winning moves book - department of industrial policy &...
TRANSCRIPT
The
Moves...Winning
...doing Business
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The WThe WThe WThe WThe Winning Moves...inning Moves...inning Moves...inning Moves...inning Moves...
doing business in India doing business in India doing business in India doing business in India doing business in India.
... A compilation of the stories of the
many international companies that
have taken advantage of the business
opportunities available in India. These
companies have, over the years,
established themselves as market
leaders in their respective sectors.
These are their stories, in their own
words. Inspiration for other
multinational companies to explore the
market and set up base in India.
We hope you enjoy this compilation
and find inspiration….. to be a winner!
September 2004
PrefacePreface
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D I S C L A I M E RD I S C L A I M E RD I S C L A I M E RD I S C L A I M E RD I S C L A I M E RThe information and views expressed in the articles are strictly those of the authors.
FICCI and Department of Industrial Policy & Promotion, Government of India,are neither responsible nor endorse any views contained therein.
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ContentsContentsContentsContentsContents
AutomobilesAutomobilesAutomobilesAutomobilesAutomobiles 55555
• DaimlerChr• DaimlerChr• DaimlerChr• DaimlerChr• DaimlerChrysleryslerysleryslerysler 77777• For• For• For• For• Forddddd 1212121212• General Motors India• General Motors India• General Motors India• General Motors India• General Motors India 1414141414• Her• Her• Her• Her• Hero Honda Motors Ltd.o Honda Motors Ltd.o Honda Motors Ltd.o Honda Motors Ltd.o Honda Motors Ltd. 1616161616• T• T• T• T• Toyota Kirloskar Motor Private Ltd.oyota Kirloskar Motor Private Ltd.oyota Kirloskar Motor Private Ltd.oyota Kirloskar Motor Private Ltd.oyota Kirloskar Motor Private Ltd. 1818181818
ConsultanciesConsultanciesConsultanciesConsultanciesConsultancies 2121212121
• KPMG KPMG KPMG KPMG KPMG 2323232323
Consumer GoodsConsumer GoodsConsumer GoodsConsumer GoodsConsumer Goods 2525252525
• Allied DomecqAllied DomecqAllied DomecqAllied DomecqAllied Domecq 2727272727• ElectrElectrElectrElectrElectroluxoluxoluxoluxolux 2929292929• GilletteGilletteGilletteGilletteGillette 3131313131• GodfrGodfrGodfrGodfrGodfrey Phillipsey Phillipsey Phillipsey Phillipsey Phillips 3333333333• LGLGLGLGLG 3535353535
• Nestl Nestl Nestl Nestl Nestlé 3737373737
• PepsicoPepsicoPepsicoPepsicoPepsico 3939393939
DirDirDirDirDirect Sellingect Sellingect Sellingect Sellingect Selling 4141414141
• AmwayAmwayAmwayAmwayAmway 4343434343
• TTTTTupperupperupperupperupperwarwarwarwarware Indiae Indiae Indiae Indiae India 4545454545
EnerEnerEnerEnerEnergygygygygy 4747474747
• ABBABBABBABBABB 4949494949• ShellShellShellShellShell 5151515151
EntertainmentEntertainmentEntertainmentEntertainmentEntertainment 5353535353
• BBC• BBC• BBC• BBC• BBC 5555555555• CNBC - TVCNBC - TVCNBC - TVCNBC - TVCNBC - TV1818181818 5757575757
• PVRPVRPVRPVRPVR 5959595959• Star T• Star T• Star T• Star T• Star TVVVVV 6161616161
FinanceFinanceFinanceFinanceFinance 6565656565• AAAAAvivavivavivavivaviva 6767676767• Citibank Citibank Citibank Citibank Citibank 6969696969• ICICI ICICI ICICI ICICI ICICI - Lombar- Lombar- Lombar- Lombar- Lombarddddd 7272727272• ICICIICICIICICIICICIICICI Prudential Prudential Prudential Prudential Prudential 7474747474• Max New YMax New YMax New YMax New YMax New York Lifeork Lifeork Lifeork Lifeork Life 7676767676• StandarStandarStandarStandarStandard Charterd Charterd Charterd Charterd Chartered Banked Banked Banked Banked Bank 7878787878
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ICTICTICTICTICT 8181818181
• AgilentAgilentAgilentAgilentAgilent 8383838383• CiscoCiscoCiscoCiscoCisco 8585858585
• Cognizant• Cognizant• Cognizant• Cognizant• Cognizant 8787878787
• eFundseFundseFundseFundseFunds 8989898989• LucentLucentLucentLucentLucent 9191919191• Moser BaerMoser BaerMoser BaerMoser BaerMoser Baer 9393939393
• OracleOracleOracleOracleOracle 9595959595
LogisticsLogisticsLogisticsLogisticsLogistics 9797979797
• Kuehne + Nagel Kuehne + Nagel Kuehne + Nagel Kuehne + Nagel Kuehne + Nagel 9999999999
PharmaPharmaPharmaPharmaPharma 101101101101101
• GlaxoSmithKlineGlaxoSmithKlineGlaxoSmithKlineGlaxoSmithKlineGlaxoSmithKline 103103103103103
• Nicolas PiramalNicolas PiramalNicolas PiramalNicolas PiramalNicolas Piramal 105105105105105
• PPPPPfizerfizerfizerfizerfizer 107107107107107
TTTTTravel & Travel & Travel & Travel & Travel & Tourismourismourismourismourism 109109109109109
• MetrMetrMetrMetrMetropolitan Hotel Nikkoopolitan Hotel Nikkoopolitan Hotel Nikkoopolitan Hotel Nikkoopolitan Hotel Nikko 111111111111111• Thomas CookThomas CookThomas CookThomas CookThomas Cook 114114114114114
ContentsContentsContentsContentsContents
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Auto
mobiles
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DAIMLERCHRDAIMLERCHRDAIMLERCHRDAIMLERCHRDAIMLERCHRYSLERYSLERYSLERYSLERYSLER
A Success StorA Success StorA Success StorA Success StorA Success Storyyyyy
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Mercedes-Benz Cars
C 200 KOMPRESSORC 220 CDIE 200 KE-240E 270CDIS 350 LS 320 CDI & S 500 LML 270 CDI (Diesel)ML 350 (Petrol)SLK 230 KSL 500
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1994• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 350• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence: 200countries• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.mercedes-benz.co.in
The history of DaimlerChrysler(earlier known as Daimler-Benz) inIndia dates back to 1954. It startedwith a technical collaborationwith the Tata group for themanufacture of trucks. Thesuccessful cooperation continuedtill the end of the TechnicalCollaboration Agreement in 1969.DaimlerChrysler having beenconvinced about the tremendouspotential of India, particularly afterthe first generation of economicreforms in 1991, decided to oncemore foray into the Indian market– this time with passenger cars.Accordingly, DaimlerChrysler India(earlier known as Mercedes-BenzIndia) was set up and with itsplant in Pune, it started itscommercial production in 1995.DaimlerChrysler was optimisticabout the growing purchasingpower in India, fuelled withencouraging government policiestowards liberalisation. It alsovisualised the change in customerbehaviour where customer’spreference has now shifted to thelatest technology, safety andenvironmental compatibility.
MR. HANS MICHAEL HUBERManaging Director & CEO
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Our Pune plant has been rewardedthe “Best Mercedes-BenzProduction Plant” outside Germanyfor four consecutive years. We haveinstalled different quality systemslike ISO 9000, TS 16949 etc. Wealso ensure that the quality ofMercedes-Benz car produced inIndia is as equal to Mercedes-Benzproduced in other countries.
We did experience initial problemsin setting up business ofmanufacturing and sale of luxurycars. We faced unclear governmentpolicies regarding customs,MoU restrictions, proceduralcomplexities, not-so developedinfrastructure, etc. The liberalisationpolicies of the Government of Indiahelped us to concentrate on ourbusiness operations. The decliningcustoms duty rates also helped usin offering the best products tocustomers. The key challengebefore us was to satisfy thecustomers’ high expectations anddemand.
Another major challenge was todevelop the dealer network.Having started in 1998, we havenow 12 dealers and 20 servicestations across the country. The nextequally important challenge wasthe after-sales service to ensure totalcustomer satisfaction. We havetaken various measures and
initiatives to ensure that thecustomer buying Mercedes-Benzgets the world-class service.
DC India is also instrumental inpromoting export of autocomponents from India. Around 25suppliers have been developed forthe manufacture and export ofcomponents and software servicesto our plants in Germany andUnited States. The export of autocomponents, accounted for morethan 8% of the total export of autocomponents in 2003.
Having started with E-Class, weextended our model range to S-Class and C-Class. With this, wenow produce the entire range ofluxury cars in India. Apart from this,we also offer imported vehicles likeM-Class, CLK, SLK, etc. to specialcustomers. We continuously offerupgraded variants, enginechanges, and facelifts within our C-Class and S-Class vehicles.
In 2000, we turned around thecompany and have been makingnet profits for the last four years. In2004, we plan to sell around 1,800cars which is almost 15% higherthan 2003. We plan to focus moreon customer relationship initiatives,introduction of newer models andvariants to further grow ourbusiness.
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YYYYYearearearearear
1954
1969
1994
March 1995
September 1996
March 1997
August 1997
January 1998
June 1999
July 1999
January 2000
May 2000
September 2000
December 2000
February 2001
April 2001
MilestonesMilestonesMilestonesMilestonesMilestones
Mercedes trucks launched in India, under technicalcollaboration with Telco
Technical collaboration ends, Daimler-Benzcontinues as a shareholder (10%) in Telco
Mercedes-Benz India is set up as a joint venturebetween Daimler-Benz and Telco for productionand sales of Mercedes-Benz passenger vehicles
Mercedes-Benz E -Class (W 124) launched in Indiabeing one of the most successful modelsworldwide
Mercedes-Benz India commences setting up itsdealer network in India
First Mercedes-Benz Authorised Dealership isinaugurated
First Mercedes-Benz Authorised Service Station isinaugurated
Mercedes-Benz E -Class (W 210) with twin eyeslaunched with E 200 and E 230 Petrol versionsand E 250 Diesel version
Mercedes-Benz India Ltd. is awarded Top ExporterAward from Pune by Joint Director of ForeignTrade, Pune and the Maharashtra Chamber ofCommerce and Industry for the year1997-98
Mercedes-Benz India is awarded Regional HighestExporters’ Trophy in Motor Vehicle Category byEngineering Export Promotion Council for the year1997-98
The new Mercedes-Benz E -Class (W 210) Top-of –the –line E 240 Petrol version and the new E 220CDI Diesel version introduced in the Indian market
Mercedes-Benz India bags the Quality Award forthe Year 1999 for ‘Best Mercedes-Benz ProductionPlant’ outside Germany for the 2nd consecutive year
Mercedes-Benz S -Class - S320 L automatic, the‘Mercedes-Benz among the Mercedes-Benzes’launched
For the calendar year 2000, the company makesa turnaround with net profit of Rs. 20 crores
Mercedes-Benz India successfully implements the‘Mercedes-Benz Production System’
Mercedes-Benz C -Class – C 180 Petrol version andC 200 CDI Diesel version, ‘Technologicaltrailblazers’ in its segment launched in India
Milestones and AMilestones and AMilestones and AMilestones and AMilestones and Awarwarwarwarwardsdsdsdsds
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June 2001
August 2001
September 2001
November 2001
December 2001
January 2002
February 2002
February 2002
March 2002
April 2002
May 2002
September 2002
October 2002
December 2002
January 2003
January 2003
February 2003
Mercedes-Benz India bags the Quality Award for theyear 2000 for ‘Best Mercedes-Benz Production Plant’Outside Germany for the 3rd consecutive year
Mercedes-Benz India announces its CBU Programmeto serve discerning customers in niche segment
Mercedes-Benz India becomes a100% subsidiaryof DaimlerChryslerThe name of the company is rechristenedDaimlerChrysler India Private Limited
For the calendar year 2001, the company postsnet profit of Rs. 40 crores
The new Mercedes C-200 CDI awarded theprestigious ‘Automotive Technology of the Year‘award by Overdrive, Auto Magazine & SIAM
DaimlerChrysler India further expands andstrengthens its dealer network of 15 Mercedes-Benz Showrooms and 17 Mercedes-Benz ServiceWorkshops across India
The new Mercedes C-200 CDI awarded thecoveted ‘Most Technologically Advanced Car of theYear‘ award by AutoCar Magazine & CNBC TV
DaimlerChrysler India launches a wide choice ofimported Mercedes cars e.g. M-Class, CLK-Class,SLK-Class and C-Class Sports Coupe for discerningcustomers in the niche segment
DaimlerChrysler India announces first of its kindcomprehensive one year ‘DaimlerChrysler IndiaMechatronics Programme’
DaimlerChrysler India celebrates the successful 1stanniversary of over 1000 proud owners of theMercedes C-Class
DaimlerChrysler India factory is awarded top 5-stars rating for Safety, Health and Environment
The new Mercedes-Benz E -Class – E 240 Petrolversion which points the way to the automotivefuture launched in India
For the calendar year 2002, the company postsnet profit of Rs. 39 croresThe new Mercedes M-Class wins the coveted‘Utility Car of the Year’ award from OverdriveMagazine & SIAM.
