating Poverty through
Profits (Wharton School Publishing, 2004). His last book, co-authored by M. S. Krishnan and
published in April 2008, is called The New Age of Innovation.

Prahalad has been among top ten management thinkers in every major survey for over ten years. Business Week said of him: “a brilliant teacher at the University of Michigan, he may well be the most influential thinker on business strategy today.” He was a member of the Blue Ribbon Commission of the United Nations on Private Sector and Development. He was the first recipient of the Lal Bahadur Shastri Award for contributions to Management and Public Administration presented by the President of India in 1999.

Administration presented by the President of India in 1999. 8 This material is only for internal

8

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2. HENRY MINTZBERG

Professor Henry Mintzberg, OC OQ FRSC (born in Montreal, September 2, 1939) is an internationally renowned academician and author on business and management. He is currently the Cleghorn Professor of Management Studies at the Desautels Faculty of Management of McGill University in Montreal, Quebec, Canada, where he has been teaching since 1968.

He earned his Master’s degree in Management and Ph.D. from the MIT Sloan School of Management in 1965 and 1968 respectively. His undergraduate degree in mechanical engineering is from McGill University.

degree in mechanical engineering is from McGill University. Henry Mintzberg writes prolifically on the topics of
Henry Mintzberg writes prolifically on the topics of management and business strategy, with more than
Henry Mintzberg writes prolifically on the topics of management
and business strategy, with more than 150 articles and fifteen books to his name. His seminal
book, The Rise and Fall of Strategic Planning (Mintzberg 1994), criticizes some of the practices
of strategic planning today.
In 2004 he published a book entitled Managers Not MBAs (Mintzberg 2004) which outlines
what he believes to be wrong with management education today. Rather controversially,
Mintzberg claims that prestigious graduate management schools like Harvard Business School
and the Wharton Business School at the University of Pennsylvania are obsessed with numbers
and that their overzealous attempts to make management a science are damaging the discipline
of management. Mintzberg advocates more emphasis on post graduate programs that educate
practicing managers (rather than students with little real world experience) by relying upon
action learning and insights from their own problems and experiences.
From 1991 to 1999, he was a visiting professor at INSEAD.
In 1997 he was made an Officer of the Order of Canada. In 1998 he was made an Officer of the
National Order of Quebec. He is now a member of the Strategic Management Society.

Mintzberg runs two programs which have been designed to teach his alternative approach to management and strategic planning at McGill University: the International Masters in Practicing Management (I.M.P.M.) in association with the McGill Executive Institute and the International Masters for Health Leadership (I.M.H.L.). With Phil LeNir, he owns Coaching Ourselves International, a private company using his alternative approach for management development directly in the workplace.

for management development directly in the workplace. 9 This material is only for internal circulation within

9

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3. JACK WELCH

3. JACK WELCH John Francis "Jack" Welch, Jr. (born November 19, 1935) is an American chemical

John Francis "Jack" Welch, Jr. (born November 19, 1935) is an American chemical engineer, business executive, and author. He was Chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4000%. In 2006Welch's net worth was estimated at $720 million. Welch attended Salem High School and then University of Massachusetts Amherst, graduating in 1957 with a Bachelor of Science degree in chemical engineering. He is a member of the Phi Sigma Kappa fraternity. He received a M.S. and Ph.D at the University of Illinois at Urbana- Champaign in 1960.

Welch joined General Electric in 1960. He worked as a junior chemical engineer in Pittsfield, Massachusetts, at a salary of $10,500. Welch planned to quit his job as junior engineer because he was dissatisfied with the raise offered to him and was unhappy with the bureaucracy he observed at GE. Welch was persuaded to remain at GE by Reuben Gutoff, an executive at the company, who promised him that he would help create the small company atmosphereWelch desired. Welch was named a vice president of GE in 1972. He became senior vice president in 1977 and vice chairman in 1979. Welch became GE's youngest chairman and CEO in 1981, succeeding Reginald H. Jones. By 1982,Welch had dismantled much of the earliermanagement put together by Jones. On many occasions he was criticized for being aggressive and stubborn; yet he remained the company's most important asset and his tremendous leadership skills made General Electric one of the most successful companies across the world. He has noted down his life experiences and challenges he faced and his approaches to business effectiveness in his book 'Straight From the Guts' which was published in 2001. Following Welch's retirement from GE, he became an adviser to private equity firm Clayton, Dubilier & Rice and to the chief executive of IAC, Barry Diller. In addition to his consulting and advisory roles, Welch has been active on the public speaking circuit, and co-wrote a popular column for Business Week with his wife, Suzy, for four years until November 2009. The column was syndicated by The New York Times. In 2005, he published Winning, a book about management co-written with Suzy Welch, which reached #1 on The Wall Street Journal bestseller list, and appeared on New York Times' Best Seller list. Since September 2006, Welch has been teaching a class at the MIT Sloan School of Management to a hand-picked group of 30MBA students with a demonstrated career interest in leadership.

“Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion." JackWelch

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4. JIM COLLINS

Jim Collins is a student and teacher of enduring great companies—how they grow, how they attain superior performance, and how good companies can become great companies. Having invested nearly a quarter of a century of research into the topic, Jim has authored or coauthored six books that have sold in total more than ten million copies worldwide. They include the classic “Built to Last”, a fixture on the Business week bestseller list for more than six years; the international bestseller “Good to Great”, translated into 35 languages; and “How the Mighty Fall”, a New York Times bestseller that examines how great companies can self- destruct.

that examines how great companies can self- destruct. R His most recent book is “Great by
R His most recent book is “Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive
R
His most recent book is “Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive
Despite Them All”, coauthored with Morten Hansen. Based on nine years of research, it
answers the question, why do some companies thrive in uncertainty, even chaos, and others
do not? Great by Choice distinguishes itself from Jim’s prior books by its focus not just on
performance, but also on the type of unstable environments faced by leaders today.
Driven by a relentless curiosity, Jim began his research and teaching career on the faculty
at the Stanford University Graduate School of Business, where he received the Distinguished
Teaching Award in 1992. In 1995, he founded a management laboratory in Boulder, Colorado,
where he now conducts research and consults with executives from the corporate and
social sectors. He holds degrees in business administration and mathematical sciences from
Stanford University, and honorary doctoral degrees from the University of Colorado and the
Peter F. Drucker Graduate School of Management at Claremont Graduate University.
Jim has worked with senior executives and CEOs at over a hundred corporations. He has
also worked with social sector organizations across the spectrum, from education and the
arts to religious organizations, local and federal government, healthcare, and cause-driven
nonprofits. In 2005, he published a monograph, Good to Great and the Social Sectors.

Jim is an avid rock climber, and he has made one-day ascents of the North Face of Half Dome and the three-thousand-foot Nose route of El Capitan in Yosemite Valley.

Nose route of El Capitan in Yosemite Valley. 11 This material is only for internal circulation

11

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5. KEN BLANCHARD

Kenneth Hartley Blanchard (born May 6, 1939) is an American author and management expert. His book The One Minute Manager (co-authored with Spencer Johnson) has sold over 13 million copies and has been translated into 37 languages. He has coauthored over 30 other best-selling books, including Raving Fans: A Revolutionary Approach To Customer Service (1993), Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership (1985). (in which he coined the term seagull manager), Gung Ho! Turn On the People in Any Organization (1997), Whale Done! The Power

the People in Any Organization (1997), Whale Done! The Power of Positive Relationships (2002) and Leading
of Positive Relationships (2002) and Leading at a Higher Level: Blanchard on Leadership and Creating
of Positive Relationships (2002) and Leading at a Higher Level:
Blanchard on Leadership and Creating High Performing Organizations (2006).
Blanchard is the Chief Spiritual Officer of The Ken Blanchard Companies, an international
management training and consulting firm that he and his wife, Marjorie Blanchard, cofounded
in 1979 in San Diego, California.
He completed a BA degree in government and philosophy at Cornell University in 1961, a
MA degree in sociology and counseling at Colgate University in 1963 and a PhD degree in
education administration and leadership at Cornell University in 1967. As an undergraduate
at Cornell, he joined the brotherhood of Phi Gamma Delta (FIJI), and Blanchard was selected
for membership in the Quill and Dagger society. In the 1960s, Ken co-developed the
Situational Leadership theory and model with Paul Hersey.
Blanchard is a Cornell University trustee emeritus and visiting professor at the Cornell
University School of Hotel Administration. He and his wife were named Cornell Entrepreneurs
of the Year in 1991.
wife were named Cornell Entrepreneurs of the Year in 1991. 12 This material is only for

12

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6. MALCOLM GLADWELL

Malcolm T. Gladwell, CM (born September 3, 1963) is a British- born Canadian journalist, bestselling author, and speaker. He is currently based in New York City and has been a staff writer for The New Yorker since 1996. He has written four books, The Tipping Point: How Little Things Make a Big Difference (2000), Blink: The Power of Thinking Without Thinking (2005), Outliers:

The Story of Success (2008), and What the Dog Saw: And Other Adventures (2009), a collection of his journalism. All four books were New York Times Bestsellers.

journalism. All four books were New York Times Bestsellers. Gladwell’s books and articles often deal with
Gladwell’s books and articles often deal with the unexpected implications of research in the social
Gladwell’s books and articles often deal with the unexpected
implications of research in the social sciences and make frequent
and extended use of academic work, particularly in the areas of sociology, psychology, and
social psychology. Gladwell was appointed to the Order of Canada on June 30, 2011.
During his high school years, Gladwell was an outstanding middle-distance runner and won the
1500 meter title at the 1978 Ontario High School 14 year old championships in Kingston, Ontario.
In the spring of 1982, Gladwell interned with the National Journalism Center in Washington, D.C.
He graduated with a degree in history from the University of Toronto’s Trinity College in 1984.
Gladwell’s grades weren’t good enough for graduate school (as Gladwell puts it, “college was not
intellectually fruitful time for me”), so he decided to go into advertising. After being rejected
by every advertising agency he applied to, he accepted a journalism position at The American
Spectator and moved to Indiana. He subsequently wrote for Insight on the News, a conservative
magazine owned by the Rev. Sun Myung Moon’s Unification Church. In 1987, Gladwell began
covering business and science for The Washington Post, where he worked until 1996.
an
In a personal elucidation of the 10,000 hour rule that he popularized in Outliers, Gladwell notes,
“I was a basket case at the beginning, and I felt like an expert at the end. It took 10 years —
exactly that long.”
2005 Time named Gladwell one of its 100 most influential people.

2007 American Sociological Association’s first Award for Excellence in the Reporting of Social Issues.

Award for Excellence in the Reporting of Social Issues. • 2007 honorary degree from University of

• 2007 honorary degree from University of Waterloo.

• 2011 honorary degree from University of Toronto

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7. MARSHALL GOLDSMITH

Marshall Goldsmith (March 20, 1949) is an American author of management-related literature. Born in Valley Station, Kentucky, he received his BS from the Rose-Hulman Institute of Technology, his MBA from Indiana University’s Kelley School of Business (from which he received the 2009 Distinguished Entrepreneur Award), and his PhD from UCLA Anderson School of Management in 1977 (where he was recognized in 2010 as one of the school’s 100 most inspirational alumni over the past 75 years). From 1976-1980 he was Assistant Professor and then Associate Dean at Loyola Marymount University’s College of

Associate Dean at Loyola Marymount University’s College of Business. He currently teaches executive education at
Business. He currently teaches executive education at Dartmouth College’s Tuck School of Business, and he
Business. He currently teaches executive education at Dartmouth
College’s Tuck School of Business, and he frequently speaks at leading business schools.
In 1977, he met Dr. Paul Hersey, a consultant in leadership development, and began teaching
managers. He was later co-founder of Keilty, Goldsmith and Company and is a partner in Marshall
Goldsmith’s company.
Goldsmith was a pioneer in the use of customized 360-degree feedback (confidential feedback
from direct reports, peers and managers) as a leadership development tool. His early efforts in
providing feedback and then following-up with executives to measure changes in behavior were
precursors to what eventually evolved as the field of ‘executive coaching.’
While serving as a board member of the Peter Drucker Foundation in 1996, Goldsmith co-edited
his first book, The Leader of the Future (with Frances Hesselbein and Richard Beckhard). It is
perhaps the most popular edited book on leadership ever written. The success of this first book
led Goldsmith to co-edit six more books, which have been extremely well received in their field.

