Business Maharajas [Gita Piramal] on *FREE* shipping on qualifying offers. Business Maharajas has ratings and 20 reviews. Sukant said: This book is the compilation of the topmost Indian Businessman of India. This review woul. Business Maharajas has 2 ratings and 1 review. Suparnkumar Sathe said: Great book. Tells you many things about how great businessmen run their businesses.

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Chaturvedi, a long-time financial consultant, understates the case when he says, “Once a decision has been taken, Dhirubhai becomes an impatient man until the project is implemented. By any yardstick, the achievements of these men would rank among the pirsmal business stories of our time. As he said, “Now I get my rupee funds from my investors.

Business Maharajas by Gita Piramal

That’s 98 per cent of the work. Face to face with the legend, it’s hard to believe that there’s a dark side to Ambani. The import of the component to be replaced would have normally taken two or three months. Hirachand was the local schoolteacher in a village called Chorwad, in Junagadh district, Gujarat. The most generous of dividends could not make a shareholder rich, but capital appreciation of his shares could, he propounded.

Was there a link between the two events? We made a presentation to them about what we wanted to do and also told them this could be an opportunity we were losing. To ask other readers questions about Business Maharajasplease sign up. In some areas, some cash incentives were also available. Bajaj didn’t have to hustlemthere were long queues of people outside his airconditioned office patiently waiting to be allotted scooters.

Ek baat had, destiny, koi cheez had,” Dhirubhai said reflectively.

Business Maharajas (Penguin business)

This book gives a great insight in lifes of all this famous Indian business tycoons. Srishti Gupta rated it really liked it Feb 18, Inhe declared that Reliance, then a Rs 9bn company, would in ten years be a Rs 80bn company.


It would have been better if the sequence poramal events were in chronological order as sometimes narration seem very confusing because it has various numbers and dates to remember.

The stories of their accomplishment are lined with their courage. I told him that it’s a Rs crore project and shouldn’t he pirwmal a guy who has worked twenty-five years in the polyester industry and maybe pay him Rs puramal, per month. According to Narayan, who is one of his oldest managers, “I used to tell my trade— doing business with us is risk free. To overcome this constraint, Ambani started sourcing grey fabric from the power looms of Surat, processing it at Naroda and selling it under the Vimal brand name.

The one thing we note repeatedly in the book is that there is no clear cut path to success. Paperbackpages. In India, technically managements cannot buy their own companies’ bhsiness, so a brand new organization, the “Friends of Reliance Association’, emerged which boughtof the bears’ 1.

Somehow he used to find the time. Size brought its own problems and solutions. And he bought himself not ajeep but a Mercedes. To meet Dhirubhai’s deadlines, Mukesh’s young project team discarded several established business practices in favour of unconventional methods which have now become part of Reliance’s corporate culture.

Khaitan is the only businessman in this book who employs a private army. The sceptics were silenced: They fell like dominoes on the back mahxrajas Ambani’s Reliance Textile Industries which fell from Rs to Rs piramaalof its shares hit the market. Shroff, the then president of the Silk and Art Silk Mills Association and a long-time friend, to call a meeting of its executive committee.


It also brings into light the description of their success where other industrialists had failed. Nothing should mar Nina’s wedding.


It pinched Dhirubhai to know that there wouldn’t be an opportunity to host a similar function when his second gtia was getting married. Family means a lot to him and he and his brothers had been close to each other. Some say Ambani is an acronym for ambition and money. Some industrialists-Rahul Bajaj, the scooter manufacturer, for example-shared Ambani’s world vision, but lacked the latter’s knack or clout of making bureaucrats listen. How did they do it? Be that as it may, there is so much that is of interest in the lives of these ‘maharajas’ that one was still tempted to try.

Natwarlal had already walked out a few years earlier. Sapra, president of Reliance’s polyester staple fibre division, who joined Ambani after a twenty-year career with ICI India: We are a very professional setup.

It was unlikely that Ambani, then a modest yarn trader and budding industrialist, would have the cash to beat off the attack. Both like to be hands-on managers, giha about nitty-gritty details of their companies, but the similarities end there.

Refresh and try again. A legion of critics accuse Ambani of leapfrogging the queue in obtaining licences, of getting faster-than-normal gpprovals for his public issues and capital goods imports, and of getting policies formulated favouring Reliance or disadvantaging its rivals or both. How could he pack in so much in such a short time? His use of the word salaam infuriated the older, established industrialists.

This was an alien concept, an idea Ambani picked up from the West.