The new Mercedes E-240 wins the coveted‘Autotech Product of the Year’ award fromOverdrive Magazine & SIAM.
The new Mercedes E-240 awarded both thecoveted ‘Best Driver’s Car of the Year‘ and ‘MostTechnologically Advanced Car of the Year‘ awardsby AutoCar Magazine & CNBC TV
YYYYYearearearearear MilestonesMilestonesMilestonesMilestonesMilestones
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March 2003
March 2003
April 2003
June 2003
July 2003
August 2003
December 2003
The new E 220 Diesel version introducedsuccessfully in the Indian market
The new S-350 L petrol version introducedsuccessfully in the Indian market
The 10000th Mercedes-Benz car rolls off theDaimlerChrysler production plant in India
DaimlerChrysler India further strengthens andexpands its dealer network of 15 Mercedes-BenzShowrooms; 18 Mercedes-Benz Service Workshopsand 7 additional Mercedes-Benz Service Centresacross India
The new C-200 Kompressor with the new fourcylinder super-charged petrol engine for superbperformance successfully introduced
DaimlerChrysler India launches the Bio-dieselproject in India in collaboration with Council forScientific and Industrial Research (CSIR), India andHohenheim University, Germany
For the calendar year 2003, the company postsnet profit of Rs. 34 crores .
YYYYYearearearearear MilestonesMilestonesMilestonesMilestonesMilestones
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Ford Motor Companymanufactures and distributesautomobiles in 200 markets acrosssix continents. With more than327,000 employees worldwide,the company’s core and affiliatedautomotive brands include AstonMartin, Ford, Jaguar, Land Rover,Lincoln, Mazda, Mercury andVolvo. Ford Motor Companycelebrated its 100th anniversary onJune 16, 2003.
The year 1993 saw thederegulation of passenger carindustry in India. In November1995, with an objective to increaseits presence in the Asia-Pacificregion and to capture a share ofthe liberalized and high growthpassenger car industry in India,Ford established a joint venturecompany with Mahindra &Mahindra (M&M). The companywas re-christened Ford India Limited(FIL) in February 1999 with Fordholding the majority stake.
Ford India’s production plant andcorporate offices are located atMaraimalai Nagar over 350 acresand has the capacity tomanufacture upto 50,000 vehiclesper annum. With an investment ofRs.1,700 crore, Ford India employs
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Ford Ikon (5 variants), FordMondeo and Ford Endeavour
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1995
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: Over900 employees
• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence: FordMotor Company is present inover 200 countries
• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.india.ford.com,www.ford.com
MR. DAVID FRIEDMANManaging Director & President
PoisedPoisedPoisedPoisedPoisedto Capturto Capturto Capturto Capturto Captureeeeea Shara Shara Shara Shara Shareeeee
FORDFORDFORDFORDFORD
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a large, local workforce of about900 highly skilled personnel.
Ford India was the first subsidiaryof a multinational car manufacturerin India to launch a car designedspecifically for India. Thespecification of Ford Ikon has beenconsistently adapted to meet theneeds of customers. Ford India’sprimary focus has been on buildinga strong local supply base. The levelof localization of Ford Ikon is over90% currently.
encourage individuals activelyinvolved in environment relatedactivities. The Henry Ford ResearchChair was established at IIT,Chennai and Delhi for research inVehicle Emissions andBiomechanics, and TransportationSafety, respectively.
In the future, Ford India will furtherour commitment and help developthe Indian economy, engage morein the local community, continueto expand the product portfoliosuited to its customer needs,improve responsiveness to theirrequirements, continue to involvethe employees and theirsatisfaction with training andrewards and aim to meet higherstandards in environmentalprotection.
Indian auto industry has greatpotential and would be dependenton a strong domestic market. Thechallenges ahead are sustainedlevels of quality, capacity utilizationand attaining economies of scale.Stable Government policies, labourreforms, tax rationalization anddevelopment of infrastructurewould be crucial to theachievement of plans.
Ford India is closely involved incommunity development. Supporthas been given to programs in theareas of health, education anddisaster relief. The FordConservation and EnvironmentGrant Programme were initiated to
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General Motors India, a whollyowned subsidiary of GeneralMotors Corporation, USA hascompleted nearly 8 years ofoperation in India. With thesuccessful introduction of Opel andChevrolet models of cars, GM hasbrought to the Indian marketunmatched international standardsof product quality and customercare thereby proving to be the idealcar in terms of reliability, technologyand performance. The totalinvestment in GMI as of today isRs.1300 crores (approx. US $280million). The manufacturing plantis located at Halol near Baroda.
GM India has brought the latestmanufacturing processes andhuman factor practices to its HalolPlant and therefore is thebenchmark for advancedtechnologies in the Indianautomotive industry. Because ofGM’s long term commitment toIndia, besides producing and sellingcars, GMI has also pursuedpartnerships with Indian suppliersfor world-wide sourcing of GMcomponents from India. GM hasalso set up a Technical Centre at
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Opel carsChevrolet cars• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1996• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 1200
MR. ADITYA VIJManaging Director & President
UnmatchedUnmatchedUnmatchedUnmatchedUnmatchedInternationalInternationalInternationalInternationalInternationalStandarStandarStandarStandarStandards...ds...ds...ds...ds...
GENERAL MOTORS INDIAGENERAL MOTORS INDIAGENERAL MOTORS INDIAGENERAL MOTORS INDIAGENERAL MOTORS INDIA
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GMGMGMGMGM
Bangalore and it has become fullyoperational in September last year.The initial investment is around $21million and the center employsaround 300 people. The Centre isdeveloping computer-aided designand engineering items for use byGM’s overseas units. This is a 100%Export Oriented Unit.
GM India’s dealership network andafter sales support system are fullyfunctional and help assure totalcustomer satisfaction. As of today,it has nearly 50 dealers and over 70Authorised Service Outlets in 120locations spread across the countryto cater to the requirements of itsvalued customers. The coverage isbeing extended to 160 locations
within the next few months’ time.
GM India has a total workforce of1200 personnel excluding contractworkers. The present capacity ofthe plant is 25,000 cars per annumon a two shift basis and thecapacity is now being increased to
50,000 units. GMI’s state of the artHalol Plant received ISO 9002certification in 1998 and ISO 14001in environment managementsystem in 1999. Our plant also gotcertified to ISO-9000 2000 inJanuary 2002. The plant has beenrated as the best environmentfriendly automobile company inIndia by Centre for Science andEnvrionment.
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Hero Honda Motors is a jointventure between Honda MotorCompany of Japan and HeroGroup of India. The companycame into being in 1984 and thisyear (2004) heralds the completionof two decades of successfulrelationship.
Honda Motors entered the Indianmarket at a time when India hadinitiated liberalization. At that timeHonda was a leading manufacturerof two-wheelers in the world andwas the originator of four-stroketechnology.
Hero Group at that time was theworld’s single largest manufacturerof bicycles. For Honda Motors,the idea of joining hands withHero Cycles was to achieve aleadership position as a jointventure through a combinationof Japanese technologicalsuperiority with operationalexcellence. Thus, in 1983 Hondaentered into an agreementwith Hero to manufacturemotorcycles, incorporating four-stroke technology.
The factory, situated in Haryana,
TTTTTwo Decadeswo Decadeswo Decadeswo Decadeswo Decadesof Successfulof Successfulof Successfulof Successfulof SuccessfulRelationshipRelationshipRelationshipRelationshipRelationship
MR. A. KAZUSAJoint Managing Director
• Pr• Pr• Pr• Pr• Products and Seroducts and Seroducts and Seroducts and Seroducts and Service:vice:vice:vice:vice:Manufacture and Sale ofMotorcycles
• Y• Y• Y• Y• Year of Establishment:ear of Establishment:ear of Establishment:ear of Establishment:ear of Establishment: 1983
• T• T• T• T• Total Stafotal Stafotal Stafotal Stafotal Staff Strf Strf Strf Strf Strength: ength: ength: ength: ength: 4025
• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:Exports to about 20 countries
• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www. herohonda.com
HERO HONDA MOTORS LHERO HONDA MOTORS LHERO HONDA MOTORS LHERO HONDA MOTORS LHERO HONDA MOTORS LTDTDTDTDTD
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was built and became operational.The Haryana area at that time wasnot a locale developed wellenough to support the componentindustry. Hero Honda, however,made efforts to expand its businessnetwork to the area whilecontributing to developing ahealthy industrial infrastructurethere, sharing common philosophywith the ancillary parties involved.Based on the mutualunderstanding, Honda Motors wasable to share with Hero Honda itstechnology and relevant systems,which was quickly absorbed bylocal managers and engineers.Both partners conducted a seriesof extensive market surveys beforestarting to develop its first product,a 100-CC fuel-efficient motorcycle,which is popular even today.
The challenge for Hero Honda hasbeen to produce and offer productsof highest quality at reasonableprices. We together have beensuccessful in the undertaking, withour products now widely accepted
in both rural and urban areas.Today, our plants are beingoperated with great efficiency interms of productivity and costs. Thecompany has the vision ofachieving the status of a world-classorganization.
The company in 2001 producedmore than one million motorcyclesand became the world’s singlelargest two-wheeler manufacturer- a position it has held up untilnow. In the last fiscal year, thecompany produced a record highof 2.07 million motorcycles in theentire two-wheeler market of about5.6 million.
Hero Honda would like to continueits leadership stance going forwardand bring in new generations ofproducts in the two-wheelercategory including scooters. Ourtop priority is to ensure that everyHero Honda customer is a happycustomer. We are committed todoing whatever it takes to achievethis goal.
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SprSprSprSprSpreadingeadingeadingeadingeadingits Wings...its Wings...its Wings...its Wings...its Wings...
Toyota Kirloskar Motor PrivateLimited (TKM) was incorporated in1997, as a joint venture betweenToyota Motor Corporation, Japanand the Kirloskar Group. ToyotaMotor Corporation, the thirdlargest automobile manufacturerin the world, established in 1937,has spread its wings over 56plants in 26 countries and marketsits vehicles in more than 160countries.
Toyota Kirloskar Motor is headedby Mr. Atsushi Toyoshima, withable support from two DeputyManaging Directors, Mr. K. K.Swamy and Mr. Masatoshi Seki.
TKM plant is located in BidadiIndustrial Area, near Bangalorewhere about 2400 people worktogether to produce India’spremium Multi Purpose Vehicle –Qualis and world famouspassenger car – Corolla. Total paid-up capital has been Rs.700 croresand the production capacity is45,000 units per annum.
Guided by the principle of“Growing together”, Toyota hascontributed to the growth of
TOYOTTOYOTTOYOTTOYOTTOYOTA KIRLOSKARA KIRLOSKARA KIRLOSKARA KIRLOSKARA KIRLOSKAR
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:India’s premium Multi PurposeVehicle – Qualis and worldfamous passenger car – Corolla.• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1997• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 2400• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:56 plants in 26 countries;Vehicles marketed in more than160 countries• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.toyotabharat.com
MR. ATSUSHI TOYOSHIMAManaging Director
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automotive industry in eachcountry it operates in. In thisdirection, to support suppliercompanies and promote vendordevelopment, a global first – ToyotaTechno Park India (TTPI) has been
established in Bidadi. TTPI houses5 joint ventures which in turnsupply components to TKM. Withthe active support from TKM, manyToyota Group Companies haveestablished their units in andaround Bangalore, thus adding thetotal investment by the ToyotaGroup to the tune of Rs. 1700crores in the first phase itself. Topromote exports from India, Toyotais now establishing two EOU unitsto manufacture and exportTransmissions for its world-wideplants with an investment ofaround Rs. 360 crores.
The company has established 42state-of-art 3S (Sales, Service andSpare Parts) dealerships throughoutthe country, to provide maximumcustomer care and satisfaction. Tilldate, TKM has sold more than1,00,000 units of Qualis. TKM haslaunched its luxury passenger car-Camry to cater top end customers.Toyota Corolla, which has set asales record the world over, hasbeen introduced in India sinceFebruary 2004.
The TKM plant in Bidadi,surrounded by a greenbelt, meetsenvironmental standards andhas been certified ISO 14001compliant. The Company has
encouraged and guided itssuppliers and dealers to becomeISO 14001 certified companies. Tilldate, 35 suppliers of TKM havealready been certified as ISO 14001companies.
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MR. IAN GOMESCountry Managing Director
Many of our international clientshad made large investments in thecountry and were looking forglobal service levels fromprofessional advisory firms. Accessto our global resources and anunderstanding of local regulations,business nuances, etc couldcontribute significantly to their Indiastrategy.
The India practice of KPMG was setup in 1993. India was a reformingeconomy poised to grow at ahealthy rate. With liberalization,many of our international clientsand other global companies set upoperations here. Also, there was anexpectation that Indian companiesof significant scale and scope ofoperations would lead to anenhanced demand forinternational standard advisoryservices. Having set up offices inMumbai and Delhi, today we haveoffices in Bangalore, Hyderabad,Kolkata and Chennai.