He is one of the few executive advisors who has been asked to work with more than 120 major CEOs and their management teams. In 2011 Dr. Goldsmith was named winner of the prestigious 2011 Thinkers50 Leadership Award (the definitive listing of the world’s top thinkers created by Des Dearlove and Stuart Crainer) – as the World’s Most Influential Leadership Thinker, additionally ranking #7 on the overall list of Thinkers50 world’s top 50 business thinkers. In 2004 he was recognized by the American Management Association as one of 50 great thinkers and business leaders who have impacted the field of management over the past 80 years.

impacted the field of management over the past 80 years. Goldsmith is the author or co-editor

Goldsmith is the author or co-editor of 31 books, including What Got You Here Won’t Get You There (a New York Times best-seller, Wall Street Journal #1 Business Book and winner of the Harold Longman Award as Best Business Book of the Year). Harvard Business School has recommended six of his books in their Working Knowledge series.

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8. MICHAEL E. PORTER

Michael Eugene Porter (born May 23, 1947) is the Bishop William Lawrence University Professor at Harvard Business School. He is a leading authority on company strategy and the competitiveness of nations and regions. Michael Porter’s work is recognized in many governments, corporations and academic circles globally. He chairs Harvard Business School’s program dedicated for newly appointed CEOs of very large corporations.

for newly appointed CEOs of very large corporations. Michael Eugene Porter received a B.S.E. with high
Michael Eugene Porter received a B.S.E. with high honors in aerospace and mechanical engineering from
Michael Eugene Porter received a B.S.E. with high honors in
aerospace and mechanical engineering from Princeton University
in 1969. He received an M.B.A. with high distinction in 1971
from the Harvard Business School, where he was a George F.
Baker Scholar, and completed Ph.D. in Business Economics from Harvard University in 1973.
Michael Porter is the author of 18 books and numerous articles including Competitive Strategy,
Competitive Advantage, Competitive Advantage of Nations, and On Competition. A six-time
winner of the McKinsey Award for the best Harvard Business Review article of the year, Professor
Porter is the most cited author in business and economics.
Michael Porter’s core field is competition and company strategy. He is generally recognized as
the father of the modern strategy field, and his ideas are taught in virtually every business
school in the world. His work has also re-defined thinking about competitiveness, economic
development, economically distressed urban communities, environmental policy, and the role
of corporations in society.
In addition to his research, writing, and teaching, Porter serves as an advisor to business,
government, and the social sector. He has served as strategy advisor to numerous leading U.S.
and international companies, including Caterpillar, Procter & Gamble, Scotts Miracle-Gro, Royal
Dutch Shell, and Taiwan Semiconductor. Professor Porter also plays an active role in U.S. economic
policy with the Executive Branch and Congress, and has led national economic strategy programs
in numerous countries. He is currently working with the Presidents of Rwanda and South Korea.

In 2000, Michael Porter was appointed a Harvard University Professor, the highest professional recognition that can be awarded to a Harvard faculty member.

recognition that can be awarded to a Harvard faculty member. In 2009, he was awarded an

In 2009, he was awarded an honorary degree from McGill University.

His main academic objectives focus on how a firm or a region can build a competitive advantage and develop competitive strategy. He is also a Fellow Member of the Strategic Management Society.

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9. PETER DRUCKER

Peter Ferdinand Drucker (November 19, 1909 – November 11, 2005),was an influential writer, management consultant, and self-described “social ecologist.”

He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of

the decisive importance of marketing; and the emergence of the information society with its necessity of
the information society with its necessity of lifelong learning. In 1959, Drucker coined the term
the information society with its necessity of lifelong learning. In
1959, Drucker coined the term “knowledge worker” and later
in his life considered knowledge worker productivity to be the next frontier of management.
After graduating from Döbling Gymnasium, Drucker found few opportunities for employment in
post-World War Vienna, so he moved to Hamburg, Germany, first working as an apprentice at
an established cotton trading company, then as a journalist, writing for Der Österreichische
Volkswirt (The Austrian Economist). Drucker then moved to Frankfurt, where he took a job at
the Daily Frankfurter General-Anzeiger. While in Frankfurt, he also earned a doctorate in
international law and public law from the University of Frankfurt in 1931.
Drucker’s career as a business thinker took off in 1942, when his initial writings on politics and
society won him access to the internal workings of General Motors (GM), one of the largest
companies in the world at that time. His experiences in Europe had left him fascinated with the
problem of authority.
Drucker taught that management is “a liberal art,” and he infused his management advice with
interdisciplinary lessons from history, sociology, psychology, philosophy, culture and religion.

During his long consulting career, Drucker worked with many major corporations, including General Electric, Coca-Cola, Citicorp, IBM, and Intel. He consulted with notable business leaders such as GE’s Jack Welch; Procter & Gamble’s A.G. Lafley; Intel’s Andy Grove; Edward Jones’ John Bachmann; Shoichiro Toyoda, the honorary chairman of Toyota Motor Corp.; and Masatoshi Ito, the honorary chairman of the Ito-Yokado Group, the second largest retailing organization in the world. Drucker served as a consultant for various government agencies in the United States, Canada and Japan.

government agencies in the United States, Canada and Japan. Drucker’s 39 books have been translated into

Drucker’s 39 books have been translated into more than thirty languages. Two are novels, one an autobiography. Peter Drucker wrote a book in 2001 called “The Essential Drucker”. It is the first volume and combination of the past sixteen years of Peter Drucker’s work on management. The information gathered is a collection from his previous findings.

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10. PETER SENGE

Peter Michael Senge (born 1947) is an American scientist and director of the Center for Organizational Learning at the MIT Sloan School of Management. He is known as author of the book The Fifth Discipline: The art and practice of the learning organization from 1990 (new edition 2006). He is a senior lecturer at the System Dynamics Group at MIT Sloan School of Management, and co-faculty at the New England Complex Systems Institute.

and co-faculty at the New England Complex Systems Institute. Peter Senge received a B.S. in Aerospace
Peter Senge received a B.S. in Aerospace engineering from Stanford University. While at Stanford, Senge
Peter Senge received a B.S. in Aerospace engineering from
Stanford University. While at Stanford, Senge also studied
philosophy. He later earned an M.S. in social systems modeling
from MIT in 1972. He also earned a Ph.D. from the MIT Sloan School of Management in 1978.
He was the Director of the Center for Organizational Learning at the MIT Sloan School of
Management, and is currently (2005) on the faculty at MIT
An engineer by training, Peter was a protégé of John H. Hopkins and has followed closely the
works of Michael Peters and Robert Fritz and based his books on pioneering works with the five
disciplines in Ford, Chrysler, Shell, AT&T, Hannover Insurance, Harley-Davidson since the 70s and
80s through today.
Senge emerged in the 1990s as a major figure in organizational development with his book The
Fifth Discipline where he developed the notion of a learning organization. This views organizations
as dynamical systems (as defined in Systemics) in a state of continuous adaptation and
improvement.
Learning Organization and Systems Thinking :
According to Senge ‘learning organizations’ are those organizations where people continually
expand their capacity to create the results they truly desire, where new and expansive patterns
of thinking are nurtured, where collective aspiration is set free, and where people are continually
learning to see the whole together.”

Senge also believed in the theory of Systems Thinking which has sometimes been referred to as the ‘Cornerstone’ of the Learning Organization. System thinking focuses on how the individual that is being studied interacts with the other constituents of the system. Rather than focusing on the individuals within an organization it prefers to look at a larger number of interactions within the organization and in between organizations as a whole.

the organization and in between organizations as a whole. 17 This material is only for internal

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11. PHILIP KOTLER

Philip Kotler (born 27 May 1931 in Chicago) is an American academic focused on marketing. The author of Marketing

Management (the most widely used marketing book in graduate business schools worldwide) among dozens of other textbooks and books, he is the S.C. Johnson & Son Distinguished Professor

of International Marketing at the Kellogg School of Management

at Northwestern University. Professor Kotler has significantly contributed to Kellogg’s success through his many years of research and teaching there. The nine volume Legends in Marketing: Philip Kotler published in 2012 collects over 150 of his articles, with critical commentary.

collects over 150 of his articles, with critical commentary. He received his Master’s Degree at the
He received his Master’s Degree at the University of Chicago and his PhD Degree at
He received his Master’s Degree at the University of Chicago and his PhD Degree at MIT, both
in economics. He did post-doctoral work in mathematics at Harvard University and in behavioral
science at the University of Chicago.
He has published over one hundred articles in leading journals, several of which have received
best-article awards.
Professor Kotler was the first recipient of the American Marketing Association’s (AMA)
“Distinguished Marketing Educator Award” (1985). The European Association of Marketing
Consultants and Sales Trainers awarded Kotler their prize for “Marketing Excellence”.
Professor Kotler has consulted for such companies as IBM, General Electric, AT&T, Honeywell,
Bank of America, Merck and others in the areas of marketing strategy and planning, marketing
organization and international marketing.
He has been Chairman of the College of Marketing of the Institute of Management Sciences, a
Director of the American Marketing Association, a Trustee of the Marketing Science Institute,
a Director of the MAC Group, a former member of the Yankelovich Advisory Board, and a

member of the Copernicus Advisory Board. He is a Member of the Board of Governors of the School of the Art Institute of Chicago and a Member of the Advisory Board of the Drucker Foundation. He has received honorary doctoral degrees from the Stockholm University, University of Zurich, Athens University of Economics and Business, DePaul University, the Cracow School of Business and Economics, Groupe H.E.C. in Paris, the University of Economics and Business Admininstration in Vienna, Budapest University of Economic Science and Public Administration, and the Catholic University of Santo Domingo.

and the Catholic University of Santo Domingo. He has traveled extensively throughout Europe, Asia and

He has traveled extensively throughout Europe, Asia and South America, advising and lecturing to many companies about how to apply sound economic and marketing science principles to increase their competitiveness. He has also advised governments on how to develop and position the skill sets and resources of their companies for global competition.