KPMG tailored its India strategy tooffer advisory work in order tocomply with all Indian governmentand other relevant regulations. Thefirm aims to be an employer of
KPMGKPMGKPMGKPMGKPMG
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Audit; Tax & Regulatory;Advisory (Financial AdvisoryServices and Risk AdvisoryServices)• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established:1993• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: Accessto over 900 professionals• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:148 countries around theworld• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.in.kpmg.com
InternationalInternationalInternationalInternationalInternationalStandarStandarStandarStandarStandardddddAdvisorAdvisorAdvisorAdvisorAdvisoryyyyySerSerSerSerServicesvicesvicesvicesvices
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choice and our experience in Indiahas proven beyond doubt thatthe quality of people and thetalent available here is at par withthe best in the world. The firmoffers opportunities to Indianprofessionals to hone theirknowledge and skills throughinternational exposure.
India is a price sensitive market. Acritical challenge was tocommunicate the firm’s valueproposition and thought leadershipin the Indian context and leverageoff our international brand.
KPMG is committed to India andhas taken many initiatives toshowcase India amongst the KPMGinternational client base inparticular and the global businesscommunity in general. Indiancompanies are increasinglyoperating on a global scale and wehave assisted in their process ofglobal expansion. Also, we havesupported the entry of many
international companies in Indiaand continued providing value-adding services to them. In manycases, we have had the opportunityto advise progressive central andstate governments in their reform-based projects.
In India, just like we have seenglobally, we recognize that peopleare our greatest asset and the keybusiness differentiator. Wecontinuously strive to be anemployer of choice and retain focuson our clients.
With the Indian economy growingand Indian companies increasinglylooking at expanding both theirscale and scope of operations andcompeting at a global level, thereis likely to be an increasing needfor quality advisory services. Theemerging new economy sectorsand the revival of the old economyis likely to further provide animpetus for growth in the sector.
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ALLIED DOMECQALLIED DOMECQALLIED DOMECQALLIED DOMECQALLIED DOMECQ
Celebrating theCelebrating theCelebrating theCelebrating theCelebrating theSpirit of AchievementSpirit of AchievementSpirit of AchievementSpirit of AchievementSpirit of Achievement
Allied Domecq Spirits and Wine(India) Pvt Ltd. (ADSWI) is asubsidiary of Allied Domecq PLC,the second-largest spirits and winecompany in the world. Thecompany owns some of the topinternational premium spirit brandstogether with a range of fine winesfrom all over the world. The annualshipment of the company exceeds50 million cases.
Many of the world renowned spiritbrands come from the stable ofAllied Domecq. The companyidentified India as a potentialmarket for their brands and set upAllied Domecq Spirits and Wine(India) Pvt Ltd. in 1994. The Indianportfolio of Allied Domecq includespremium Scotch whisky Teacher’s50, Teacher’s Highland Crème, OldSmuggler Scotch, Rum and Gin andLong John. Allied’s flagship brandin India is Teacher’s Scotch whisky –a market leader in the scotch whiskysegment with a 40% market share.
The Allied Domecq brand portfoliohas been growing faster than theindustry growth. The Indian Scotchmarket has seen a growth of 8-10%annually. Overall, the Scotch market
MR. HARISH MOOLCHANDANIManaging Director
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Spirits and wines• Y• Y• Y• Y• Year established: ear established: ear established: ear established: ear established: 1994• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.allieddomecq.com
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is estimated to be 2% of the totalwhisky market. Teacher’s HighlandCream and Teacher’s 50 (premiumtwelve-year-old Scotch) enjoymarket leadership in their respectivesegments in the civil market.
The USP of the ADSWI range is itsoutstanding international flavourthat appeals to consumers acrossthe globe.
Allied now plans to venture into theTequila market by introducing oneof the leading international brandsSauza Tequila. The company alsoplans to launch one of its mostpreferred brands worldwide-Ballantines 17, a super premiumaged Scotch whisky.
With its own manufacturing facilityin Behror, Rajasthan, ADSWI hasmade considerable investments intechnology transfer to introduceworld-class distillation facilities thatcan be considered amongst the firstfew grain-based distillation plantsin the country. The facility hasundertaken extensive R&D in theareas of blending, bottling,alternative fuels and grains to makeits operation competitive.
ADSWI also conducts frequentconsumer researches to gauge theconsumer reactions. One suchsurvey was done to determinescotch-drinking habits across thecountry. According to the study, thescotch drinkers in India lay greater
emphasis on the imagery andbrand values offered by their bottleof scotch. Thus, Allied Domecq,identified “Achievement” as aplatform for its flagship brandTeacher’s Scotch Whisky. Thecompany undertook to drive this tothe consumers, with the Teacher’sAchievement Awards (TAA).
Celebrating the spirit ofachievement throughout thecountry, Allied organizes events andpromotions. Teacher’s Highnights isone such event that has receivedan overwhelming response fromthe consumers.
ADSWI also undertakes extensivescotch workshops popularlyknown as “Sense Your ScotchSessions” for F&B personnel,bartenders in leading hotelsand select connoisseurs. Thecompany’s master scotch expertconducts these sessions. Inaddition to the Allied Domecqscotch portfolio, the scotch masteralso educates the participants onother scotch brands, in keepingwith ADSWI’s true spirit ofconsumer education.
Realising its responsibility towardsthe society, ADSWI is also afounding member and leadingparticipant for sensible drinking inalliance with SASPI, an NGO,whose agenda is to promoteresponsible drinking.
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ELECTROLUXELECTROLUXELECTROLUXELECTROLUXELECTROLUX
Electrolux Group, a US$ 17 billioncompany, is the world’s largestproducer of powered appliancesfor kitchen, cleaning and outdooruse. The World’s No. 1 choice forhome appliances, Electrolux Group,has presence in more than 150countries globally. Every yearcustomers across the globe buymore than 55 million products fromthe Group’s wide product range.
ELECTROLUX – INNOVELECTROLUX – INNOVELECTROLUX – INNOVELECTROLUX – INNOVELECTROLUX – INNOVAAAAATION ISTION ISTION ISTION ISTION ISTHE KEYTHE KEYTHE KEYTHE KEYTHE KEY
Electrolux has always prided itselfon its desire to be at the center ofinnovative and technologicalprogress within its sector. Drivinginnovation forward over the yearshas made the company a leadingplayer in the international appliancemarket. The Group’s consistentfocus of growing throughinnovation and insightful customercomprehension has led it to berated as one of the most advancedand customer centric companies.
Some of the company’s productslike TTTTTr i lobi te - r i lobi te - r i lobi te - r i lobi te - r i lobi te - wor ld ’wor ld ’wor ld ’wor ld ’wor ld ’s f i r s ts f i r s ts f i r s ts f i r s ts f i r s tautomat ic vaccum cleanerautomat ic vaccum cleanerautomat ic vaccum cleanerautomat ic vaccum cleanerautomat ic vaccum cleaner,,,,,ElectrElectrElectrElectrElectrolux rolux rolux rolux rolux refrigerator modelefrigerator modelefrigerator modelefrigerator modelefrigerator model
Nurturing HopesNurturing HopesNurturing HopesNurturing HopesNurturing Hopes& Nourishing Life& Nourishing Life& Nourishing Life& Nourishing Life& Nourishing Life
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Appliances and equipment forkitchen, cleaning and outdooruse• Y• Y• Y• Y• Year established: ear established: ear established: ear established: ear established: 1995• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength: ength: ength: ength: ength: 1500• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:more than150 countries• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.electrolux.co.in
MR. RAJEEV KARWALChairman & Managing Director
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ER8100B- ER8100B- ER8100B- ER8100B- ER8100B- EurEurEurEurEurope’ope’ope’ope’ope’s most eners most eners most eners most eners most energygygygygyefefefefefficient rficient rficient rficient rficient refrigerator that costs lessefrigerator that costs lessefrigerator that costs lessefrigerator that costs lessefrigerator that costs lessthan a single 25 watt light bulbthan a single 25 watt light bulbthan a single 25 watt light bulbthan a single 25 watt light bulbthan a single 25 watt light bulbto operateto operateto operateto operateto operate, T, T, T, T, Tamanna- amanna- amanna- amanna- amanna- world’world’world’world’world’s firsts firsts firsts firsts firstrrrrrefrigerator with FM radio andefrigerator with FM radio andefrigerator with FM radio andefrigerator with FM radio andefrigerator with FM radio andmessage rmessage rmessage rmessage rmessage recorecorecorecorecorderderderderder, , , , , ElectrElectrElectrElectrElectroluxoluxoluxoluxoluxAutomowerAutomowerAutomowerAutomowerAutomower- - - - - a self driven lawna self driven lawna self driven lawna self driven lawna self driven lawnmover that operates fu l lymover that operates fu l lymover that operates fu l lymover that operates fu l lymover that operates fu l lyindependentlyindependentlyindependentlyindependentlyindependently, , , , , BijleeBijleeBijleeBijleeBijlee- world’- world’- world’- world’- world’s firsts firsts firsts firsts firstrrrrrefrigerator that runs withoutefrigerator that runs withoutefrigerator that runs withoutefrigerator that runs withoutefrigerator that runs withoutelectr ic i ty arelectr ic i ty arelectr ic i ty arelectr ic i ty arelectr ic i ty areeeee a testimony ofcompany’s constant thrust on theinnovation.
In India, Electrolux has establisheditself among the top brands interms of consumer awareness andbrand recall. With consumerawareness increasing rapidly andproduct parity becoming a reality,brands have become moreimportant over the years.Therefore, as a strategic initiative,Electrolux decided to focus on asingle brand - Electrolux. All theproducts in the four categories thatcompany operates in –Refrigerators, Washing Machines,
Microwave Ovens and Airconditioners are marketed undersingle brand name-Electrolux.
WWWWWomenomenomenomenomen- are the core targetaudience for Electrolux at theproduct development stage itself.Through consumer foresight,Electrolux not only anticipates herneeds, desires and aspirations butalso gives attention to the smallestof small details of her life. Electroluxbelieves in manufacturing what thecustomers need rather than sellingwhat it manufactures!!
The extensive understanding of theconsumer’s needs, desires,aspirations and dreams hasenabled the company to not onlydevelop products like WWWWWashy Tashy Tashy Tashy Tashy Talkyalkyalkyalkyalky,,,,,TTTTTamanna and Bi j leeamanna and Bi j leeamanna and Bi j leeamanna and Bi j leeamanna and Bi j lee but alsounique programmes like ElectrElectrElectrElectrElectroluxoluxoluxoluxoluxFemme ForFemme ForFemme ForFemme ForFemme Forcecececece- a self defenseprogramme for women in Delhi.Every product and each innovationat Electrolux is focused on makingher life simpler and an enjoyableexperience.
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• Pr• Pr• Pr• Pr• Product / Seroduct / Seroduct / Seroduct / Seroduct / Services:vices:vices:vices:vices:Manufacturing /marketing ofsafety razor bladessafety razorsshaving systems & cartridgestoiletriesalkaline batteriesoral care products
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1985-Indian operations started.
• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.gillette.com
GILLETTEGILLETTEGILLETTEGILLETTEGILLETTE
The Gillette Company beganoperations in India in 1985,through a joint venture with theSaroj Poddar Group. The companywas then known as Indian ShavingProducts Ltd. (ISPL). Notably, thecompany entered India longbefore economic liberalization.Commercial production started in1986 with stainless steel double-edged blades. Through a series ofacquisitions, the companyexpanded its production capabilityand its portfolio. In 1987, ISPLacquired Sharpedge fromHindustan Lever and Escorts. In1995, Wiltech was acquired fromthe RPG group, while Duracell wasacquired globally and in India in1977. In the same year, Prudentwas acquired from Parle. In 2000,Duracell and Wilkinson mergedwith ISPL and the company cameto be called Gillette India Limited.
The product portfolio saw equallydramatic growth. The companywas first to launch twin blades inIndia in 1989, followed by thelaunch of shaving systems, razorsand shave creams in 1990. GillettePresto launched in 1993 was the
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MR. SAROJ KUMAR PODDARChairman
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first Disposable razor in India. In thecoming years, presto longhandle,Ready II and Sensor Excel werelaunched. In 1995, the companybrought its first offering for ladiesthrough Braun Silkepil, followed bySensor Excel shaving system forwomen in 1997. Oral B launchedits first product in the value segmentin 1995. In the new millennium, keylandmarks were the setting up oflegal entities in Sri Lanka andBangladesh, while in 2003, Gilletteintroduced Vector Plus, as productdesigned exclusively for the Indianshaver, and Indian condition.
Offering the Indian consumerworld-class product in malegrooming, alkaline batteries andoral-care products, Gillette India’ssuccess is an outcome of a strongculture of innovation based onkeen understanding of the needsof the Indian consumer. Thecompany has continuously appliedthe best of Gillette technology to
meet the local ambient conditions.
Intensive research anddevelopment, product innovation,functional excellence and
enhanced organizationalcapabilities have translated intohuge success that Gillette is today.The company has seen excellentsales performance, backed by aprofitability improvement strategy.Strong franchise growth andeffective cost management havealso contributed to highlysuccessful operation.
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In 1968 Philip Morris, the proudowner of the Marlboro brand,acquired substantial holding inGodfrey Phillips UK. This wasfollowed by major initiatives toreorganize operations in India,including merger of De Macropolo& Co Ltd with Godfrey PhillipsIndia Ltd.
In 1979, the Modi Group acquiredsubstantial shareholding and tookover the management of GodfreyPhillips. The Group had had noexperience in the cigarette businessthus far, but our decision wasstrategic, driven by the fact that wesaw immense potential in thebusiness.
At that point, Godfrey Phillips hada market capitalization of only Rs.27million and with antiquatedmachinery working at 50%efficiency; the PAT was about Rs.2.4 million. Share value was atRs.10/-. Gross sales were at a smallRs.900 million, and in a market withfive players, Godfrey Phillips camea poor fifth. Our task was to makeGodfrey Phillips not merely asuccessful business, but a thrivingone. In stark contrast to western
GODFREY PHILLIPSGODFREY PHILLIPSGODFREY PHILLIPSGODFREY PHILLIPSGODFREY PHILLIPS
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Tobacco products
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1936
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 1354as in 2003
• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:Middle East, Republic ofGuinea, Sierra Leone andGambie
• W• W• W• W• Websiteebsiteebsiteebsiteebsite:www.godfreyphillips.com
MR. K. K. MODIPresident
India’India’India’India’India’s s s s s SSSSSecondecondecondecondecondLLLLLararararargest Tgest Tgest Tgest Tgest TobaccoobaccoobaccoobaccoobaccoCompanyCompanyCompanyCompanyCompany
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trends, bidis, snuff and chewingtobacco account for 86% of India’stobacco consumption.
In the face of distinct consumerprofiles and diverse preferences,Godfrey Phillips has today createdan enviable position for itself inthe industry. We are now India’ssecond largest Tobacco Company,and enjoy a 12% market share.In 2003-04, the company clockeda turnover of over Rs.11,758million compared to Rs. 900 millionin 1979.
The company’s market capitalizationhas grown to about Rs 4,000million, and in 2003-04 postedprofits worth Rs 520 million. Thecompany’s share value has grownto Rs. 1,496 (including thebonus shares in the ratio of 1:1offered twice in the last decade).Further, the company offered a17% dividend per equity share in2002-03.
Our manufacturing facilities inMaharashtra and Uttar Pradesh aredesigned to be the best in thecountry, and boast of one of thehighest productivity rates of workers.
Investments in plant modernizationhave increased manufacturingefficiencies to 90%. A furtherinvestment of Rs.600 crore over thenext five years is being planned.
The company manufactures mostpopular cigarette brands like Redand White, Four Square, Jaisalmer,Cavanders, Maxus, Tipper andPrince. Its products are distributed
through an extensive India widenetwork comprising 484 exclusivedistributors and over 800,000retail outlets.
Godfrey Phillips has also tied upwith Altadis USA, the world’s largestCigar Company to market itspopular brands like Hava Tampa,the upmarket Santa Damiana andthe Don Diego.
The risk we took way back in 1979has paid off. During 2002-03 and2003-04, the company notchedphenomenal growths at 14% and8.3% respectively surpassingindustry growth of around 4%.Export volumes in 03-04 grew by36% over 2002-03, constitutingover 15% of domestic volume.
To give a renewed thrust to itsgrowth plans the company recentlyrestructured to form two divisions -domestic and international - eachheaded by an independent CEO.A focus on research and innovationalso saw the creation of adedicated Innovation Teamrecently to develop new products.
Godfrey Phillips has emerged todayas a professionally managed, highlyefficient corporate entity. Givenrecent restrictions on publiccommunication / advertising, theway forward is challenging yetagain, but Godfrey Phillips areconfident we will emerge stronger,given our passion to excel,innovate and win, and to fulfill ourvision - ‘to become the leadingtobacco player in India and beyond’.
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LG Electronics operations in Indiainclude its Consumer Electronics,Home Appliances, IT and telecomdivision. It is a wholly ownedsubsidiary of LG Electronics, SouthKorea and was established in Indiain 1997. The company is one of theyoungest consumer durablebrands in the country today.Headquartered in Greater Noida,the company has 40 branches and65 remote area offices with 182authorised service centres backedby 23 call centres
Since its foray into the Indianmarket, LG Electronics has emergedas a leading provider of high-techConsumer Electronics and HomeAppliances. The company enjoysleadership in all product categoriesthat it is currently selling. The LGElectronics portfolio comprises ofstate-of-the-art ConsumerElectronics and Home ApplianceProducts.
Having attained a leadershipposition in all segments, thecompany aims to capture a sizablemarket share in the GSM segmentalso. The company is the fifthlargest mobile maker in the world
Leadership inLeadership inLeadership inLeadership inLeadership inall Categoriesall Categoriesall Categoriesall Categoriesall Categories
PEPSIPEPSIPEPSIPEPSIPEPSILGLGLGLGLG
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Consumer Electronics, HomeAppliances, IT and Telecom
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1997
• W• W• W• W• Websiteebsiteebsiteebsiteebsite: www.lgindia.com
MR. KWANG RO KIMManaging Director
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and plans to bring a range ofmobile gizmos to the Indianconsumer. LG will be introducingnew models, which will also haveunique technology and superiordesigns.
LG set up a state-of-the artmanufacturing facility at GreaterNoida, in 1998, with an investmentof Rs.500 crore. The facilitymanufactures Colour Televisions,semi-automatic washing machines,top loading fully automaticwashing machines, air-conditioners, microwave ovens,direct cool refrigerators and frostfree refrigerators and monitors. Themanufacturing plant has beendesigned at par with theinternational standards in Korea,securing and absorbing the besttechnologies and recruiting andtraining the best people at all levelsof its operations. The plant is oneof the most eco-friendly unitsamongst all LG manufacturingplants worldwide. This unit hasadded a new Compressor Plant in
2003 for direct cool and frost-freerefrigerators.
Its second manufacturing unit inPune will become operationalin 2004.
LG India is also committed toCorporate Social ResponsibilityCorporate Social ResponsibilityCorporate Social ResponsibilityCorporate Social ResponsibilityCorporate Social Responsibility.LGEIL has adopted about 24villages around our Greater Noidafacility. LG extends Free MedicalCare, which comprises of free checkups and a free distribution ofmedicines. LGEIL is also generatingself-employment opportunities forthe people in the form of tailoring,knitting, etc. LG also sendsveterinary doctors regularly to thesevillages. LG India is one of the veryfew companies in the countrythat has an internal Energy,Environment, Safety and HealthDepartment. This function caters toactivities like Energy Conservation,Environmental Issues, Work PlaceFire and Safety as well asOccupational Health for the benefitof the employees.
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Nestlé India is a vibrant Companythat provides consumers in Indiawith products of global standardsand is acknowledged amongstIndia’s “Most Respected Companies”and amongst the “Top WealthCreators of India”. Nestlé hascontributed significantly to thecountry’s industrial developmentand has become an integral partof the social fabric.
Nestlé’s relationship with India datesback to 1912, when it begantrading as ‘ The Nestlé and AngloSwiss Condensed Milk Company(Export) Ltd.’ importing and sellingfinished products in the Indianmarket.
After India’s independence in 1947,the economic policies of the IndianGovernment emphasised the needfor local production. Nestléresponded to India’s aspirations byforming a Company in India andset up its first factory in 1961 atMoga, Punjab where theGovernment wanted Nestlé todevelop the milk economy.
The initial years of Nestlé’smanufacturing operations were
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MR. CARLO DONATIChairman & Managing Director
Becoming anBecoming anBecoming anBecoming anBecoming anIntegral Part ofIntegral Part ofIntegral Part ofIntegral Part ofIntegral Part ofthe Social Fabricthe Social Fabricthe Social Fabricthe Social Fabricthe Social Fabric
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Manufacturing and marketingprocessed foods• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1959• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength:Over 3100• International pr• International pr• International pr• International pr• International presence :esence :esence :esence :esence :Present in 86 countries
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challenging years. There was a lackof basic infrastructure forindustrialization. Social traditionsmade the farmer reluctant to sellmilk for commercial purposes andthe supply of milk for viablecommercial production wasunpredictable. Moga tested Nestlé’sendurance and belief in India.
Nestlé overcame the obstaclesthrough perseverance, commit-ment and by understanding thelocal community.
In Moga, Nestlé encouragedsystematic development andinjected resources into the system.It worked with the local communityto gradually build confidence in themilk trade without compromisingcustoms and sentiments. TheCompany introduced Nestlé’sAgricultural Services to educate,advise and help the farmers in avariety of aspects. The Companyinvested substantially to establishmilk collection centers, with coolingtanks and milking machines andfarmers were provided training inbreeding and feeding practices andmethods to increase the yield oftheir herds. Nestlé’s efforts had amultiplier effect on thedevelopment of the region andtransformed Moga into aprosperous and vibrant milk district.
While liberalization of the economyand Government controls cameabout only in the 1990s, Nestlé’slong term commitment to India hasbeen evident throughout its ninedecades in the country.
Nestlé has made regular andsubstantial investments andestablished that it is here to stay.
Even though changes in thelaws governing multinationalcompanies forced it to reduce itsequity holding from 69% to 40%in 1978, Nestlé continued tosteadily increase capacity. TheCompany has focused its efforts tobetter understand the changinglifestyle of modern India andanticipate consumer needs inorder to provide nutrition,convenience and wellnessthrough its products. Nestlé Indiamanufactures products of trulyInternational quality underInternationally famous brandnames such as MILKMAID,NESCAFE, CERELAC, LACTOGEN,MAGGI, KITKAT and others,supported by the Nestlé ‘ Seal OfGuarantee.’ The Company’s accessto the Nestlé Group’s proprietarytechnology/brands, expertise andthe extensive centralized Researchand Development facilities gives ita distinct advantage in theseefforts.
Nestlé India today operates with sixfactories and 13 co-packers whereproducts are manufactured to ourspecifications and under NestléIndia’s quality assurance. NestléIndia’s first factory in Moga [ Punjab]was followed by Choladi [TamilNadu] in 1967, Nanjangud[Karnataka] in 1989, Samalkha[Haryana] in 1993, Ponda andBicholim [Goa] in 1995 and 1997respectively. The journey fromMoga to Ponda has uplifted thequality of life of people andcommunities through Nestlé’sactivities. It’s policy of integratingitself with people and communitieshas earned it respect and trust fromevery strata of society it comes incontact with.
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PepsiCo entered India in 1989 andremains firmly committed to theIndian market. PepsiCo’s success inIndia centers around a strong focuson relentlessly satisfying anddelighting Indian consumers. Andthis was achieved by forging strongrelationships with local franchisepartners, distributors and suppliersand building an immenselytalented local workforce, who havehelped us become a “growthcompany like no other.”
Since its entry into India, PepsiCohas provided direct and indirectemployment to more than 60,000Indian people, and has made majorlong-term investments of overU.S.$700 million. Theseinvestments cover productionfacilities (41 plants), distributionnetworks, brand-building, trainingand development, agro-technology transfer, andcommunity outreach programms.
PepsiCo’s major product lines –Pepsi-Cola; Diet Pepsi, 7Up;Mirinda; Mountain Dew; Tropicana100% juices and Slice juice drinks,Aquafina packaged drinking water,plus local brand Lehar Evervess
PEPSIPEPSIPEPSIPEPSIPEPSIPEPSICOPEPSICOPEPSICOPEPSICOPEPSICO
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Beverages, Snack Foods, Agrotechnology• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1989• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength:More than 3000
MR. RAJEEV BAKSHIChief Executive Officer
DelightingDelightingDelightingDelightingDelightingIndianIndianIndianIndianIndianconsumersconsumersconsumersconsumersconsumers
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Soda and Dukes Lemonade andMangola all have a strong presencein India, and are well-positioned forcontinued growth. Recently PepsiIndia tied up with Hindustan LeversLtd., to make available Lipton hotand cold teas and Bru coffee toconsumers. Frito Lay, the snackfoods division and themanufacturer of leading brandssuch as Lay’s Potato Chips, LeharNamkeen, Lehar Kurkure andCheetos fun snacks in India are alsopoised for strong growth.
Given the extraordinary resultsachieved to-date and the brightprospects for the future, PepsiCoremains firmly committed to theIndian market – a market full ofexciting challenges and untappedopportunities.
Business HighlightsBusiness HighlightsBusiness HighlightsBusiness HighlightsBusiness Highlights
• TTTTTotal Investment:otal Investment:otal Investment:otal Investment:otal Investment: PepsiCo andits partners have invested morethan U.S. $700 million in India since1989. (U.S.$500 million directly byPepsiCo).
• TTTTTotal Employment:otal Employment:otal Employment:otal Employment:otal Employment: Together,PepsiCo Beverages and Frito Layoperations in India directly employmore than 3,000 people. Indirectemployment is estimated at morethan 60,000 people.
• BeveragesBeveragesBeveragesBeveragesBeverages: 37 bottlingplants, plus 1 company-ownedconcentrate plant. Product Range:Pepsi-Cola; Diet Pepsi, 7Up; Mirindaflavours-Orange and Lemon;Mountain Dew; Slice flavours –
Mango, Orange and Litchi;Tropicana 100% juices - Orange;Grape, Apple, Pineapple and MixedFruit, Aquafina packaged drinkingwater, plus local brands LeharEvervess Soda, Dukes Lemonadeand Mangola.