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12. STEPHEN COVEY

Stephen Richards Covey (October 24, 1932 – July 16, 2012) was an American educator, author,
Stephen Richards Covey (October 24, 1932 – July 16, 2012)
was an American educator, author, businessman and
motivational speaker. His most popular book was The Seven
Habits of Highly Effective People. His other books include
First Things First, Principle-Centered Leadership, The Seven
Habits of Highly Effective Families, The 8th Habit, and The
Leader In Me — How Schools and Parents Around the World
Are Inspiring Greatness, One Child at a Time. He was a
professor at the Jon M. Huntsman School of Business at Utah
State University at the time of his early life
Covey earned a Bachelor of Science degree in business
administration from the University of Utah, an MBA from Harvard University, and a Doctor of
Religious Education (DRE) from Brigham Young University. He was a member of Pi Kappa Alpha
International Fraternity. He was awarded ten honorary doctorates.
Covey developed his 2008 book The Leader in Me into several education-related projects. On
April 20, 2010 he made his first post to an education blog entitled Our Children and the Crisis
in Education which appears on the Huffington Po st news and blog-aggregation website.
Covey died at the Eastern Idaho Regional Medical Center in Idaho Falls, Idaho, on July 16, 2012,
due to complications from a fall, having lost control of his bicycle on a steep road the previous
April.
Some of Stephen R. Covey’s milestones:
Over 20 million books sold (in 38 languages)
The 7 Habits of Highly Effective People was named the #1 Most Influential Business
Book of the Twentieth Century
Authored four titles with sales exceeding one million copies each: First Things First,
Principle-Centered Leadership, The 7 Habits of Highly Effective Families, and The 7
Habits of Highly Effective People.
Latest book, The 8th Habit , has sold nearly 400,000 copies
• International Man of Peace Award
• National Fatherhood Award (father of 9, grandfather of 44.
• Author of the best-selling nonfiction audio in history (The 7 Habits of Highly Effective
People)

No. 1 best-selling hardcover book on family (The 7 Habits of Highly Effective Families)

MBA from Harvard, doctorate degree from Brigham Young University

Board of directors for the Points of Light Foundations

Co-founder and vice chairman of FranklinCovey, the leading global professional services firm with offices in 123 countries

International Entrepreneur of the Year Award

Awarded eight honorary doctorate degrees

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13. TOM PETERS

Thomas J. “Tom” Peters (born November 7, 1942) is an American writer on business management practices, best known for In Search of Excellence (co-authored with Robert H. Waterman, Jr).

Peters was born in Baltimore, Maryland. He went to Severn School for High School and attended Cornell University, receiving a bachelor’s degree in civil engineering in 1965, and a master’s degree in 1966. He later studied business at Stanford Business

in 1966. He later studied business at Stanford Business School, receiving an M.B.A. and Ph.D In
School, receiving an M.B.A. and Ph.D In 2004, he also received an honorary doctorate from
School, receiving an M.B.A. and Ph.D
In 2004, he also received
an honorary doctorate from the State University of Management
in Moscow.
From 1966 to 1970, he served in the United States Navy, making two deployments to Vietnam
as a Navy Seabee, then later working in the Pentagon. From 1973 to 1974, he worked in the
White House as a senior drug-abuse advisor, during the Nixon administration. Peters has
acknowledged the influence of military strategist Colonel John Boyd on his later writing.
From 1974 to 1981, Peters worked as a management consultant at McKinsey & Company,
becoming a partner and Organization Effectiveness practice leader in 1979. In 1981, he left
McKinsey to become an independent consultant.
In 1990, Peters was referred to in a British Department of Trade and Industry (DTI) publication
as one of the world’s Quality Gurus.
In Search of Excellence was published in 1982, and became a bestseller, gaining national exposure
when a series of television specials based on the book and hosted by Peters appeared on PBS.
The primary idea espoused was that of solving business problems with as little business process
overhead as possible and empowering decision-makers at multiple levels of a company.
In the December 2001 issue of Fast Company, Peters was quoted admitting that he had falsified
the underlying data for In Search of Excellence. In an odd turn of events, however, he later
insisted that this was untrue, and that he was the victim of an “aggressive headline.”

Peters’s latest book is The Little Big Things, released in March 2010.

book is The Little Big Things, released in March 2010. Peters currently lives in West Tinmouth,

Peters currently lives in West Tinmouth, Vermont with his wife Susan Sargent, and continues to write and speak about personal and business empowerment and problem solving methodologies.

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ManageMent and other books

1. A BETTER INDIA: A BETTER WORLD

– N R Narayana Murthy

NR Narayana Murthy, the founder chairman of ‘Infosys’, is one of the most admired entrepreneurs of India. The nation honoured him with ‘Padma Vibhushan’ for his great contribution to the nation. ‘A BETTER INDIA, A BETTER WORLD’ is a collection of well arranged 38 speeches by Narayana Murthy on different occasions. Mr. Murthy, who took the world by storm with software revolution spells out his vision on modern India. India is growing with one of the highest GDP growth rates in the world with the help of achievements in technology, industry & entrepreneurship. The number of people who are in the shade of hunger, unemployment, illiteracy & malnutrition are also increasing. ‘What will it take for India to bridge this great divide?’ Through this book, the author tries to find a solution for this difficult question.

author tries to find a solution for this difficult question. Once a confused leftist and now
Once a confused leftist and now a compassionate capitalist, Narayana Murthy believes that our future
Once a confused leftist and now a compassionate capitalist, Narayana Murthy believes that our
future development should be based on the following pillars.
1. Education.
‘Progress based on dreams need change’. Education brings this change, which
increases the knowledge and assuming social responsibility. Meritocracy in admission & Autonomy
in administration are required to generate world class professionals.
2. Good value system. ‘We need courageous leaders (with good entrepreneurship &
governance) with a value system where people accept modest sacrifices for the common good’,
who lead with example and are capable of motivating the individuals to sacrifice for the good
of society.
3. Capitalism.
‘Only through creation of wealth we can create job opportunities and thereby

remove poverty’. In the face of new challenges and to resurrect capitalism, Mr. Murthy visualizes a ‘Compassionate Capitalism’ - by combining the power of mind and heart, the good of capitalism and socialism.

4.

available, producing where it is most efficient and selling where the markets are, without being constrained by national boundaries, the author explains how globalization is a win-win situation.

author explains how globalization is a win-win situation. Globalisation. ‘Sourcing capital from where it is

Globalisation.

‘Sourcing capital from where it is cheapest, talent from where it is best

The thoughts which guide the Infosys employees on accountability and transparency are worth mentioning, which is repeated in several places in the book.

1. The softest pillow is a clear consciousness.

2. In God we trust, everybody else brings data to the table.

3. You can disagree with me, as long as you are not disagreeable.

4. When in doubt, disclose.

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2.

BRANDWASHED

- Martin Lindstrom

If you’ve ever signed up for a loyalty card, given in to your kid’s plea for a brand, or used Foursquare or Facebook…you’ve been “brandwashed.”

In a shocking insider-account called BRANDWASHED: Tricks Companies Use to Manipulate Our Minds and Persuade Us to Buy, Martin Lindstrom, the New York Times bestselling author of Buyology, exposes the very latest and most sophisticated techniques that even the most trusted companies are using to learn everything about you-and get you to buy.

are using to learn everything about you-and get you to buy. Demonstrating how much things have
Demonstrating how much things have advanced since Vance Packard’s bestselling classic The Hidden Persuaders a
Demonstrating how much things have advanced since Vance
Packard’s bestselling classic The Hidden Persuaders a half century
ago, BRANDWASHED exposes the lengths marketers will go to
exploit guilt, sex, insecurity, nostalgia and more to prey upon
our fears and desires:
How marketers are reaching younger and y ounger children; Studies show babies recognize
brands by 18 months, and can hear and remember ad jingles from the womb.
How companies secretly mine our digital footprints for the most intimate details of our
private lives in order to target us with ads perfectly tailored to our psychological profiles.
What market Justin Bieber is actually aimed at (hint: not teens)
Surprising results of an MRI study uncovering what heterosexual men really think about
when confronted with sexually provocative advertising. (Hint: not their girlfriends).
How certain brands purposely make their products chemically addictive
How retailers capitalize on panic over viruses, weather events and food contamination
scares (Guess where the $402 million market for hand sanitizers came from?)
How grocery brands create an illusion of freshness for products on the shelves for months
illusion of freshness for products on the shelves for months • How Muzak gets programmed differently

How Muzak gets programmed differently throughout the day to subconsciously persuade us to buy based on our mood

Not satisfied with research alone, Lindstrom embarked on two extreme experiments to test his findings. First, he went on a brand detox and committed to not buying a single new brand for

a year until he couldn’t stand it any longer. Next, he hired a family for four weeks to prove to us how much we should beware the most powerful persuader of all: our friends and neighbors.

Martin Lindstrom, chairman and founder of Buyology, Inc. was named one of the World’s 100 Most Influential people of 2009 by Time magazine. Among the world’s foremost marketers, Lindstrom advises top executives at companies such as McDonald’s, Procter & Gamble, and Microsoft. His earlier book, Buyology, was a New York Times and Wall Street Journal and a USA Today “Pick of the Year.” He appears regularly on “The Today Show,” CNBC and ABC.

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3. COMPETING FOR THE FUTURE

- Gary Hamel and C.K. Prahalad

In Competing for the F uture, by Gary Hamel and C.K. Prahalad, the authors focus on techniques and production of strategic planning. The main point of the book was in order for a company to succeed into the future, they have to stop looking at the past and start focusing on future plans for the company, and stop being a follower and start being a leader. The authors focus for a few chapters on reinvention and how the corporate need it.

a few chapters on reinvention and how the corporate need it. According to the authors, through
According to the authors, through experience and discovery, many companies have fallen flat because of
According to the authors, through experience and discovery,
many companies have fallen flat because of their lack of
regeneration. They encourage top management to hire outside
the norm; this may bring a nice, fresh change to the work
environment. Every employee brings a different quality to the
work environment. In order to get to the future, a company
must first define it. In defining the future, Hamel and Prahalad suggest assembling “the best
possible assumption base about the future.” A company’s vision changes due to the information
collected.
The authors also discuss how to get to the future before your competition. Shares how to
amplify tomorrow’s corporate world. Corporate vision “does not guarantee competitive success.”
In order for a company to be fully functional and successful, its foresight should be foreseen by
continuous leverage of core competencies. And in order for top management to create a
successful vision of the future, a business needs dedicated top management that can look
outside the box of what the norm is and create an idea that no one has thought of yet. Too
often competitors are observed by their resources and not enough by their resourcefulness.

They talk about several reasons that make sense to conceive of competition for competence as inter-corporate competition. The first reason is that core competencies are not product-specific. They contribute to the competitiveness of a variety of products or services. The second reason is that a core competence contributes to the competitiveness of a range of products or services. The third reason is because the investment, risk-taking, and time frame required to achieve core competence leadership often exceeds the resources and patience of a single business unit. And lastly, only by building and nurturing core competencies can top management ensure the continuance of the enterprise.

The book discusses the terms strategic intent, defining it as the dream that energizes a company is often something more sophisticated, and more positive, and strategic architecture, defining it as a high-level blueprint for the deployment of new functionalities, the acquisition of new competencies or the migration of existing competencies, and for the reconfiguring of the interface with customers. “Strategic intent is strategic architecture’s capstone. A strategic architecture may point out the way to the future, but it’s an ambitious and compelling strategic intent that provides the emotional and intellectual energy for the journey. Strategic architecture is the brain; strategic intent is the heart.”

architecture is the brain; strategic intent is the heart.” 24 This material is only for internal

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4. CORPORATE CHANAKYA

- Radhakrishnan Pillai

Chanakya, who lived in 3rd Century BC, was a leadership guru par excellence. His ideas on how to identify leaders and groom them to govern a country has been well documented in his book Kautilya’s Arthashastra. This book contains 6000 aphorisms or sutras. In the present book the author simplifies the age old formula of success for leaders of the corporate world.

old formula of success for leaders of the corporate world. Divided into 3 sections of Leadership,
Divided into 3 sections of Leadership, Management and Training Corporate Chanakya includes tips on various
Divided into 3 sections of Leadership, Management and Training
Corporate Chanakya includes tips on various topics like –
organizing and conducting effective meetings, dealing with tricky
situations, managing time, decision making and responsibilities
and powers of a leader. Call it your guide for corporate success
or a book that brings back ancient Indian management wisdom
in modern format – you just cannot let go the Chanakya wisdom
contained in each page.
Flip any page and discover the ‘Corporate Chanakya’ in you…
About the Author:
About the Author Radhakrishnan Pillai studied the ancient text “Kautilya’s Arthashastra” at
Chinmaya International Foundation, Kerala, under the guidance of Dr. Gangadharan Nair. Educated
in the field of management and consultancy, he later proceeded to do his MA in Sanskrit and
obtained a doctorate degree in the Arthashastra. He also started a company Atma Darshan in
the field of spiritual tourism. Pillai spreads the knowledge of Chanakya to millions of people
across the globe through his lectures, workshops, training programs, radio shows and articles.
Director of SPM Foundation and part of University of Mumbai team, he designs various leadership
programs. He is the recipient of the Sardar Patel International Award, 2009.