• Snack-Foods:Snack-Foods:Snack-Foods:Snack-Foods:Snack-Foods: Frito Lay ownstwo snack-food plants – located inChanno, Punjab, and Pune,Maharashtra, as well as aconversion unit at Faridabad.
Product Range: Frito Lay’s Snackfood business includes potatochips, extruded snacks & thetraditional ‘namkeen’ segments.Frito-Lay leads the branded potatochip market with its flagship brandLay’s. Its other brands are the locallyacquired Uncle Chipps; Cheetos inthe extruded segment and Kurkureand Lehar in the traditional‘namkeen’ category.
• AgrAgrAgrAgrAgro-To-To-To-To-Technology: echnology: echnology: echnology: echnology: A U.S.$1.5million, comprehensive agro-technology program, developed incooperation with the PunjabAgriculture University and Pepsi hasintroduced programms across Indiato help thousands of local farmersimprove the yield and quality ofagricultural products.
• Export DevelopmentExport DevelopmentExport DevelopmentExport DevelopmentExport Development: PepsiCohas emerged as a substantialcontributor of exports from India,growing its exports business fromU.S.$3 million in 1991, U.S.$60million today.
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Amway India is a 100 per centsubsidiary of Amway Corporation,Ada, Michigan, USA. AmwayCorporation is one of the largestDirect Selling companies in theworld with presence in 88 countriesand territories. Established in 1995,Amway India commencedcommercial operations in May,1998 and has emerged as thelargest Direct Selling company inthe country. The company isheadquartered at New Delhi.Amway has invested in excess ofUS$35 million (Rs.151 crore) inIndia. Of this, US$6 million (Rs.26crore) is in the form of direct foreigninvestment.
Amway India has 345 full-timeemployees and has generatedindirect employment for 1,650persons at all the contractmanufacturer locations. Thecompany has provided the incomegenerating opportunity to over4,00,000 active Amway BusinessOwners. Amway India’s productportfolio comprises of over 52products in four categories –Personal care, Home Care,Cosmetics and Nutrition and
PrPrPrPrPresenting theesenting theesenting theesenting theesenting theBest BusinessBest BusinessBest BusinessBest BusinessBest BusinessOpportunityOpportunityOpportunityOpportunityOpportunity
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Personal Care, Home Care,Cosmetics, Nutrition &Wellness
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1995
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 345
• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:Present in 88 countries
• W• W• W• W• Websiteebsiteebsiteebsiteebsite:www.amwayindia.com
MR. WILLIAM S. PINCKNEYManaging Director
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Wellness category. 85 per cent ofAmway India products aremanufactured in India through sixthird-party contract manufacturers.Amway India provides free andunlimited training to all itsdistributors to help them grow theirbusiness. Amway India has over4,00,000 active Amway BusinessOwners spread across the country.Amway India recorded a salesturnover in excess of Rs.625 crorein 2003-04.
The opening up of the Indianeconomy in the nineties providedthe trigger to Amway Corporationto seriously consider India as amarket. Amway India Enterprise, awholly-owned subsidiary of AmwayCorporation, USA was set up in1995. The commercial operationwas launched in 1998.
We viewed India as a long-termprospect. We introduced a newdistribution model. We adopted theconcept of Pick-up Centres (PUCs).Every PUC is a full service centre,from where Amway BusinessOwners (ABOs) can buy products,
receive free training and get alltheir questions answered. Today,Amway has 48 offices, 97 citywarehouses spread across thecountry.
We made another change byoffering our products in multiplepack sizes. India is the only country,where Amway products areavailable in multiple pack sizesincluding sachets. It is our ability toadapt, which has made AmwayIndia the largest direct sellingcompany of the country. Our goalis to make Amway Business asthe “Best Business Opportunity”in India.
The biggest challenge to the directselling industry is from fly-by-nightoperators; who feed off the hugepotential of the direct sellingindustry by peddling moneycirculation schemes in the name ofdirect selling business by promisingthem easy fortunes. Indian DirectSelling Association, a body ofreputed multinational and Indiandirect selling companies, is fightingthis menace.
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• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice: Foodstorage, preparation andserving items.• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1996• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:More than 100 countries• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.tupperwareindia.com
TUPPERTUPPERTUPPERTUPPERTUPPERWWWWWARE INDIAARE INDIAARE INDIAARE INDIAARE INDIA
Tupperware India is today thesecond largest direct sellingcompany in India. The companystarted its operations in India in1996 and since then has carved outa niche for itself in the plasticstorage and serving industry. Thepath was definitely not easy. Thiswas the time when most of theMNCs started operations in India,encouraged by the LPG(L ibera l i sa t ion -P r i va t i sa t ion -Globalisation) phenomenonsweeping across the country.Tupperware chose to be amongthe pioneers of the industry in India,that it rightly felt would be one ofthe sunrise sectors of the economy.
The company made a modestbeginning, starting out with only ahandful of products from its best-selling international range and thesupport of a few consultants. Thisportfolio has since then grown toover 85 products and a salesforce of50,000 women. Encouraged by thesuccess of the all women salesforce,direct selling has become one of themost viable career options forwomen today. This has donewonders for Tupperware.
MR. KANWAR S. BHUTANIManaging Director
CarCarCarCarCarvingvingvingvingvingOut a NicheOut a NicheOut a NicheOut a NicheOut a Niche
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Most marketers would agree thatthe diversities of the Indian marketwarrant a truly Indianisedapproach. In a country wherechange is accepted gradually,Tupperware has moved with duedeference to consumer trends buthas also pioneered new ones instoring and serving. Its products arerenowned for their high quality anddependability. The approach,however, was not easy. The ideaof plastic as an effective cookingand storing medium was nearlyalien to the Indian housewife. Thiswas a major hurdle but the ableTupperware Salesforce hassuccessfully overcome thischallenge. Today, Tupperware’sreputation has trickled into mosthouseholds.
Says Mr. Kanwar S Bhutani M DTupperware India, “The experienceof working with an all-womenSalesforce has been both arewarding and enrichingexperience. It has made us sensitiveand respectful of the aspirations oftoday’s decision makers in thefamily, namely women. I believe thebest of marketing campaigns andcareers are made here in India.”Relying on innate strengths ofinnovation and diligent adherenceto people policies, Tupperware hasbroken ground in several areas. Itsunique Party Plan method of sellingis in refreshing contrast to the
normal multi-level marketing bycompanies.
In its tenure of eight years in India,Tupperware India has emerged ontop, as the fastest growing marketsfor Tupperware in Asia. Withrevenues having touched Rs.100crore already, the company isgearing up to meet its target ofRs.206 crore by 2006. Indigenousproducts will be one of the keygrowth drivers in the future forTupperware.
Mr Kanwar S Bhutani took over thereins of the company in 2000. Sincethen it has been his conscientiousdecision to make Tupperwareproducts available across the lengthand breadth of the country.Focussing on customizing productsto suit needs of Indian consumers,
Tupperware under Mr Bhutani’sleadership has come to beassociated with the key attributesof quality and value for money. Bydint of these efforts Tupperware hasa loyal and motivated Salesforcethat is growing by the day. It isremarkable that within a span ofjust eight years Tupperware hasmade inroads into 48 cities acrossthe country.
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ABB (www.abb.com) is a globalleader in power and automationtechnologies that enable utility andindustry customers to improveperformance while loweringenvironmental impact. The ABBGroup of companies operates inaround 100 countries and employsabout 113,000 people. In India,ABB has a long standing heritage,spanning several decades, settingup extensive manufacturing andmarketing operations, as part of its“Think Global Act Local” philosophy.The company is listed on the Indianstock exchanges with 48% equityholding in the hands of institutionsand the public. Moreover, thecompany has brought to thecountry the latest in cutting edgetechnologies.
ABB in India currently employsaround 3,200 people with acountrywide presence with 8manufacturing units, 25 marketingoffices, 4 service centres, a nationalnetwork of around 400 channelpartners and two global R&Dcentres.The company registered aturnover of over Rs.1500 crore(Dec 2003).
ABB’s Power Technologies Divisionserves utilities as well as industrial
ABBABBABBABBABB
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Power and AutomationTechnologies• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 3200• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence: 100countries• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.abb.com
MR. RAVI UPPALChief Executive Officer
Think GlobalThink GlobalThink GlobalThink GlobalThink GlobalAct LocalAct LocalAct LocalAct LocalAct Local
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and commercial customers, with abroad range of products, servicesand solutions for powertransmission and distribution. Theportfolio includes transformers,switchgear, circuit breakers andcapacitors as well as a completerange of high and medium voltageapplications. ABB’s solutions helpcarry electricity to consumers bydelivering end-to-end solutions andplaying a key role in electrificationand energy projects, both new andretrofit. ABB has pioneered severaltechnologies in India including theintroduction of self-blast SF6technology, High Voltage DirectCurrent (HVDC), Static VarCompensation (SVC), first 400 kVswitchyard, first IPP, turnkeysubstation for the first bargemounted IPP, Flexible ACTransmission System (FACTS) andmany more.
As part of ABB’s global optimisationphilosophy, ABB India’s state-of-the-art manufacturing facilities inVadodara and Nashik have beendesignated as global sourcingbases for a range of high andmedium voltage circuit breakers aswell as magnetic actuators. Severalother products and componentsmanufactured in India areincreasingly being exported acrossthe world. The company is alsoexecuting projects in internationalmarkets.
The Automation TechnologiesDivision serves customers across theindustry spectrum, be it process,manufacturing or consumerindustries. ABB’s competitive edgeis its unparalleled domain expertiseand cutting-edge technologieswhich include a comprehensiveportfolio comprising IndustrialIT
based measurement, control,instrumentation, process analytics,drives, motors, power electronics,
robots, software, low voltageproducts, field maintenance andasset management services. Theoffering includes completeelectricals, process control &automation and a broad range ofsoftware applications.
As part of its triple bottom lineapproach, ABB strives to balanceeconomic, environmental andsocial objectives as an integral partof its business activities. Theseencompass the development ofeco-efficient products and systems,adherence to environmental lawsand regulations and contribution tosocial development, to name a few.All manufacturing units in Indiamaintain their ISO 14001certification and a wide range ofenvironmental managementprojects are being implementedacross the country, ranging fromrecycling and conservation ofnatural resources to greeninginitiatives. On the socialresponsibility front, the companyplays an active part by living itscommitment to sustainability.
India is one of ABB’s key focuscountries, and one of thecompany’s fastest growingoperations and continues to enjoythe whole-hearted support of theGroup management. In addition toserving the Indian market withstate-of-the-art power andautomation technologies to helpdevelop India’s power transmission& distribution infrastructure andmake industries more efficient, thecompany is increasingly leveragingIndia as an important R&D resourceas well as a regional and globalsourcing base. This includesdeveloping regional markets,outsourcing of products andcomponents as well as leveragingthe skill base and domain expertisefor projects and services.
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Shell is a name widely known inIndia. Its presence in India goesback to 1928, when ‘Burmah Shell’was formed. Exiting in the wake ofthe nationalization programme of1974, Shell returned to India in1994, with a lubricant JV, BharatShell Limited.
Our aspiration upon our return toIndia was indeed to re-establishourselves as a leading player in theoil & gas and renewable energysector. In the last ten years Shell hasset up its businesses in lubricants,LPG, solar, LNG (liquefied naturalgas) and bitumen. Our LNGimportation and regassificationterminal at Hazira in Gujarat is thefirst private venture of its kind inIndia and the second LNGimportation project to go onstream. This infrastructure projectcomes at a time when India islooking to significantly augment itsenergy supplies, in order to matchthe growing national demand. TheUSD 600 million Hazira Port andLNG terminal, is on target to delivergas by the end of 2004.
Shell is the only multinational fuelretailing company that has received
SHELLSHELLSHELLSHELLSHELL
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Natural gas (LNG), LPG,Petrochemicals and solarenergy• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1994• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:Global presence• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.shell.com/india
MR. VIKRAM MEHTACountry Chairman
The FuturThe FuturThe FuturThe FuturThe Future Holdse Holdse Holdse Holdse HoldsBright OpportunitiesBright OpportunitiesBright OpportunitiesBright OpportunitiesBright Opportunities
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a marketing licence which allowsus to establish up to 2,000 fuel retailstations all over India. The first batchof Shell outlets in India is to be setup within the year 2004.
We are present in the solarphotovoltaic home lighting marketin rural parts of South India, wherewe have developed our owninnovative marketing and businessmodels. Our lubricants businesseshave national reach and Shell Gas(LPG) remains competitive in ahighly distorted market.
The Government’s policy of ‘phasedderegulation’ restricts the pace ofgrowth in the energy industry. Thecontinuance of the subsidy regimein LPG and the de-facto regulationof fuel prices in the market despitestated government intent to doaway with it are examples of themarket distortions that need to beremoved for the energy industryto grow.
Shell is rated as the world’s third-largest integrated energy company,with operations across the globe.Our ten operating companiesdemonstrate our commitment tothe energy sector in India andwe continually evaluate allopportunities to develop ourbusinesses further. There will alwaysbe twists and turns on the road, butwe do believe that the future holdsbright opportunities and thatShell is well-placed to make use ofthose opportunities.
We are a USD 800 million businessin India, making Shell one of thelargest FDI investors in the country.Our social investment programmesare in the region of USD 1.5 millionannually, delivering social andenvironmental benefits tocommunities all over the country.
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BBCBBCBBCBBCBBC
BBC World Service Television waslaunched in 1991 to serve Asia andthe Middle East. We have a comea long way since then! The legacyof the “Beeb” runs over severaldecades now.
BBC World television was launchedin India in 1995. Viewers turn toBBC World for its analysis and in-depth coverage. BBC World givesimpartial, accurate, comprehensiveassessments of events from aninternational perspective.
Whether it has been the50th anniversary of India’sindependence, the country’s recentgeneral elections, the Hong Konghandover, the events of September11th, or the Iraq war, viewers inIndia have watched the eventsunfold on BBC World. In the four-week period leading up to thegeneral election results in May2004, BBC World attracted morethan 15 million viewers comparedto 5 million by CNN.
Today BBC World is owned andoperated by BBC World Ltd. Thechannel reaches 253 millionhouseholds worldwide. In India,
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:News gathering, GlobalBroadcasting
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1995
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength:More than 35 in India
• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:Worldwide
• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.bbcworld.com
MR. VINOD BAKSHIResident Director
Keeping AheadKeeping AheadKeeping AheadKeeping AheadKeeping Aheadof Global Newsof Global Newsof Global Newsof Global Newsof Global NewsEventsEventsEventsEventsEvents
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BBC World is beamed throughPanAm Sat 10.
BBC World’s commitment to Indiaas one of its most significantmarkets led us to introduceprograms commissioned speciallyfor our audiences in South Asia.It’s now the only territory inwhich we produce region-specificseries. Over the years, HARDtalkIndia, Question Time India, IndiaBusiness Report, MastermindIndia and University Challengehave grown to be f lagshipprograms and have made theirmark in the Indian televisionindustry, earning Indian TellyAwards and the Asian TelevisionAwards.
BBC World’s operation in India hasgrown significantly and nowcomprises more than 35 staff
located in New Delhi, Mumbai andBangalore. The channel has acomprehensive website atbbcworld.com.
BBC World draws on the resourcesof BBC News, the world’s largestnewsgathering operation. It has58 international news bureaux –including a hub in India – anda global network of 250correspondents. The channel offersnews, business and weather 24hours a day plus the best of theBBC’s award-winning currentaffairs, documentary and lifestyleprogramming.
In today’s highly competitivebroadcasting environment, BBCWorld faces a key challenge tocontinue to be the mostauthoritative news and informationchannel.
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CNBC-TV18 (www.tv18online.com)is India’s premier business channelreaching over 20 millionhouseholds. The channel began itsoperations in late 1999 as a 49:51joint venture between TV18 andCNBC Asia (a GE and Dow Jonescompany). With the recent changein the regulations governing newschannels, the JV had to berestructured. Presently, CNBC Asiahas a 10% stake in the channel withthe rest 90% being held by TV18.The channel has been co-brandedas CNBC-TV18.
With the broadcasting industry in1999 in its infancy, we startedlooking at the possibility of a 24-hour business channel that wouldcater to the interests of retailinvestors, market intermediaries,decision makers and the affluent.
The management and editorialteams we took on board were fairlyexperienced and it did help to bringthe world’s most respected businessbrand, with its global network, intothe country. Now, the challengewas to make the brand relevant inthe Indian context and moreimportantly, profitable.
CNBC-TV18CNBC-TV18CNBC-TV18CNBC-TV18CNBC-TV18
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Business and featureprogramming• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1999• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 350• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence: Jointventure only in India• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.tv18online.com
MR. RAGHAV BAHLManaging Director
FocusedFocusedFocusedFocusedFocusedon aon aon aon aon aNiche...Niche...Niche...Niche...Niche...
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The first two years saw us buildinglocal stock market and businesscontent amid challenges. Whatmade us wade through thesechallenges was an untiring focuson our niche and an aggressivesales and marketing push thattook the brand across to viewersand educated the advertisingmarket.
The channel’s influence andcredibility has seen a massive jumpand the CNBC story in India is oneof the most successful across theentire global network. The channelis known for its unique leadershipin the ‘investor belt’ during the day,is the preferred channel for decisionmakers for business & featureprogramming in the evening and
is the favourite destination for anumber of affluent and influentialcommunities for its weekend fare.The channel is also known formaking business content accessibleand relevant to more and moreaudiences.
More than 125 brands from acrosscategories advertise on the channelevery quarter and our strategy ofgoing Hindi in the “investor belt”has paid off handsomely (ourviewership figures here comparefavourably with the leading Hindinews channels). So much so that,we are now working on a full-fledged Hindi language service thatwill tap the potential of the massconsumer and business marketfurther.
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PVR, a pioneer and a trailblazer inMultiplex development in India, isthe largest cinema exhibition playerin the country today and is thebrainchild of Ajjay Bijli. An alumnusof Harvard Business School, Bijlisuccessfully used the family-ownedPriya Cinema in the Basant Lokcomplex in Delhi as the foundation-stone. He founded PVR seven yearsago through a joint venture withthe Village Roadshow of Australia,which resulted in PVR - Priya VillageRoadshow.
Bijli enhanced the cinema-goingexperience with many firsts. Heintroduced many state-of-the-artinnovations and customer-friendlyconveniences.
As one traces back to his firstventure, PVR Anupam-Saket in1996, the risk involved was hugebut it was a wise move to positionit with an Australian joint venturethat somewhat covered for it. Withthis success formula he then movedon to the unexplored areas likeNaraina and Vikaspuri where heproved himself yet again by sellingthe principle of a quality cinema forits elite customers. Gradually, with
PVRPVRPVRPVRPVR
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Cinema, Exhibition andMultiplex Development
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1996
• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence: Jointventure only in India
MR. AJJAY BIJLIChairman & Managing Director
Enhancing theEnhancing theEnhancing theEnhancing theEnhancing theCinema-goingCinema-goingCinema-goingCinema-goingCinema-goingExperienceExperienceExperienceExperienceExperience
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entertainment becoming a familyaffair the entry into the malls withPVR Gurgaon and PVR Faridabadwas the next obvious step that hasreaped far fetching dividends.However, with the spending powerof the families increasing manifoldthanks to the open economy, Bijlitook another risk with Europa atGurgaon – the luxury concept ofCinema. His passion to retain theaesthetics of the colonial past ledhim to combine the look and feelof the Fifties with the state-of-the-art cinema viewing technology oftoday at PVR Plaza.
Not restricting itself to simplylaunching multiplexes, in March2003, PVR Limited (operating asPVR Cinemas) successfully raisedprivate equity from ICICI Venture tosupport its Rs.100 crore expansionplan. ICICI Venture invested Rs. 38crore in PVR Limited. This is the most
significant investment in the Indianfilm industry in recent times andbears testimony to the immensefaith ICICI has reposed in thebusiness model, promoters andmanagement team of PVR.
In less than a decade, Bijli is poisedto make path-breaking endeavoursin Mumbai and Bangalore. AjjayBijli aptly sums up his experiencein pioneering multiplexes in India,“It is not always important to enterthe race and be a winner.Sometimes, you should take theless travelled road and leave amark. That’s what seems to haveworked for PVR, since when Idecided to enter this businessseven years ago, multiplexes wereunheard of. For me, it was both achallenge and an experiment.”An experiment, which seems tohave definitely paid Bijli back withrich dividends.
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STAR, a pioneer in satellitebroadcasting, has been deliveringtelevision services to India since1991.
Despite the unfavourable businessenvironment and the significantinvestments required to grow ourbusiness, we made a long-termcommitment to the country andbecame the first internationalmedia company to make a foray inIndia.
Our over decade-long investmenthas recently grown into profitability.Today, India’s television industry hasbecome one of the fastest-growingin the world and we are the mostwatched TV network and amongthe most diversified media entitiesin the country.
Recognising the need to adaptto local tastes and culture,STAR India has been operated byand for the Indian people. Thenearly 900 Indians that make upSTAR India and the severalthousand others in relatedbusinesses seek daily to make greatlocal entertainment for people allover the country and create astrong, lasting bond with them.
STSTSTSTSTAR TVAR TVAR TVAR TVAR TV
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Satellite Broadcasting;Star Plus, Star Gold, Star Movies,Star News, Channel [V], StarWorld, ESPN, Star Sports, Vijay,National Geographic, A1 andThe History Channel.
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1991
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 900
• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.startv.com
A Pioneer inA Pioneer inA Pioneer inA Pioneer inA Pioneer inSatelliteSatelliteSatelliteSatelliteSatelliteBrBrBrBrBroadcastingoadcastingoadcastingoadcastingoadcasting
MR. PETER MUKHERJEEChief Executive Officer
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STAR India invests over Rs.1 croreevery day to bring qualityprogramming to viewers, andproduces and commissions over15,000 hours of original contentevery year in the country.
Week after week, an average of 50million (5 crore) people watch at leastone of our programmes. They havehelped us to redefine Hindi televisionentertainment and have let usbecome a part of their daily lives.
Star Plus, our flagship Hindientertainment channel, has beenthe No. 1 cable channel every weekfor four consecutive years.
Among the successful programmeson the channel was Kaun BanegaCrorepati, which received a recordof 20 million (2 crore) calls in thefirst ten months of the show. KyunkiSaas Bhi Kabhi Bahu Thi has alsomade international news as themost watched soap in the country.
Other highly popular channels onthe STAR network include - StarGold, Star Movies, Star News,Channel [V], Star World, ESPN, StarSports, Vijay, National Geographic,A1 and The History Channel.
STAR has also taken the best ofHindi entertainment globally to
reach the Indian diaspora. Star Plusand Star News are now alsoavailable in the Middle East, the UK,Australia and New Zealand andsoon to be made available inSingapore.
STAR has also built alliances with anarray of local entities to augmentits business. Today, we are inminority partnerships withHathway for cable development,MCCS for the broadcast of StarNews, MBPL for the operations ofRadio City and Tata group for thedevelopment of Direct To Homeservices in the country.
India has come a long way sincewe first entered the country. Thecable and satellite industry alone isfar more developed and grownfrom roughly 120,000 homes in1991 to 4.5 crores (45 million)today.
Yet the opportunities for growth arestill vast. There are still another 4crore( 40 million) homes with TVthat do not receive cable,particularly in smaller towns andrural areas. Given the size of themarket coupled with relatively lowpay-TV penetration rates, Indiaremains for us a country full ofpromise and prospects.
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MILESTONES MILESTONES MILESTONES MILESTONES MILESTONES
July 2001July 2001July 2001July 2001July 2001
STAR in association with MusicBroadcast Private Limited launchRadio City, India’s first private FMradio station in Bangalore. RadioCity is now also available inMumbai, Delhi and Lucknow.
August 2001August 2001August 2001August 2001August 2001
STAR makes a foray in Tamil TVentertainment by forming a jointventure with UTV to provideservices and quality content toVijay.
MarMarMarMarMarch 2003ch 2003ch 2003ch 2003ch 2003
Star News revamps and turns 100%Hindi. In September, STAR andABP Pvt. Ltd. form a joint venturein Media Content andCommunications Services tobroadcast Star News.
JanuarJanuarJanuarJanuarJanuary 2004y 2004y 2004y 2004y 2004
STAR and Tata Group establish ajoint venture to launch direct-to-home services.
June 2004
STAR launches Star Utsav, a newHindi general entertainmentchannel, taking the total numberof Star channels available in Indiato 13.
December 1991December 1991December 1991December 1991December 1991
STAR starts to broadcast in Indiawith 5 channels.
September 1994September 1994September 1994September 1994September 1994
STAR launches pay TV business inIndia with the launch of StarMovies, the first Indian pay moviechannel.
July 1995July 1995July 1995July 1995July 1995
STAR becomes a wholly ownedsubsidiary of News Corporation.
September 1999September 1999September 1999September 1999September 1999
STAR parts way with Zee, pavingthe way for the launch of all-Hindiservice in India.
July 2000July 2000July 2000July 2000July 2000
Star Plus turns into a Hindi channeland makes television history in Indiawith Kaun Banega Crorepati (KBC)becoming the top performeramong all cable and satellitechannels during prime time. StarPlus has maintained its leadershipin India since then.
September 2000September 2000September 2000September 2000September 2000
STAR invests in cable networks byacquiring a 26% stake in HathwayCable and has over 7000 Cableaffiliate relationships.
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The Indian life insurance offershuge potential. Aviva is the UK’slargest and the world’s seventh-largest insurance group. Its mainactivities include long-term savings,fund management and generalinsurance. It is one of the leadingproviders of life and pensionsproducts to Europe. Aviva operatesin around 30 countries, has $430billion assets under management,30 million customers and 56,000employees worldwide. Aviva set upits representative office in India in1995, and after the industry wasopened up, established a JointVenture with Dabur and started itsIndian operations in 2002.