He believes that “management” is a universal art that can be put to use in almost all fields and thus had explored the same through management courses in fields ranging from ‘Industrial development’, ‘Tourism’ and ‘Youth in National development’ and have finally got his management consultant certificate from the international Institut e of management Consultants, to spread the essence of ‘management’.

Consultants, to spread the essence of ‘management’. 25 This material is only for internal circulation within

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5. FIRST, BREAK ALL THE RULES

- Marcus Buckingham and Curt Coffman

The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why.

they even play favorites. This amazing book explains why. Marcus Buckingham and Curt Coffman of the
Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their
Marcus Buckingham and Curt Coffman of the Gallup
Organization present the remarkable findings of their massive
in-depth study of great managers across a wide variety of
situations. Some were in leadership positions. Others were front-line supervisors. Some were in
Fortune 500 companies; others were key playe rs in small, entrepreneurial companies. Whatever
their situations, the managers who ultimately became the focus of Gallup’s research were
invariably those who excelled at turning each employee’s talent into performance.

In today’s tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her — they define the right outcomes rather than the right steps; how they motivate people — they build on each person’s unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people — they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research — which initially generated thousands of different survey questions on the subject of employee opinion — finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover.

profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here

There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation.

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6. FIVE POINT SOMEONE

- Chetan Bhagat

The novel is set in the Indian Institute of Technology Delhi, in the period 1991 to 1995. It is about the adventures of three mechanical engineering students (and friends), Hari Kumar (the narrator), Ryan Oberoi, and Alok Gupta, who fail to cope with the grading system of the IITs. Ryan is a bit smart and outspoken, whereas Alok and Hari are mildly cry babies. The three hostelmates – Alok, Hari and Ryan get off to a bad start in IIT – they mess up the first class quiz. And while they try to make amends, things only get worse. It takes them a while to realize:

things only get worse. It takes them a while to realize: If you try and mess
If you try and mess with the IIT system, it comes back to double mess
If you try and mess with the IIT system, it comes back to double
mess you. Before they know it, they are at the lowest echelons
of IIT society. They have a five-point-something GPA out of ten,
ranking near the bottom of their classes.
If you are an IITian, you will probably relate very well to this
light-hearted narrative about the life of these three average guys at the Indian Institute of
Technology, Delhi. If you are not an IITian, you will still enjoy this book. Five Point Someone:
What Not to Do at IIT may be about life in IIT, but the characters are as interesting as in any
other book and are very un-IIT like (That says a lot). According to the author, Chetan Bhagat,
this book is not about how to get into IIT or what to do once you are in, but what not to do
there.
The book is narrated in the first person by Hari, with some small passages by his friends Ryan
and Alok, as well as a letter by Hari’s girlfriend Neha Cherian. It deals with the lives of the three
friends, whose elation on making it to one of the best engineering colleges in India is quickly
deflated by the rigor and monotony of academic work. Most of the book deals with the numerous
attempts by the trio to cope with and/or beat the system as well as Hari’s fling with Neha who
just happens to be the daughter of Prof. Cherian, the domineering head of the Mechanical
Engineering Department. Their most important attempt was “C2D” (Cooperate to Dominate).
important attempt was “C2D” (Cooperate to Dominate). The autobiographical account lends itself to fine character

The autobiographical account lends itself to fine character development. The book is fast paced and has very funny conversational style plus lingo typical to those who come from the institution.

A

considered to be one of the most elite groups in the world .

little eccentric (little may be the understatement of the year), IITians may be, but they are

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7. GOOD TO GREAT: WHY SOME COMPANIES MAKE THE LEAP…AND OTHERS DON’T

- Jim Collins

Jim Collins, also the co-author of “Built To Last”, spent 5 years analyzing what separates good companies from great companies and good managers from great managers. The result is the bestseller “Good to Great”.

This book is a study of companies that not only excel in what they do, but provide amazing returns on investors money. This book is about the steps the people who lead good companies take to make them great.

people who lead good companies take to make them great . Here are some key points
Here are some key points from Good to Great. 1. Growth in most companies comes
Here are some key points from Good to Great.
1. Growth in most companies comes after years and years of
trying to adapt to the marketplace and finding a niche while
becoming something the employees and management believe
in. The culture that arises is what often makes the company
successful.
2. Great managers worry more about getting good people rather than having a flawless business
strategy. Once great managers have the employees they want, then they think about and plan
business strategy.
3. Most great CEOs come from within the company’s ranks, which makes sense because they
are more familiar with the company’s ins and outs and the culture of the company than would
anyone hired from the outside. This is also a good motivational tool—if employees know they
have a shot at the top spot, they’ll want to get there. Employees will often see an executive
brought in by management as an outsider
4. Executives want a challenging, rewarding workplace more than they want large salaries. A
large salary may get an employee to come aboard, but it won’t make them stay. Executives want
to believe in the company and what it does.

Good to Great is a great book for anyone who leads others in any kind of business, whether it is ten people or a huge multinational corporation.

it is ten people or a huge multinational corporation. 28 This material is only for internal

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8. HOW TO WIN FRIENDS & INFLUENCE PEOPLE

- Dale Carnegie

For more than sixty years the rock-solid, time-tested advice in this book has carried thousands of now famous people up the ladder of success in their business and personal lives.

Learn :

of success in their business and personal lives. Learn : • Three fundamental techniques in handling
• Three fundamental techniques in handling people • The six ways to make people like
• Three fundamental techniques in handling people
• The six ways to make people like you
• The twelve ways to win people over to your way of
thinking
• The nine ways to change people without arousing
resentment
This grandfather of all people-skills books was first published in
1937. It was an overnight hit, eventually selling 15 million copies. How to Win Friends and
Influence People is just as useful today as it was when it was first published, because Dale
Carnegie had an understanding of human nature that will never be outdated. Financial success,
Carnegie believed, is due 15 percent to professional knowledge and 85 percent to “the ability
to express ideas, to assume leadership, and to arouse enthusiasm among people.” He teaches
these skills through underlying principles of dealing with people so that they feel important and
appreciated. He also emphasizes fundamental techniques for handling people without making
them feel manipulated. Carnegie says you can make someone want to do what you want them
to by seeing the situation from the other person’s point of view and “arousing in the other
person an eager want.” You learn how to make people like you, win people over to your way
of thinking, and change people without causing offense or arousing resentment. For instance,
“let the other person feel that the idea is his or hers,” and “talk about your own mistakes before
criticizing the other person.” Carnegie illustrates his points with anecdotes of historical figures,
leaders of the business world, and everyday folks.
figures, leaders of the business world, and everyday folks. 29 This material is only for internal

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9. IMAGINING INDIA: THE IDEA OF A RENEWED NATION

- Nandan M. Nilekani

Although “Imagining India” will undoubtedly raise some hackles, this is a very powerful and important book that needs to be taken seriously.

Nilekani presents a decent historical picture of India since Partition and includes an annotated timeline at the back of his book. And he takes a very clear-eyed look at the present, seeing enormous room for improvement.

look at the present, seeing enormous room for improvement. There is an old saying that the
There is an old saying that the first step to correcting a problem is recognizing
There is an old saying that the first step to correcting a problem
is recognizing that a problem exists. Soberly and succinctly,
Nilekani recognizes and addresses India’s problems head-on and
offers a variety of practical and innovative proposals.
At the same time that India is growing its economy and raising
the standard of living for its citizens, there are serious problems
with shortages of drinking water, roads, schools, dependable electricity, load-shedding, pollution
and environmental degradation. Serious infrastructure reforms are needed. Political corruption,
industrialization, lack of uniform sanitation policies, need for universal literacy, environmental
degradation, and serious energy problemd are prevalent.
The book is essentially a business plan for improvement. Offering economic, environmental,
political, and IT suggestions and solutions on where and how India might cut through the murk
to become a world leader in environmental and business reform, Nilekani makes a lot of sense.
Rather than simply pushing IT solutions at the reader as some reviewers have suggested, Nilekani
has thoughtfully interviewed many different kinds of specialists and authorities.
Many of the thinkers and practioners referenced in this book are from India; others are from
across the globe. Collectively they offer practical and sensible solutions for moving the country
ahead.
Nilekani writes: “I have noticed that people outside the country often sound far surer about
where we are headed than Indians themselves. In this, India is a bit like a Monet painting—from

distance, the picture seems clear. It presents an image of an increasingly liberal, outward-

a

looking country that is eager for the opportunities that are now within its grasp. But close up, our reality is less straight-forward. many Indians stay cautious about our economic future and fiercely disagree on fundamental policies.”[pg 274]

and fiercely disagree on fundamental policies.”[pg 274] “What our reforms must really envision for growth, and

“What our reforms must really envision for growth, and for inclusive growth in particular, is rather a golden mean where power is balanced between our various players and where no one can assume overweening control. A new vision for the state—whether as a provider of services

or as a regulator—is a search for the state—whether as a provider of services or as a regulator—

is a search for this golden mean, a balance between government, markets and civil society.”[pg

336]

New way of doing things that leapfrog the outmoded thinking of “old politicians in a young world,” are needed. Wind, solar, water, nuclear and IT solutions are all presented as options.

Nilekani accepts no excuses. He tells his countrymen to stop blaming the British, the Americans,

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10. IN SEARCH OF EXCELLENCE: LESSONS FROM AMERICA’S BEST-RUN COMPANIES

- Thomas J. Peters and Robert H. Waterman, Jr.

The book was written in by two McKinsey consultants - Tom Peters and Robert Waterman - at a time of crisis for American industry. Politically, America was falling behind in the Cold War against Russia. Economically, the country was stilled gripped by stag-flation – stagnation coupled with inflation.

America was facing a crisis in competiveness and its position as the world economic superpower was being threatened by Japan and West Germany. Managers brought up in the mode of Ford, General Motor and IBM suddenly realized that simply doing what they did yesterday might not be good enough for tomorrow and looked for help. They found it partly on the book-stands. Peters and Waterman identified eight qualities possessed by excellent companies:

identified eight qualities possessed by excellent companies: 1. A bias for action – a preference for
1. A bias for action – a preference for doing something, anything – rather than
1.
A bias for action – a preference for doing something, anything – rather than sending a
question through cycles of analysis and committee reports.
2.
Close to the customer - learning their preferences and catering to them.
3.
Autonomy and entrepreneurship – breaking the corporation into small companies and
encouraging them to think independently and competitively.
4.
Productivity through people – creating in all employees the awareness that their best
efforts are essential and they will share in the rewards of the company’s success.
5.
Hands-on, value driven – insisting that executives keep in touch with the firm’s essential
business.
6.
Stick to the knitting – remaining with the business the company knows best.
7.
Simple form, lean staff – few administrative layers, few people at the upper levels.
8.

Simultaneous loose tight properties – fostering a climate where there is dedication to the central values of the company combined with tolerance for all employees who accept those values. They subsequently identified 43 companies out of the Fortune 500 and held them up as bastions of excellence, measured by six financial yardsticks over 20 years: -

1.

3.

5.

After the book was published, however, some of the comp anies featured ceased to be excellent. Some totally tanked – including Atari, Avon, DuPont and Wang. This led to the thinking behind Peters’ follow up book – ‘Thriving on Chaos’ – and the ethos that

excellence was not a static quality to be attained forever, but that it required constant change and adaptation.

2. Compound equity growth 4. Return on capital 6. Return on sales
2. Compound equity growth
4. Return on capital
6. Return on sales

Compound asset growth

Ratio of market value to book value

Return on equity

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11. MY YEARS WITH GENERAL MOTORS

- Alfred P. Sloan, Jr.

Only a handful of business books have reached the status of a classic, having withstood the test of over thirty years’ time. Even today, Bill Gates praises “My Years with General Motors” as the best book to read on business, and business week has named it the number one choice for its “bookshelf of indispensable reading”.

one choice for its “bookshelf of indispensable reading”. My Years with General Motors became an instant
My Years with General Motors became an instant bestseller when it was first published in
My Years with General Motors became an instant bestseller
when it was first published in 1963. It has since been used as
a manual for managers, offering personal glimpses into the
practice of the “discipline of management” by the man who
perfected it. This is the story no other businessman could tell
- a distillation of half a century of intimate leadership experience
with a giant industry and an inside look at dramatic events and
creative business management.
When Alfred P Sloan, Jr, joined General Motors in 1918, the company was in crisis and its future
in doubt. Today G.M. is among the largest industrial complexes in the world and a keystone of
the American economy. My Years with General Motors describes the early innovations and
development in the company’s basic management policies and strategic concepts in such areas
as planning and strategy, stabilization, financial growth, and leadership.
Draft your own blueprint for organizational success by using the tools found in this book. Learn
the valuable lessons that only Sloan could teach.
Learn the valuable lessons that only Sloan could teach. 32 This material is only for internal

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12. THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE POWERFUL LESSONS IN PERSONAL CHANGE

:

- Stephen R. Covey

The book first introduces the concept of Paradigm Shift and prepares the reader for a change in mindset. It helps the reader understand that there exists a different perspective, a viewpoint that may be different from his own and asserts that two people can see the same thing and yet differ with each other. Once the reader is prepared for this, it introduces the seven habits, in a proper order.

for this, it introduces the seven habits, in a proper order. Each chapter is dedicated to
Each chapter is dedicated to one of the habits. • Habit 1: Be Proactive Take
Each chapter is dedicated to one of the habits.
• Habit 1: Be Proactive
Take initiative in life by realizing that your decisions (and how
they align with life’s principles) are the primary determining
factor for effectiveness in your life. Take responsibility for your
choices and the consequences that follow.
• Habit 2: Begin with the End in Mind
Self-discover and clarify your deeply important character values and life goals. Envision the ideal
characteristics for each of your various roles and relationships in life. Create a mission statement.
• Habit 3: Put First Things First
Prioritize, plan, and execute your week’s tasks based on importance rather than urgency. Evaluate
whether your efforts exemplify your desired character values, propel you toward goals, and
enrich the roles and relationships that were elaborated in Habit 2.
• Habit 4: Think Win-Win
Genuinely strive for mutually beneficial solutions or agreements in your relationships. Value and
respect people by understanding a “win” for all is ultimately a better long-term resolution than
if only one person in the situation had gotten his way.

Use empathic listening to be genuinely influenced by a person, which compels them to reciprocate the listening and take an open mind to being influenced by you. This creates an atmosphere of caring, respect, and positive problem solving.

Habit 5: Seek First to Understand, Then to be Understood

Habit 5: Seek First to Understand, Then to be Understood • Habit 6: Synergize Combine the

• Habit 6: Synergize

Combine the strengths of people through positive teamwork, so as to achieve goals no one person could have done alone. Get the best performance out of a group of people through encouraging meaningful contribution, and modeling inspirational and supportive leadership.

• Habit 7: Sharpen the Saw

Balance and renew your resources, energy, and health to create a sustainable, long-term, effective lifestyle. It primarily emphasizes on exercise for physical renewal, prayer (meditation, yoga, etc.) and good reading for mental renewal. It also mentions service to the society for spiritual renewal.

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13. THE ESSENTIAL DRUCKER

- Peter Drucker

Peter Drucker is perhaps the best known and respected of all business authors. Born in 1909 in Vienna. Educated in England and Germany. Worked in Germany, England and the US. Published his first book in 1939 and continued publishing until his death in 2005. In all he published 39 books which were translated into more than 30 languages plus tons of articles and other items. He coined the term ‘knowledge worker’. The list goes on.

He coined the term ‘knowledge worker’. The list goes on. He’s usually quoted by many in
He’s usually quoted by many in the management. All good reasons to see what he
He’s usually quoted by many in the management. All good
reasons to see what he has to say and so Mr. Drucker was
encouraged to participate in a project that would summarize
some of his best insights; especially those that time has
proven correct or which are still valid today. The culmination
of this project was The Essential Drucker: The Best of Sixty
Years of Peter Drucker’s Essential Writings on Management .
Some of this stuff was written so long ago it serves as a history of how business used to
be…and still is in many ways. Mr. Drucker’s
language is very intelligent, academic, concise
and insightful. Almost every day’s reading yielded one or two tweetable quotes. Here are
6 of them:
• Authority and responsibility are two sides of the same coin. You cannot require one
without granting the other.
• People are influenced by how they see others rewarded. When rewards go to non-
performance, flattery or cleverness the organization declines.
• As businesses grow the founder should ask 1-what does the business need; 2-what of
that
am I good
at; and
3-which do I want to do?

for

Premium pricing is an illusion, a bad habit, an invitation to competitors and a subsidy newcomers.

habit, an invitation to competitors and a subsidy newcomers. Brilliant people are often ineffectual; they fail

Brilliant people are often ineffectual; they fail to realize insight is not itself achievement which comes only through hard work.

The essence of management is to make knowledge productive. It is therefore a social function; a liberal art.

If you are in business, any kind of business whether it be your own small internet business or whether you work for a large corporation, this book is a ‘Definitely Should Read’. If you really like it a lot, there are 38 other Drucker books you might check out.

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14. THE FORTUNE AT THE BOTTOM OF THE PYRAMID:

ERADICATING POVERTY THROUGH PROFITS

- C. K. Prahalad

An idea can change the world

How to serve the world’s poorest people and make a profit

New strategies and tactics for building winning businesses in today’s emerging markets

building winning businesses in today’s emerging markets • New bottom of the pyramid trends in technology,
• New bottom of the pyramid trends in technology, healthcare, consumer goods, finance, and beyond
• New bottom of the pyramid trends in technology,
healthcare, consumer goods, finance, and beyond
• Insights from top CEOs succeeding in emerging markets
• New and updated case studies—from Jaipur Rugs’
revolutionary supply chain to Reuters’ data services
for farmers
C.K. Prahalad’s The Fortune at the Bottom of the Pyramid
showed companies how they could reignite profits and growth by serving the world’s five billion
poorest people. Hundreds of firms have successfully taken that path—building large, profitable
businesses that are reducing poverty and eliminating human misery at the same time.
Prahalad updated his extraordinary book to reflect the lessons of the past five years: business-
building strategies, techniques, and innovations proven to work in emerging markets. The fortune
at the bottom of the pyramid: doing well by doing good or doing good by doing well!
In this 5th Anniversary Edition, Prahalad updates his book to give readers a picture of how this
idea is being implemented in poor regions around the world.
Prahalad also offers an up-to-the-minute assessment of key questions such as: Is there truly a
market? Is there scale? Is there profit? Is there innovation? Is this a global opportunity? Five
years ago, executives could be hopeful that the answers to these questions would be positive.
Now, as Prahalad demonstrates, they can be certain of it.

Solving the unique problems faced by bottom of pyramid customers

the unique problems faced by bottom of pyramid customers • How to make a profit by

How to make a profit by helping people escape poverty and misery

Breakthrough forms of innovation for emerging markets

From rugs to cell phones, finance to energy, supply chains to state-of-the-art technology

Building new ecosystems for wealth creation

You can’t do it alone—but you can do it together

Scaling up to impact the enterprise—and society

Beyond “micro-businesses” and prototypes: large presence, large wins.

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15. THE GOAL

- Eliyahu Goldratt

The Goal: A Process of Ongoing improvement is a book written in narrative form that
The Goal: A Process of Ongoing improvement is a book written
in narrative form that tells the fictional story of Alex Rogo, a
plant manager for UniCo Manufacturing, whose plant is
performing poorly and is given three months to significantly
improve or face a shutdown of the entire plant.
This groundbreaking business novel, first published in 1984, gives
significant insight into the day-to-day life of an operations
manager and challenges common business practices and thought
processes. The book’s authors, Eliyahu M. Goldratt and Jeff Cox,
through their colorful story, are able to show how business
practices and thought processes have strayed from what they
should be.
The Goal also shows that business thinking is based upon too
many assumptions that are accepted at face value. Basically,
people aren’t questioning the things that they are being told are true. In Alex’s case, it is
assumed that if operating costs per unit are down and efficiencies are up then the company is
being productive. However, these measurements neglect the bottom line. They should be less
concerned with measurements that do not contribute to the success and profitability of the
company. Basically what the authors are saying is that managers should exercise common sense
in their decisions.
In the book, Alex’s superiors at the division level of the company are concerned primarily
with productivity and efficiency of plant operations. Alex’s boss, Bill Peach, is constantly harassing
him over his plant’s productivity and efficiency metrics. UniCo is concerned with how the cost
per unit produced is increasing and believes that in order for the plant to be profitable it must
run its machines at capacity and not have any idle time in labor. Unico’s concern over having
a
low cost per unit is a prime example of how a company’s management can lose sight of what
is
really important. In the case of UniCo, what should be important is how much money is being
UniCo, what should be important is how much money is being contributed to the bottom line,

contributed to the bottom line, regardless of machine and labor efficiency.

This book also demonstrates how UniCo’s view of improvement, as being a reduction in its operating expenses, is flawed. Although it is good to reduce costs, it comes at a cost to the company because they are not increasing throughput, which leads to an increase in sales and they aren’t focused on reducing their inventories, which also provides substantial cost savings.

Goldratt and Cox’s greatest contribution to the business world is the introduction of the theory of constraints. Theory of Constraints (TOC) is an overall management philosophy that is geared to help organizations continually achieve their goal. The TOC process seeks to identify the constraint and restructure the rest of the organization around it.

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16. THE POWER OF POSITIVE THINKING

- Norman Vincent Peale

This book is written by Norman Vincent Peale. Peale was born in Bowersville, Ohio and graduated from Bellefontaine, Ohio. He earned degree at Ohio Wesleyan University and Boston University School of Theology.