We have been able to successfullypioneer some key initiatives in theIndian life insurance market. Itrequired a huge commitment toreplicate the agent force of LIC, andtherefore we decided to create analternate channel for distribution inthe market through tie-ups withbanks. Aviva pioneered theBancassurance model in thecountry. Aviva now has tie-ups withfour banks and the channelcontributes almost 70% of our total
AAAAAVIVVIVVIVVIVVIVAAAAA
MR. STUART PURDYManaging Director
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice: Insurance
- Whole life (LifeLong)- Endowment (LifeSaver,
EasyLife Plus)- Child policy (Young
Achiever)- Single premium (LifeBond)- Pension (PensionPlus)- Term (LifeShield)- 5 year recurring premium
investment plan (LifeBond5)
• Y• Y• Y• Y• Year establishedear establishedear establishedear establishedear established: July 2002
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 2000Financial Planning Advisers(FPAs) and 677 staff strength
• International pr• International pr• International pr• International pr• International presenceesenceesenceesenceesence:Operates in around 30countries
• W• W• W• W• Websiteebsiteebsiteebsiteebsite:www.avivaindia.com
A FrA FrA FrA FrA Fresh, Modernesh, Modernesh, Modernesh, Modernesh, ModernApprApprApprApprApproach to Lifeoach to Lifeoach to Lifeoach to Lifeoach to LifeInsuranceInsuranceInsuranceInsuranceInsurance
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sales. The tie-ups are with ABNAmro Bank, American Express Bank,Canara Bank and The Lakshmi VilasBank. This association has given usaccess to over 3,000 bank branchesacross the country. Today, throughour Bancassurance partnerships,we have been able to expand ourreach to more than 100 locationsacross the country. We havespecially developed products forour Bancassurance customers.
We offer the more modern UnitLinked and Unitised With Profitproducts to our customers. Theseare modern products that aretransparent and flexible. Aviva hasintroduced a need based salesapproach in the market by advisingand guiding the customer on hisvaried financial needs through ourFinancial Health Check (FHC), aneed-based analysis of thecustomer’s long-term savings andinsurance needs. Depending onthe life stage and earnings, theFinancial Health Check assessesand recommends the rightinsurance product for thecustomer.
With a highly trained sales force of
over 2,000 Financial PlanningAdvisers (FPAs), Aviva has been ableto establish its presence across 23branch offices in 21 locations acrossthe country.
For the rural areas, Aviva hasadopted a differentiated approach,which includes introduction ofcustomised, easy to understandproducts. We have also set-up fourexclusive rural branches. We arekeen to reach out to theunderprivileged. Through ourassociation with Basix (a microfinancial institution) alone, we havebeen able to cover more than50,000 lives. This tie-up has resultedin Aviva reaching artisans, self-employed women and otherweaker sections of the society.
Aviva India has already surpassedthree competitors in the market andis currently ranked nine amongst theprivate Life Insurance Companies.The opportunities to grow areimmense, the market is expandingand picking up pace, the customeris getting more aware, competitionis making its moves and the timesahead will certainly be challengingand interesting.
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One hundred and two years is along period in the life of anorganization. And ever sinceCitigroup started its innings in Indiawith a branch in Kolkata way backin 1902, the bond between theorganization and the country hasbecome stronger with everypassing day.
Today, Citigroup, the result of amerger between Citicorp andTravelers, is a part of the economiclandscape of India. There are 30 fullservice Citibank branches in Indiaspread over 21 cities. Citigroup isalso the largest and most diversifiedforeign financial service institutionoperating here. For Citigroup itself,India is one of the key prioritycountries for its growth.
What is also significant is that withevery move forward by way ofliberalization of the economy since1991, Citigroup has been in stepwith the changes and has, throughinnovations and new endeavors,increased its presence andcontributed to the economicgrowth of India. Citigroup is alsoproud to be one of the largest USinvestors in the country with
CITIBANKCITIBANKCITIBANKCITIBANKCITIBANK
MR. SANJAY NAYYARManaging Director
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice: RetailBanking, Investment Banking,other key financial services
• Y• Y• Y• Y• Year establishedear establishedear establishedear establishedear established: 1902
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 8000
• International pr• International pr• International pr• International pr• International presenceesenceesenceesenceesence:Operates in around 25countries
• W• W• W• W• Websiteebsiteebsiteebsiteebsite:www.citibank.com/india
In Step withIn Step withIn Step withIn Step withIn Step withthe Changesthe Changesthe Changesthe Changesthe Changes
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investments of over $600 million.Along the way, Citigroup hastransformed itself from beingpredominantly a corporatebanking entity to an integratedfinancial services conglomerate. Infact it has mobilized over $1 billionin NRI deposits alone.
Long before retail banking becamethe mantra of bankers in thecountry, Citi was among the firstto focus sharply on this aspect ofbanking. In 1985, customer serviceand customer convenience, tillthen largely unknown concepts inthe country, were ushered in by thebank when it launched itsConsumer Banking initiative in thatyear. Focused consumer lending byway of auto finance, mortgages,loans against securities, automatedteller machines (ATMs), state-of-the-art 24/7 telephone banking andelectronic/internet bankingfollowed in quick succession. Notonly did these initiatives help Citito become a key consumerbanking player in India, it alsochanged in large measure themanner in which banking isconducted in the country. With asmany as 3.5 million customers,Citigroup is an integral part ofIndian banking.
On the corporate banking side,Citigroup revolutionized the waycompanies managed their cashflows all over the country. The firstto introduce Cash Managementservices for companies in 1984,today the bank handles as muchas 5 per cent of India’s GDPthrough its cash managementservices and is the third largestclearing bank in India. We also runthe largest foreign exchangedealing room in the countryafter SBI, the country’s largest
commercial bank. Citigroup hasalso been a pioneer in introducingsophisticated products likesecuritization and derivatives. Theinvestment banking arm,established in 2000 already countsamongst the top five players in thecountry.
Keeping in view the changes in thebanking landscape, in 1998Citigroup decided to look beyondthe traditional customer base oflarge top tier corporates. Weidentified the small and mediumenterprises (SME) as emerging localcorporates. Citigroup continues tolay great emphasis on the small andmedium enterprises (SME) sector,which is generally seen as thelifeblood of the economy. In theautomotive sector, for instance,Citigroup is the second largest truckfinancier in the country, with amarket share of about 15 per cent.
Today, Citigroup’s presence in Indiais articulated through Citibank NAand six group finance companiesinvolved in truck, car and twowheeler finance, home appliances;brokerage companies that areactive in domestic debt capitalmarkets and equity capital marketsand an investment bank. The twofinancial software companies,which are rated SEI level 5, are alsolarge exporters, and the group ispresent in the fast-growing andcritical business processing industry,employing 5000 people, thatservices Citigroup over 25countries. Key to the continuinggrowth of Citigroup in India is the8000 people which form theCitigroup family in the country.
Even as it moves ahead in financialservices, Citigroup has alwaysbelieved in being a good corporate
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citizen at all times. To consolidateand give strategic direction to ourcorporate social responsibility, wetook a conscious decision to lookat community development withan objective of enhancingeconomic vitality. Our specificfocus areas include support ofmicrocredit for underpriviledgedwomen for economicsustainability, spearheadingwomen’s empowerment throughfinancial literacy and primary
education for slum children. Today,we work with a clutch of key NGOsamong them - SPARC, FWWB,WWF, Sasha, Shahasee, Akansha,Akshara and Pratham - making adifference to thousands of lives.
That, in essence, is the philosophy ofthe group. To combine business withresponsibility and good corporategovernance. To seamlessly marryinternational business practices witha distinct local flavour.
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Following the passing of InsuranceRegulatory and DevelopmentAuthority act in 1999, and issuanceof licenses to private players in theyear 2000 the insurance industryscenario was all set to changedramatically. The market lookedpromising with a net premiumincome of Rs. 9300 Crores andgrowing at 11.4%, The penetrationof the insurance sector was also aslow as 0.54% and thus offered asignificant opportunity and spacefor multiple players. In the year of2001 the ICICI Group forayed intothe private General Insurancesector by forming a partnershipwith Fairfax Holdings of Canada.
The company entered a market,which already had four stronglyentrenched Public Insuranceplayers who had built long-standing relationships with their keycustomers. The opportunity for anew player lay in redefiningcustomer expectations throughenhanced service levels andthrough product innovation. Thesefactors were also thought to be thekey value drivers in the postliberalization market. The support
ICICI-LOMBARDICICI-LOMBARDICICI-LOMBARDICICI-LOMBARDICICI-LOMBARD
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Insurance; personal, business,travel & health, project, liability,exports & rural solutions.- Loan Care for insuring loandefaults- Weather Index Insurancecovering weather risks
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 2001
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength:Over 700
• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:Joint venture only in India
• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.icicilombard.com
MR. SANDEEP BAKSHIManaging Director & CEO
CrCrCrCrCreating Neweating Neweating Neweating Neweating NewMarketsMarketsMarketsMarketsMarkets
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from the regulator in providing alevel playing field and in creatingan environment driven bycompetitive market forces was seento be a catalyst in this endeavour.Creating new markets andcategories with distinctive features,was another area of opportunity forgrowth.
The Indian market owing to itsvastness and diversity posed uniqueand varied risks. There was a needto thoroughly understand theserisks and to translate them forfuelling sustainable growth. A newentrant also faces the challenges ofbuilding awareness and credibilityamongst its target customers. Toaddress these challenges, ICICILombard adopted a segment-by-segment plan, initially focusing onthe Corporate segment andbuilding up a balanced andprofitable portfolio across industries.A nationwide tie up with the world’ssecond largest loss-adjusting firmensured quick and standardizedlevels of service to all customers incase of claims. Dedicatedrelationship managers who werethe single point of contact for bothbusiness development as well asclaims servicing assured a singlewindow access to the company.Reinsurance arrangements withreputed international reinsurersprovided the contingency capitalrequired to assume large risks. Anemployee mix of experiencedinsurance professionals and from adiverse range of industries fromfinancial services to consumergoods led to an aggressive,innovative approach to marketdevelopment tempered withpractical knowledge of thecategory risks. A GIS enabled risk
accumulation tool allows thecompany to monitor geographicalrisk on a real time basis.
Having achieved market leadershipin the corporate segment amongstthe private players, ICICI Lombardestablished the bancassurancemodel as a significant and viablegenerator of revenues, workingclosely with its partners and offeringinnovative retail risk products suchas Loan Care (to cover loandefaults) and Weather IndexInsurance (to cover weather risks).
Within 2 ½ years of entering themarket the company is stronglypositioned as the largest privategeneral insurance company with atotal gross written premium of Rs.506.7 Crores up xyz% over theprevious year. During the fiscal year2003-04 the company hasexpanded its presence to 63locations from 35 offices a yearback.
Going forward, ICICI Lombard isbuilding its key platforms of growth– multiple channels of distribution,strong risk management, productinnovation, proactive customerservice, and a robust technologyinfrastructure. The future strategyof the company is to achieve reachand penetration by targeting variedsegments including largecorporates, small & mediumenterprises, government, retail,bancassurance, and internet sales.Technology will remain the keyenabler for cost effective productdistribution, increased operationalefficiencies, as a risk mitigation tool,reduced customer response times,faster claims servicing and to ensurequality processes are standardizedcompany-wide.
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Prudential first entered the IndianInsurance market in 1923.However, after the nationalizationof the industry in 1956, Prudentialre-established its presence inNovember 2000 with the launchof ICICI Prudential in partnershipwith ICICI.
Demographics and an upwardlymobile middle class also providedcompelling reasons for futuregrowth. “There is an emergingmiddle class and with a populationof more than 1 billion, that meansa lot of people whichever way youcut it,” commented Dan Bardin,Prudential’s Managing Director,Insurance - Asia.
Social and corporate changes alsocreated another hugeopportunity – pensions. Theguaranteed pension system wascollapsing, and Indian companieswere moving away from definedbenefit schemes. Extended familywas being replaced by thenuclear family, and it becameevident that Indian customerswould increasingly need productsto help them maintain their livingstandards in retirement. With
ICICI PRUDENTIALICICI PRUDENTIALICICI PRUDENTIALICICI PRUDENTIALICICI PRUDENTIAL
Insuring IndiaInsuring IndiaInsuring IndiaInsuring IndiaInsuring India
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Life Insurance, Pension• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 2000• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:Joint venture only in India
MS. SHIKHA SHARMAManaging Director
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worldwide experience inpensions, ICICI Prudential becamethe leading private pensionsprovider.
One of the biggest challenges ICICIPrudential faced was making surethe company had the necessaryscale and distribution capabilities.It meant putting in place the rightprocessing software, trained backoffice staff and advisers,connectivity, a medical network etc.Essentially, to be a material playerin this business, meant having allthe elements right - brand, product,distribution, processes, and ofcourse, management.
ICICI Prudential pursued aninnovative human resourcesstrategy. The company recruitedfrom a mix of sectors, andinterestingly, barely 5% of its staff hadprior experience in the life insuranceindustry. This meant that ICICIPrudential could look at the industry
with a completely fresh approach.
The company’s strategy to be asignificant player in the Indian lifeinsurance industry has beenhighly successful. Since itsre-establishment, ICICI Prudentialhas become the number oneprivate life insurer. In less than fouryears, the company has expandedits reach to 62 locations, andstrengthened its distributionthrough 11 bank partners, over 120corporate agent and broker tie-upsand over 36,000 advisers.