‘You do not need to be defeated by anything, you can have peace of mind, improved health, and a never-ceasing flow of energy’. In short your life can be full of joy and satisfaction. It is written with deep concern for the pain, difficulty and struggle of human existence. “The Power of Positive Thinking” is a practical, direct-action application of spiritual techniques to overcome defeat and win confidence, success and joy. It teaches positive thinking, not as a mean to fame, richness of power, but at the practical application of faith to overcome defeat and

at the practical application of faith to overcome defeat and accomplish worthwhile creative value in life
accomplish worthwhile creative value in life but one which offers great joy to the person
accomplish worthwhile creative value in life but one which offers great joy to the person who
achieves victory over himself and the difficult circumstances of the world.
Norman Vincent Peale, the father of positive thinking and one of the most widely read
inspirational writers of all time, shares his famous formula of faith and optimism which he
developed himself by trial and error whilst searching for a way of life. Millions of people have
taken Peale’s teachings as their own simple and effective philosophy of living. His gentle guidance
helps to eliminate defeatist attitudes, to know the power you possess and to make the best of
your life.
You’ll learn how to:
• Expect the best and get it
• Believe in yourself and in everything you do
• Develop the power to reach your goals

Break the worry habit and achieve a relaxed life

goals • Break the worry habit and achieve a relaxed life • Improve your personal and

Improve your personal and professional relationships

Assume control over your circumstances

Be kind to yourself

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17. THE TIPPING POINT: HOW LITTLE THINGS CAN MAKE A BIG DIFFERENCE

- Malcolm Gladwell

By offering readers a groundbreaking analysis of how trends are sparked and take hold, Malcolm Gladwell’s book The Tipping

Point became an exemplification of the very processes he was describing. Upon its 2000 release, the book became a national bestseller whose influence would help to initiate paradigm shifts

in

whose influence would help to initiate paradigm shifts in The processes and mechanisms by which some
The processes and mechanisms by which some trends achieve exponential popularity while others sputter and
The processes and mechanisms by which some trends achieve
exponential popularity while others sputter and fade into
oblivion have long been thought to be mysterious and resistant
to analysis. However, Gladwell’s central argument is that there
are actually a number of patterns and factors that are at play
in virtually every influential trend, ranging from the spread of
communicable diseases to the unprecedented popularity of a
particular children’s television show. If you analyze the evolution
of any major phenomenon, the author suggests, you will find that the processes involved are
strikingly similar.
The nature of modern culture is such that many new ideas are constantly being introduced from
a wide variety of sources, ranging from trend-setting teens and twenty- somethings in the
nation’s metropolitan centers to new product offerings from established corporations. Some of
these achieve a measure of steady, consistent success, some fail, and some take off on an
upward trajectory of exponential popularity and influence.
Based on his in-depth research spanning a number of different fields, industries, and scholarly
disciplines, Gladwell identifies three key factors that each play a role in determining whether a
particular trend will “tip” into wide-scale popularity. Gladwell’s discussion and illustration of the
concepts of the Law of the Few, the Stickiness Factor, and the Power of Context comprise the
majority of the book.

fields ranging from marketing to public health.

After identifying and describing these key concepts, Gladwell dedicates the remainder of the book to illustrating them and their interdependency in a series of compelling case studies and examples. An afterword included in the newest edition of the book updates some of Gladwell’s arguments for more pertinent application in an era of widespread Internet connectivity.

application in an era of widespread Internet connectivity. 38 This material is only for internal circulation

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18. THE WINNING WAY : LEARNINGS FROM SPORT FOR MANAGERS

- Harsha and Anita Bhogle

What do sporting champions do, what makes winning teams, who is a good leader, why do only some teams keep winning while others win only for a while and then lose? Two IIMA alumni, Sports commentator and writer Harsha Bhogle and advertising and communication consultant Anita Bhogle dig into examples from sport to see how they can benefit managers. Contrary to popular perception ability is not a major distinguishing factor in success, especially as the level of competition increases. But if you combine your ability with the right attitude and the passion to excel, you too can become the best that you can be. That is the universal formula for winning that The Winning Way explores. For Anita and Harsha Bhogle, this book marks the completion of 300 successful corporate workshops of The Winning Way that they run.

corporate workshops of The Winning Way that they run. The Bhogles saw that there was a
The Bhogles saw that there was a connection between sports and management, and there would
The Bhogles saw that there was a connection between sports and management, and there
would rarely be a person who does not understand sports. And this management book borrowed
the language of sports, and it is a very easy read.
Sports anecdotes are always fun, and in this book the authors take tales from Cricket, Tennis,
Golf, and even Basketball at times among other sports and find a connect between attaining
your goals, leadership, winning, sustaining the winning habit, and more importantly – losing.
The Australian team of the past decade finds frequent references thanks to their incessant
victories, Sachin Tendulkar is mentioned more times than any other individual (deservedly so),
Martina Navratilova, Lance Armstrong, Pete Sampras, Steve Waugh, Bjorn Borg, Michael Jordon
crop up frequently when the authors are talking about the successful brands and how they
achieved their success.
the successful brands and how they achieved their success. 39 This material is only for internal

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19. THE WORLD IS FLAT: A BRIEF HISTORY OF THE TWENTY-FIRST CENTURY

- Thomas L Friedman

Thomas Friedman’s examination of the influences shaping business and competition in a technology-fueled global environment is a call to action for governments, businesses and individuals who must stay ahead of these trends in order to remain competitive.

stay ahead of these trends in order to remain competitive. In a narrative punctuated by case
In a narrative punctuated by case studies, interviews and sometimes surprising statistics, Friedman’s message is
In a narrative punctuated by case studies, interviews and
sometimes surprising statistics, Friedman’s message is clear: be
prepared, because this phenomenon waits for no one. Without
rhetoric or scare tactics, he paints a picture of a world moving
faster than most can keep up. As we explore America’s place in
the fast-evolving world economic platform, Friedman presents
not only the problems we face, but preventative measures and
possible solutions.
The World is Flat is an historical and geographical journey, with
stories and anecdotes from the days of Columbus to a modern day Indian call center; from the
Great Depression to the home office of a Midwestern-USA housewife demonstrating the
pervasiveness of the world-flattening trend. Spanning a broad range of industries, cultures and
schools of thought, the real-world examples presented as evidence of his theory are undeniable.
From teleconferencing to podcasts and manufacturing to restaurant order taking, The World is
Flat leaves no stone unturned in a quest for answers to a problem that most cannot even define.
Friedman’s dissection of globalization is a valiant attempt at explaining and understanding the
forces driving the flattening of the world, though he admits that the very nature of beast
prevents one from having all of the answers. This candor is in keeping with the theme of the
entire book, in that we must learn how to learn, teaching ourselves to stay curious and innovative,
if we are to excel in a global economy.

As he moves towards the end of this presentation of his theory, Friedman warns of the forces that could seriously harm or slow the flattening of the world, particularly the threat posed by terrorist networks such as Al-Qaeda. His perspective is refreshing in a media driven largely by scare tactics and fear mongering as he encourages a realistic and objective approach to this threat.

As people become more able to collaborate, compete and share with others of different cultures, religions, educational backgrounds and languages, The World is Flat is a necessary reality check to bring these factors into perspective and offer, if not answers to every problem, the drive to uncover working solutions.

to every problem, the drive to uncover working solutions. 40 This material is only for internal

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20. WHAT GOT YOU HERE WON’T GET YOU THERE

- Marshall Goldsmith, Mark Reiter

What an amazing book! Goldsmith outlines an incredible set of minor habits and traits of a person who has led a successful life and pinpoints how each person has some of these that really hold them back from going farther in their lives. The main theme

is that successful people generally believe that their bad habits

successful people generally believe that their bad habits are what got them to their current place
are what got them to their current place so they seem like good things. This
are what got them to their current place so they seem like
good things. This is not necessarily true and these beliefs are
typically limiting success from going further. Goldsmith explores
a process to identify these habits and the impact they have on
others, to then plan and change those by minor adjustments
and feedback over 12-18 months and to specifically focus and
measure these parameters to ensure the changes stick. All this
leads you and will set you up to be even MORE successful.
Overall, the book is simply excellent! The habits listed and the way the impact to others is
described is deadly accurate. Goldsmith also clearly describes these habits and makes it very
easy to identify with each of them as he describes areas to improve on. I never saw how my
own attitudes of some of these concepts is something that feeds who I am and that some of
those need to change in order to improve myself even farther. I’d definitely recommend this
book, but only to someone who really is looking forward to improving their relations and is
willing to make some commitments to change. Otherwise, the book would probably be useless.
Goldsmith himself talks about those he coaches and only works for those who truly are committed
to changing so reading this book and really making it useful requires the same type of person.
really making it useful requires the same type of person. 41 This material is only for

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21. WINNING

- Jack Welch, Suzy Welch

Jack Welch knows how to win. During his forty-year career at General Electric, he led the company to year-after-year success around the globe, in multiple markets, against brutal competition. His honest, be-the-best style of management became the gold standard in business, with his relentless focus on people, teamwork, and profits. Since Welch retired in 2001 as chairman and chief executive officer of GE, his objective has been to speak to people at every level of an organization, in companies large and small. His audience is everyone from line workers to MBAs, from project managers to senior executives. His goal is to help everyone who has a passion for success.Inspired by his audiences and their hunger for straightforward guidance, Welch has written both a philosophical

guidance, Welch has written both a philosophical and pragmatic book, which is destined to become the
and pragmatic book, which is destined to become the bible of business for generations to
and pragmatic book, which is destined to become the bible of
business for generations to come. It clearly lays out the answers to the most difficult questions
people face both on and off the job. Welch begins Winning with an introductory section called
“Underneath It All,” which describes his business philosophy. He explores the importance of
values, candor, differentiation, and voice and dignity for all. The core of Winning is devoted to
the real “stuff ” of work. This main part of the book is split into three sections. The first looks
inside the company, from leadership to picking winners to making change happen. The second
section looks outside, at the competition, with chapters on strategy, mergers, and Six Sigma, to
name just three. The next section of the book is about managing your career — from finding
the right job to achieving work-life balance. Welch’s optimistic, no excuse, get-it-done mind-set
is riveting. Packed with personal anecdotes, Winning offers deep insights, original thinking, and
solutions to nuts-and-bolts problems that will change the way people think about work.
problems that will change the way people think about work. 42 This material is only for

42

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22. YOU CAN WIN

- Shiv Khera

With a strong introduction stating that ‘Winners don’t do different things, they do things differently’ the author instantaneously puts the reader at the beginning of the road to success. You know how to walk on with the help of a well- written preface, which familiarizes you with the book genre, the book contents, and how to approach them. So now you are well on your mark and set to go. But your start is not at a normal speed but at a lightning speed. Why? This is because

normal speed but at a lightning speed. Why? This is because the author starts with the
the author starts with the first lap of the race, ‘Importance of Attitude,’ with a
the author starts with the first lap of the race, ‘Importance of
Attitude,’ with a realistic example that gives you a strong lead.
This lap talks on how your attitude is a strong contributor to
your success and thus further explains factors that determine
your attitude along with a convincing explanation on positive
attitude Vise-verse negative attitude. But he doesn’t leave you
estranged on this road of self-improvement. The next lap explains
broadly on ‘How to build a Positive Attitude.’ All with examples
that you can relate to and anecdotes that inspire you to keep looking forward.
In the next lap, it tells you what is ‘Holding you back from reaching to your desired Goal.’ A
SWOT analysis is included which gives you a complete insight to yourself. It teaches you to
accentuate your strengths so that you can move forward holding your head high. It talks about
your weaknesses, the reasons for your failures and gives the necessary solutions.

The next two laps ‘Motivate’ you and boost your ‘Self-esteem.’ The book acts like a coach who is running with you and encouraging you to move at an even faster pace. The next lap brushes your ‘Interpersonal Skills.’ It gives paramount importance to them by mentioning how life is a boomerang and an echo. On your 8th lap your companion tells you ‘25 steps to Building a Positive Attitude.’ Here, sense of responsibility, accepting your mistakes and further mending them, avoiding criticism, good listening, being enthusiastic, honest and faithful, thinking positive and smiling, is detailed by the author. The next lap complements the earlier lap by talking about your ‘Subconscious Mind and Habits.’ The book further takes your positivity to the peak and unmasks you to present to you the real you. No pretense, a clean and candid you all zooming ahead to procure your goal. The next lap takes you further by detailing on ‘Goal Setting.’ It not only reminds you about your goal but also talks about SMART goals with a perfect balance of reality and accomplishment. The final lap ‘Values and Vision’ ensures that you do the right thing for the right reason. Talking about ethics, culture, commitment all it plunges into talking about winners.

The book serves you enough energy boosters in your run by providing action plans after every chapter that assesses you completely. You don’t ge t dehydrated and are always perked up by the writer’s style, which makes even hackneyed topics interesting. The author mentions a point, gives a logical explanation and then makes it convincing by narrating stories, jokes, quotations, and giving testimonials for the same. They are something you can relate to and are out of sheer experience.

So in a nutshell like Economic Times puts it “You Can Win is a construction manual – with the blueprints to build a rewarding life.” No doubt that the book is also an ABSOLUTE WINNER!

life.” No doubt that the book is also an ABSOLUTE WINNER! 43 This material is only

43

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Major indUstries and CoMpanies

1. AUTOMOBILE SECTOR

With the de licensing of the auto industry in 1991, this is one of the sunrise industries in the country today. The passenger car segment was de licensed in 1993. At present 100% FDI is permissible in the automatic route in this segment including the passenger car segment. With liberalization, the number of manufacturing units in the country has grown progressively.

When we talk of the Automobile sector we refer to auto manufacturing as well as to auto

component sectors. While it provides direct employment, both these sectors also have a multiplier effect.
component sectors. While it provides direct employment, both these sectors also have a multiplier
effect.
R
The two wheeler segment and the passenger vehicles are the largest contributors. 13.37 Million
two wheelers were produced in 2010-11 and the corresponding number for passenger cars was
2.98 Million.
Some of the factors that will propel growth in the automobile sector are as follows
Rising industrial and agricultural output
Rising per capita income
Rising working population and middle class urbanization
Attractive financing
On a more global scale India is the 9 th largest producer of 4 wheelers in the world and the
second largest two wheeler producer. Our engineers are also increasingly employed in design
roles.
engineers are also increasingly employed in design roles. 45 This material is only for internal circulation

45

This material is only for internal circulation within Indira Group of Institutes for academic purpose and is not meant for any commercial use.

Company CEO / Net Sales PAT No. of Main Brands Competitors HQ Chairman (Rs. Cr,)
Company
CEO /
Net Sales
PAT
No. of
Main Brands
Competitors
HQ
Chairman
(Rs. Cr,)
(Rs.
Employees
/ MD
2011-12
Cr.)
2011-
12
Automotives –
Cars and Jeeps
Maruti Suzuki
Shinzo
36,561.5
2,288.6
6903
800
Hyundai
New
Nakanish
Omni Gypsy
Chevrolet
Delhi
MD
Alto
R Mahindra and
Zen
Mahindra
Swift Estilo
Toyota
SX4
Volkswagen
Swift DZire
A-star Ritz
Eeco Alto K10
Maruti Ertiga
Maruti XA
Alpha (to be
launched in 2014)
Ford Motors
Nissan
Mahindra &
Anand
31,852.64
2,878.9
15147
Mahindra
Maruti Suzuki
Mumbai
Mahindra
Mahindra
Armada
Chevrolet
MD
Mahindra
Toyota
Commander
Volkswagon
Mahindra
Ford Motors
Marshal
Force Motors
Mahindra Major
Mahindra Legend
Mahindra Invader
Mahindra Bolero
Mahindra Xylo
Mahindra Scorpio
Mahindra Verito
Mahindra
XUV500
Hindustan
Uttam Bose
495.48
-29.9
NA
Motors
Ambassador
Hindustan
Winner
RTV Ranger
Mascot T480 FC
Maruti Suzuki
Kolkota
MD
Mahindra and
Mahindra
Toyota
Tata Motors
Automotive –
LCVs and
HCVS
Tata Motors
Ratan Tata
54,217.22
1,242.2
59759
Tata Nano
Maruti Suzuki
Mumbai
Chairman
Tata Ace
Hyundai
Ravikant
Tata Indica
Mahindra and
Vice
Tata Aria
Mahindra
Chairman
Tata Indigo
Toyota
Tata Marina
Nissan
Tata Manza
Tata Sumo
Tata Estate
Tata Grenade
Tata Vista
Tata Iris
Tata Magic

46

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Company CEO / Chairman / MD Net Sales PAT No.of Main Brands Competitors HQ (Rs.Cr,)
Company
CEO /
Chairman / MD
Net Sales
PAT
No.of
Main Brands
Competitors
HQ
(Rs.Cr,)
(Rs.Cr,)
Employees
2011-12
2011-12
Ashok Leyland
Dheeraj Hinduja
13,309.59
565.9
15812
Luxura
Ashok
Chennai
Chairman
Viking BS-I -
Leyland
city
bus
Tata
R Seshasayee
Viking BS-II -
Motors
Executive Vice
city
bus
Chairman
Viking BS-III -
city
bus
Cheetah BS-I
Cheetah BS-II
Panther
12M bus
Stag Mini
Stag CNG
222 CNG
R
Lynx
Double Decker
Vestibule bus
Airport Tarmac
Coach
Gensets
Automotives – 2 and
3 Wheelers
Bajaj Auto
Rahul Bajaj
19,516.65
3,004.1
10250
Chetak
Hero
Pune
Chairman
Vespa
Motocorp
Kawasaki
Kinetic
Bajaj Classic
TVS
Pulsar
Motors
Discover
Avenger
Saffire
Eliminator
Kristal
Hero Motocorp
Brijj Mohan Lal
19,366.97
1,927.9
NA
Hero Cycles
Bajaj Auto
New
Munjal
Sleek
Kinetic
Delhi
Chairman
Street
TVS
Pawan Munjal
Achiever
Motors
MD and CEO
Ambition
CBZ
CD
100
Hunk
Glamour
Karizma
Passion
Impulse
Splendour
Ignitor
Maestro
CD
Dawn
Pleasure
TVS Motors
Venu Srinivasan
6,179.48
194.6
NA
Apache
Bajaj Auto
Chennai
Chairman and
Wego
Hero
MD
Scooty Streak
Scooty Peppy
TVS Sport
TVS Jive
TVS Flame SR
TVS Star City
TVS Sport
TVS Max 4R
Motocorp
Kinetic

47

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2. BANKING AND FINANCIAL SERVICES AND INSURANCE

Banking, Financial Services and Insurance (also known as BFSI) is an industry term of art for companies that provide a range of such products/services.

Banking may include core banking, retail, private, corporate, investment, cards and the like. Financial Services may include stock-broking, payment gateways, mutual funds etc. Insurance covers both life and non-life.

This term of art is commonly used by IT/ITES/BPO companies and technical/professional services firms that manage data processing, application testing and software development activities in

R this domain. The banking industry in India has a huge canvas of history, which
R
this domain.
The banking industry in India has a huge canvas of history, which covers the traditional banking
practices from the time of Britishers to the reforms period, nationalization to privatization of
banks and now increasing numbers of foreign banks in India. Therefore, Banking in India has
been through a long journey. Banking industry in India has also achieved a new height with the
changing times. The use of technology has brought a revolution in the working style of the
banks. Nevertheless, the fundamental aspects of banking i.e. trust and the confidence of the
people on the institution remain the same. The majority of the banks are still successful in
keeping with the confidence of the shareholders as well as other stakeholders. However, with
the changing dynamics of banking business brings new kind of risk exposure.
The Banking Industry was once a simple and reliable business that took deposits from investors
at a lower interest rate and loaned it out to borrowers at a higher rate.
However deregulation and technology led to a revolution in the Banking Industry that saw it
transformed. Banks have become global industrial powerhouses that have created ever more
complex products that use risk and securitization in models that only scholars and practitioners
of higher standards can understand. Through technology development, banking services have
become available 24 hours a day, 365 days a week, through ATMs, at online banking, and in
electronically enabled exchanges where everything from stocks to currency futures contracts
can be traded.

The banking industry at its core provides access to credit. In the lenders case, this includes access to their own savings and investments and interest payments on those accounts. In the case of borrowers, it includes access to loans for the credit worthy at a competitive interest rate.

Banking services include transactional services such as verification of account details, account balance details and the transfer of funds, as well a advisory services that help individuals and institutions to properly plan and manage their finances. Online banking channels have become key.

their finances. Online banking channels have become key. 48 This material is only for internal circulation

48

This material is only for internal circulation within Indira Group of Institutes for academic purpose and is not meant for any commercial use.

Company CEO / Net Sales PAT No. of Main Brands/ Competitors HQ Chairman (Rs. Cr,)
Company
CEO /
Net Sales
PAT
No. of
Main Brands/
Competitors
HQ
Chairman
(Rs. Cr,)
(Rs. Cr.)
Employees
Services
/ MD
2011-12
2011-12
Private
Banks
ICICI
K V
33,542.65
6,465.26
79,978
Credit cards,
SBI
Mumbai
Bank
Kamath
(2011)
Consumer
HDFC
Chairman
banking,
Axis Bank
corporate
Kotak
Chanda
banking,
Mahinda
Kochar
finance and
MD / CEO
insurance,
investment
banking,
R
mortgage
loans, private
banking,
wealth
management
HDFC
Aditya
27,286.35
5,167.09
55,752
Credit cards,
ICICI Bank
Mumbai
Bank
Puri
(2011)
consumer
SBI
MD
banking,
Kotak
corporate
Mahindra
banking,
Axis Bank
finance and
insurance,
investment
banking,
mortgage
loans, private
banking,
private equity,
wealth
management
Axis Bank
Adarsh
21,994.65
4,242.21
21,640
Credit cards,
ICICI Bank
Mumbai
Kishore
consumer
SBI
(Chairman)
banking,
Kotak
Shikha
corporate
Mahindra
Sharma
banking,
Yes Bank
(MD &
finance and
CEO)
insurance,
investment
banking,
mortgage
loans, private
banking,
private equity,
wealth
management
YES
Dr. Rana
6,307.36
1,085.05
11,000
Corporate and
ICICI Bank
Mumbai
Bank
Kapoor
(approx.)
Institutional
HDFC
MD
Banking,
SBI
Financial
Kotak
Markets,
Mahindra
Investment
Banking,
Corporate
Finance,
Retail
Banking,
Business and
Transaction
Banking, and

49

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Company CEO / Chairman / MD Net Sales PAT No.of (Rs.Cr,) (Rs.Cr,) Employees Main Brands
Company
CEO /
Chairman / MD
Net Sales
PAT
No.of
(Rs.Cr,)
(Rs.Cr,)
Employees
Main Brands
Competitors
2011-12
2011-12
Services
Kotak
Uday Kotak
6,180.24
977.00
20,000
Deposit
ICICI Bank
Mahindra
(Vice
(approx)
accounts, Loans,
HDFC
Bank
Chairman) &
Investment
Axis Bank
(MD)
services,
SBI
Business
banking
solutions,
Treasury and
Fixed income
products etc.
Public
Sector
R
Banks
SBI
Pratip
106,521.45
11,686.01
292,215
Credit cards,
ICICI Bank
Chaudari
Consumer
HDFC
Chairman
banking,
PNB
corporate
banking, finance
and insurance,
investment
banking,
mortgage loans,
private banking,
wealth
management
PNB
K R Kamath
36,428.03
4,884.20
56,928
Credit cards,
SBI
consumer
Canara Bank
Chairman
banking,
ICICI Bank
and MD
corporate
HDFC Bank
banking, finance
and insurance,
investment
banking,
mortgage loans,
private banking,
private equity,
wealth
management
Canara
Sunderrajan
30,850.62
3,282.71
44,450
Investment
Bank
Raman
Banking
(CMD)
Consumer
Banking
SBI
PNB
Bank of Baroda
HDFC Bank
Commercial
Banking
Retail Banking
Private Banking
Asset
Management
Pensions
Mortgages
Credit Cards

50

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Bank of M D 29,673.72 5,006.96 NA Credit cards, SBI Vadodara Baroda Mallya consumer Canara
Bank of
M D
29,673.72
5,006.96
NA
Credit cards,
SBI
Vadodara
Baroda
Mallya
consumer
Canara Bank
(Baroda)
Chairman
banking,
Bank of
And
and MD
corporate
Baroda
Mumbai
banking,
ICICI Bank
finance and
insurance,
investment
banking,
mortgage
loans, private
banking,
private equity,
wealth
management
Bank of
Alok
28,480.67
2,677.52
NA
Commercial
Canara R Bank
Mumbai
India
Kumar
Banking
SBI
Misra
Retail
PNB
(CMD)
Banking
ICICI Bank
Private
Bank of
Banking
Baroda
Asset
Management
Mortgages
Credit Cards
INSURANCE PLAYERS
LIC of India
D
K
Life and
Mumbai
Mehrotra
Health
Chairman
Insurance
T
S Vijayan
Investment
Managing
management
Director
Mutual fund
ICICI
Ms Chanda
Insurance
Mumbai
Prudential
Kochar
products for
Chairperson
individuals
Saving and
Wealth
Creation
Solutions
Protection
Solutions
Retirement Solutions Child Plans Health Insurance Group Inurace Bajaj Allianz Mr. Rahul Life Pune Bajaj
Retirement
Solutions
Child Plans
Health
Insurance
Group
Inurace
Bajaj Allianz
Mr. Rahul
Life
Pune
Bajaj
Insurance
Chairman
Health
V
Philip
Insurance
CEO
Home
Insurance
Motor
Insurance
SBI Life
Mr. Mahadev
Life
Mumbai
Insurance
Nagendra
Insurance
Rao
Pensions

51

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3. ENGINEERING & MANUFACTURING SECTOR IN INDIA

The engineering & manufacturing sector in India can be broadly classified into:

Chemicals, Petroleum, Chemicals & Fertilizers

Capital Goods and Engineering

Packaging

Consumer non-Durables.

Electronics, IT Hardware & peripherals.

• Gems & Jewellery. • Leather & Leather Products. R • Mining. • Steel &
• Gems & Jewellery.
• Leather & Leather Products.
R
• Mining.
• Steel & non-Ferrous Metals.
• Power
• Textiles & Apparels.
• Water Equipment.
Strong world-wide distribution systems and use of IT etc. for collaborative design, as well as
opening up of Trade Barriers has given a huge boost to this sector in terms of a global approach.
Some of the factors that are helping India in this sector is the availability of 700,000 plus
Engineers as well as cheap skilled
labour. This has also helped in making India a global
manufacturing base and some of these are as follows:
• LG, Nokia, Samsung have plants in India
• Toyota’s Etios is manufactured in India and exported to South Africa etc.
• Skoda has a manufacturing plant in Aurangabad
• RIL in planning huge investments in Aerospace
• Hyundai and Suzuki have their manufacturing hub for smaller cars in India.
However, there is a lot more to be done in terms of
• Labour productivity
• HR and IR issues
• Infrastructure and Power
• Ambiguous Tax Laws
• Regulatory hurdles
Some of the sub sectors and the players in these are given below Sub Sector
Some of the sub sectors and the players in these are given below
Sub Sector
Key Players
Remarks
Auto and Auto Components
Tata Motors, Maruti, M and M,
Kalyani Group, Sona Group,
Munjal Group
Both Auto and Auto
Components
Power
BHEL, Tata Projects, Reliance Energy,
and T, Crompton Greaves,
Thermax etc.
L
Power Generation
as well as Equipment
Airports
L
and T, Gammon, GVK,
52

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4. FAST MOVING CONSUMER GOODS (FMCG)

Overview of FMCG Market in India :

FMCG stands for Fast Moving Consumer Goods and India is a hub for FMCG companies. FMCG products normally include different varietie s of frequently purchased consumer products like detergents, shaving products, tooth cleaning products, cosmetics, soap, toiletries and other non-durable products like plastic goods, paper products, bulbs and glassware. FMCG goods might also include products like packaged drinks and food products, consumer electronics and pharmaceuticals even though these products are categorized separately.

FMCG Sector in India is one of the four largest sectors in Indian economy. R
FMCG Sector in India is one of the four largest sectors in Indian economy. R The FMCG (Fast
Moving Consumer Goods) companies have faced tough competition among themselves over the
years which is continuously increasing. This is due to the increase in per capita income among
individuals and also various developments in rural economy. The FMCG sector has changed its
strategies and has opted for a more well-planned marketing of the products to penetrate both
the rural and urban markets. Marketing, retail, sales, services and supply are the key areas
which generates maximum career scopes in FMCG Industry in India.
The FMCG value chain is vast covering farmers who manufacture the primary products to the
consumers who consume the ultimate finished goods. The FMCG Industry in India is the third
largest Industry after Textiles and Petroleum. Its participant profile is extensive and includes
food and related products such as tea, salt, tobacco, oils, fats and processed foods, personal
care products such as soaps, detergents, hair oils, toiletries and dental products, frequently
purchased essential or non-essential goods such as food, toiletries, soft drinks, disposable diapers.
Consumers play a crucial role in the Indian FMCG sector as the price band of each FMCG
product is fixed depending largely on the consumer class which the particular company is
targeting.

The Indian FMCG industry is estimated to be over Rs.160000 crores in size and accounts for nearly 2.2% of the GDP of the country. The industry has tripled in size over the last 10 years and has grown at approximately 17% CAGR in the la st 5 years, driven by robust economic growth, rising income levels, increasing urbanization and favorable demographic trends. These growth drivers are expected to continue to favorably impact the industry which is estimated to reach Rs.400000 crores by 2020 (Source: CII, FMCG Roadmap to 2020). According to a recent study by the consultancy firm Boston Consultancy Group, the Indian consumer market is poised to grow at a compounded annual growth rate of 15% between 2010 and 2020, faster than most other emerging markets.

2010 and 2020, faster than most other emerging markets. 53 This material is only for internal

53

This material is only for internal circulation within Indira Group of Institutes for academic purpose and is not meant for any commercial use.

Company CEO / Net Sales PAT No. of Main Brands Competitors HQ Chairman / (Rs.
Company
CEO /
Net Sales
PAT
No. of
Main Brands
Competitors
HQ
Chairman /
(Rs. Cr,)
(Rs. Cr.)
Employees
MD
2011-12
2011-12
HUL
Mr. Nitin
22,118.64
2691-4
16,000
Lifebuoy
Procter
and
Mumbai
Paranjape
(Mar 2012)
Brookebond
Gamble
Rin
ITC
Surf Excel
Colgate
Annapurna
Palmolive
Clear
Close Up
Pepsodent
ITC
Mr. Y C
Deveshwar
25091.1
6162.37
26,000
Aashirvad
Sunfeast
Bingo
Yippi
Fiama Di Wills
Gold Flake
Wills
HUL
Kolkata
(Mar 2012)
Britannia
Procter
R
and
Gamble
Nestle
Mr. Antonio
7,490
9,61.55
6,000
Maggi
Cadbury
Gurgaon
Helio
(Dec 2011)
(Dec 2011)
Nescafe
HUL
Waszyk
Kit Kat
Polo
Munch
Asian Paints
Mr. K B S
Anand
9,139.39
958.39
4,700
Apex
Nerolac
Mumbai
(Mar 2012)
(Mar 2012
Tractor
Jenson
&
Royale
Nicholson
Utsav
GCMMF
Mr. P C
Bhatol
11,668
NA
735 and
Amul Milk
HUL
Anand
(Amul)
(Mar 2012)
Cheese
Cadbury
15 million milk
producers are
members
Ice Creams
Nestle
Butter
ITC
Chocolates
Dabur
Dr. Anand
3759.3
463.2
5650
HUL
Ghaziabad
Burman
(Mar 2012)
(includes
Colgate
employees in
Palmolive
overseas
Marico
markets)
Chyavanprash
Hajmola
Amla
Glucose – D
Odomos
Vatika
Babool
Meswak
Cadbury
Mr. Anand
2800
NA
2000
Bournvita
Nestle
Mumbai
(taken
over
Kripalu
(approx.)
Dairy Milk
ITC
by
Kraft
Eclairs
Foods)
Perk
Oreo
5 Star
Gems
Halls
Britannia
Ms. Vinita
4964.1
186.7
1987
Tiger
ITC
Bangalore
Bali
(Mar 2012)
Milk Bikis
Cadbury
Nutrichoice
Maska Chaska
Little Hearts
Procter
and
Mr. R A Shah
1001.2
150.9
370
Pampers
HUL
Mumbai
Gamble
+
+
(Direct
Whisper
Colgate
Gillette
1057.7
86.15
Employees and
Gillette
Palmolive
India
= 2058.9
= 237.1
26500 indirect
H &S
Limited
(Jun 2011)
(Jun 2011)
employees)
Ariel
Marico
Mr.
Harsh
4008
317
NA
Parachute
HUL
Mumbai
Mariwala
Nihar
Dabur
Saffola
Procter
and
Kaya
Gamble
Revive
Mediker

54

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5. IT / ITES SECTOR

When it comes to the Indian information technology and IT-enabled services sector, numbers speak volumes, literally- $101 billion in revenues (Rs 5.6 lakh crore) about 5,000 companies, 28 lakh employees, and 7.5% contribution to the country’s gross domestic product (GDP). Growth has been spectacular for about a decade and this March marked the $100-billion milestone. But growth has been wavering, starting with 2008 when major economies in the West went into crisis from which they are yet to emerge. The collapse of the housing market and ensuing financial meltdown in the US economy put at risk, nearly 60% of sector’s export revenues of $70 billion. The still-unraveling sovereign debt crisis in the euro zone clouds demand outlook,

jeopardizing another 25% revenues for the sector. Th e sector needs to change, R and
jeopardizing another 25% revenues for the sector. Th e sector needs to change, R and now. What
got the industry to the $100 billion milestone may not take it to the next. Simple labor arbitrage
and abundance of skilled technical talent may not continue to be of great help for an industry
that made abundant use of government tax props, given as a little push for a once-sunrise
sector.
For IT firms, now is the moment of truth but for IT-enabled services or business process
outsourcing (BPO) firms, it came a few years ago. The lowest hanging fruit for Indian business
process outsourcing companies was call centers and customer care operations for corporations
in US and the UK, because an Indian call centre executive could be hired at a fraction of the cost
of an American or British executive. It became evident soon enough that India had no irreplaceable
core-competency and if price was a barrier to entry, then it was a rather weak one. That
message was driven home when BPOs started facing profit squeeze and voice-based jobs started
moving to other lower-cost English speaking countries such as Sri Lanka, South Africa, Philippines
or Eastern Europe.
And both IT and BPO can no more expect to use the tax props to support their growth as the
government has decided that the industry is mature and does not need handouts. Some BPOs
saw the writing on the wall and moved up the value chain to supporting and enabling business
transactions and specializing in other areas of non-core business operations. That journey is still
on.

On the IT services side, multinational competitors have caught up on the labor arbitrage front by rapidly expanding here. Add to that the fast rising wages in India and Indian IT is facing a scenario where it needs to prove to clients tha t they can offer something more than mere cost arbitrage. That journey has begun and is playing out. The good news is, there is still a long road ahead and no dearth of opportunities for firms that are willing to innovate and adapt. But to capture that growth, firms need to evolve, like they evolved during the two inflection points in the evolutionary path of the three-decade-old industry - Y2K and Dot-Com burst. The 2008 financial crisis marked the beginning of the third inflection point.

Earlier, clients were happy with ITBPO firms helping them run the business, with obvious off shoring-related cost benefits. But now, clients want vendors to not only help reduce costs but increase sales. As corporations look to transform their businesses, they want help from their technology and BPO partners