Protecting more than 900,000people, with a sum assured inexcess of Rs.20,000 crore and totalpremium income exceedingRs.1800 crore, the company closedthe year ended March 2004 withits second consecutive award forLife Insurer of the Year from OutlookMoney magazine, and with 36% ofthe private retail life insurancemarket.
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Max New York Life, a joint venturebetween Max India and New YorkLife, is based on shared values,ethics and the true spirit ofpartnership. While Max India brings local market knowledgeand financial strength, New YorkLife, a Fortune 100 company,brings over 159 years of experiencein life insurance, Founded in 2000,Max New York Life started itsoperations in April 2001.
The biggest challenge before uswas to realign the industry towardsprotection-based life insuranceproducts. India is a grossly under-insured market. People in Indiahave historically bought lifeinsurance for investment and tax-saving purposes. Risk coverremained a tertiary concern.The result is that people haveinvestment and money-back plansbut little or no life insurance.
We did that by pioneering thelaunch of Whole Life policies inIndia, which offer customers the right balance between protectionand investment. The other big gapthat needed to be filled was thatIndian customers have not had the
MAX NEW YORK LIFEMAX NEW YORK LIFEMAX NEW YORK LIFEMAX NEW YORK LIFEMAX NEW YORK LIFE
Changing theChanging theChanging theChanging theChanging theLife InsuranceLife InsuranceLife InsuranceLife InsuranceLife InsuranceParadigmParadigmParadigmParadigmParadigm
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Life Insurance: Offering 13product and 9 riders with 400possible product combinations• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 2000• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: Morethan 1,100 employees and over5,500 Agent Advisors• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence: Jointventure in India• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.maxnewyorklife.com.
MR. ANUROOP ‘TONY’ SINGHManaging Director & CEO
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benefit from good product advice.We decided to investsignificantly in building aproprietary sales force that had theskill sets to sell life insuranceprofessionally and ethically.
Our belief has always been that lifeinsurance is best served by qualityAgent Advisors and the keyingredient that goes into buildinga first rate sales force is training.An elaborate and consistenttraining programme that equipsAgent Advisors with specializedselling skills is what is required andthat has been our main focus. Oureffort was to change the paradigmof life insurance salespersons asthey had to go beyond beingagents and become financialadvisors to their customers.
Both our bets have paid off. Wehave in over three years of businesssold over 320,000 policies withmore than Rs. 12,000 crore in sumassured. At Rs 366 crore we areamong the highest capitalized lifeinsurance companies in India. Asmuch as 96 per cent of our businesscomprises Whole Life policies andlong-term endowments.
Our more than 6,200 AgentAdvisors are widely acknowledgedas the best in the Indian lifeinsurance space. They have thehighest productivity and persistencyin the industry. We have also ledthe Million Dollar Round Table(MDRT) since our inception.
Max New York Life has aconservative investment strategyaimed solely at protecting thepolicyholder’s interest. There aretwo investment streams. Onestream is where the company takesthe risk. The funds from this streamare invested in debt instruments that offer stability and financialsecurity. The second stream iswhere the customer takes aninformed risk and where funds areinvested in diverse marketinstruments of the customer’schoosing.
Life insurance offers a greatopportunity in India. The limitedsuccess private life insurers havemet with so far is likely to magnifyin the years to come. We areconfident that we will be up therein the top quartile of private lifeinsurance companies at all times.Our vision is to become India’s most admired life insurancecompany. Not the biggest. Themost admired.
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It is indeed strange that a bank,which started its worldwideoperations with its first branch inCalcutta in 1858, should be writinga success story on ForeignInvestment after almost 150 years.But the circumstances of theStandard Chartered Bank’s (SCB)acquisition of Grindlays from theANZ Banking Group (ANZ) meritssuch a story.
Both SCB and ANZ were severelyaffected by the 1992 Mumbai StockMarket scam. It took over six years ofcareful and conservativemanagement to nurse back tohealth the balance sheet and thereputations of both the banks. In 1999, both banks were firmlyback on the Indian FinancialServices map. Coincidentally, themanagement of both banks viewedthe India opportunity slightlydifferently. Whilst ANZ wanted toexit its franchise in the Middle Eastand South Asia including India, SCBwas keen to build on its existingposition in these markets. Pursuingthis strategy, ANZ agreed to sell theGrindlays business to SCB for $1.34billion (Rs. 6000 crore).
STSTSTSTSTANDARD CHARTERED BANKANDARD CHARTERED BANKANDARD CHARTERED BANKANDARD CHARTERED BANKANDARD CHARTERED BANK
MR. CHRISTOPHER M. LOWChief Executive Officer
(India Region)
• Pr• Pr• Pr• Pr• Product / Seroduct / Seroduct / Seroduct / Seroduct / Service:vice:vice:vice:vice: Banking(Consumer Banking,Corporate and InstitutionalBanking & Global Markets)
• Y• Y• Y• Y• Year Established:ear Established:ear Established:ear Established:ear Established: 1858
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff Strf Strf Strf Strf Strength:ength:ength:ength:ength: 5000
• International Pr• International Pr• International Pr• International Pr• International Presence:esence:esence:esence:esence:Standard Chartered has apresence in over 500 locationsserving 56 countries andterritories across the AsiaPacific, South Asia, the MiddleEast, Africa, the UnitedKingdom and theAmericas.
• W• W• W• W• Websiteebsiteebsiteebsiteebsite:www.standardchartered.com
Leading theLeading theLeading theLeading theLeading theWWWWWay in Asia,ay in Asia,ay in Asia,ay in Asia,ay in Asia,Africa and theAfrica and theAfrica and theAfrica and theAfrica and theMiddle EastMiddle EastMiddle EastMiddle EastMiddle East
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Considering that 40 per cent of theGrindlays franchise was in its Indianoperations, this investment couldbe seen as an investment in excessof half a billion dollars in India(Rs.2,200 crore).
The period from 27 April 2000,when the sale was announced, to31 August 2002, when both theentities, Standard Chartered andGrindlays were legally merged intoa single entity – the operations inIndia went through a series ofsuccessful integration milestones.Significant amongst those weremerging the two managementteams, rationalising the non-management staff, rationalising thebranch footprint, retaining thestrong and powerful customer baseand at the same time growing thebusiness. Today, SCB is the largestinternational bank in the countryand has emerged as one of the
most profitable banks in thecountry.
Encouraged by the early success ofthe integration, the Board ofStandard Chartered decided tolocate its largest BPO facility inChennai. The work on this projectstarted in 2001. Currently, thisfacility caters to the back-officerequirements of over 35 countrieswhere Standard Chartered has itsoperations and employs over 3,300staff which is growing every month.
Standard Chartered’s Indiaoperation is the third largestcontributor to Standard CharteredPlc’s 2003 results and contributes 12per cent towards the Group’sprofits. India is clearly the keygrowth market for the Group in thenear term and the Group iscommitted to make furtherinvestments to retain the bank’s pre-eminent position.
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ICT
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Agilent Technologies first enteredIndia as part of HP in 1989. At thattime, imports of test andmeasurement instruments werebanned. With the objective ofexpanding test and measurementsales, Agilent entered Indian marketby setting up a factory inBangalore, manufacturing T&Minstruments like oscilloscopes, logicanalyzers, power meters andfrequency counters. The long-termaim was really to capture the Indianmarket.
In the late 80’s, it was not an easytask to set up business in Indiaas the Indian economy wasnot liberalized. However, theDepartment of Electronics was verysupportive in helping Agilent toget the necessary approvals toestablish its factory rather quickly.However, Agilent later stoppedmanufacturing in India in the early1990’s as import restrictions werelifted and it became more cost-effective to export to India.
Test and measurement is notconsidered as a mainstreambusiness in India and therefore thebigger challenge for Agilent has
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice: Test &Measurement, SemiconductorProducts, Life Sciences/Chemical, CommunicationsSolutions, Automated TestEquipment and TechnicalSupport, IT enabled Services
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: November1, 1999 (Established in India in1989 as Hewlett Packard)
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 1000
• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:28,000 employees servingcustomers in more than 110countries
• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite: www.agilent.co.in
AGILENTAGILENTAGILENTAGILENTAGILENT
MR. KEWAL KHANNAManaging Director
Moving ForMoving ForMoving ForMoving ForMoving Forwarwarwarwarwarddddd
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been to demystify test &measurement. Investment in test &measurement is not givenprecedence by Indian companiesand therefore the two keychallenges for Agilent have beendemand related : firstly, theundulating market with peaksand troughs in business demand,and secondly, a lack of steadydemand from the Department ofTelecommunications, etc.
integrated chip design centre inIndia provides ASIC (ApplicationSpecific Integrated Circuit) andsystem design services to Agilent’scustomers. Currently, Agilent hasabout 1000 people in India andplans to increase the headcount to2,500 by 2006. Agilent was alsonamed as one of the BestEmployers in India in 2001-2002 inrecognition of our innovative HRpractices and focus on professionalgrowth and personal developmentof our employees.
However, Agilent has continued togrow its marketing, sales andsupport presence over the pastdecade. Agilent has worked hardtowards building up its presence inIndia with satisfactory results. Today,Agilent has established itself as amajor player with one of the largestmarket shares in test andmeasurement equipment in India.In 2001, Agilent also set up an IT-enabled services operation inGurgaon to leverage India’sdeveloped infrastructure and highlyskilled labour force. Businessactivities at this entity includeproviding R&D for OSS/BSSsolutions, engineering support, ITsupport and financial services toAgilent entities worldwide. Our first
Our main objective is to grow salesin India across our key marketsincluding communications,electronics, life sciences andchemical analysis. We have plans tocapture a larger share of growingtelecom and pharma markets. Indiais a strategic part of Agilent’spresence in the Asia-Pacific region.Agilent is expecting an increase inhigh-skill work like research anddevelopment being sourced fromIndia. More R&D work is expectedto be in the areas of wirelesssolutions systems, OSS and billingsoftware for telecom serviceproviders, device drivers forelectronic products and ASIC andsystem design services.
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• Pr Pr Pr Pr Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Networking products for theInternet
• Y Y Y Y Year established: ear established: ear established: ear established: ear established: 1996
• W W W W Website (India) :ebsite (India) :ebsite (India) :ebsite (India) :ebsite (India) :http://www.cisco.com/global/IN
Cisco Systems, Inc. is the worldwideleader in networking for theInternet. Networks are an essentialpart of business, education,government and homecommunications, and CiscoInternet Protocol-based (IP)networking solutions are thefoundation of these networks.Cisco hardware, software, andservice offerings are used to createInternet solutions that allowindividuals, companies, andcountries to increase productivity,improve customer satisfaction andstrengthen competitive advantage.
The name Cisco has becomesynonymous with the Internet, aswell as with the productivityimprovements that Internetbusiness solutions provide. At Cisco,our vision is to change the waypeople work, live, play and learn.
Cisco started operations in India in1996 and today has eight CiscoSales Offices in the region. TheCisco India mandate office comesunder the APAC Theater and itsrevenue estimates in 2003-04 areRs.1,630 crore. (Source: Voice &Data, 2004)
CISCOCISCOCISCOCISCOCISCO
WWWWWorldwideorldwideorldwideorldwideorldwideLeader inLeader inLeader inLeader inLeader inNetworkingNetworkingNetworkingNetworkingNetworking
MR. RANGNATH SALGAMEManaging Director, Operation
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Cisco has pioneered IP technologyand product innovation and todayhas industry-leading products in thecore infrastructure networkingtechnologies of routing andswitching, as well as advancedtechnologies of IP telephony,network security, wireless LAN,storage networking Optical, andhome networking.
Cisco in India has a GlobalDevelopment Centre in Bangaloreand Joint Development Centreswith Wipro Technologies, InfosysTechnologies, HCL Technologiesand Zensar Technologies acrossvarious cities. Cisco also has 139CNAP (Cisco Networking AcademyProgramme) Academies across 20states of India with over 30,000Cisco Certified professionals.
The Cisco Go-to-Market strategy isthrough Channel Partners. In India,Cisco has nine system integrators,1500 resellers in over 100 cities andthree national distributors.
Customer support is the corner-stone for Cisco’s strategy and it isthe only vendor to have anextensive support system for its
customers with five logistic Centresin the country. Besides this, Ciscoalso offers a support Programmecalled ARNBD (advancereplacement next business day) forits resellers.
Some of Cisco’s key customersacross India across variouscategories are:
BFSI: BFSI: BFSI: BFSI: BFSI: SBI, LIC, PNB, Bank of India,IDBI Bank, ICICI, IDRBT, Vysya Bank.
Government:Government:Government:Government:Government: State Governmentsin Gujarat, West Bengal andAndhra Pradesh, The Lok Sabha(Parliament) Library, SupremeCourt, National Highway Authority,CDAC.
ITS ITS ITS ITS ITS - Infosys, Wipro, DigitalGlobalSoft, IBM, Adobe, Intel, TCS.
IPCC (IP Call CentrIPCC (IP Call CentrIPCC (IP Call CentrIPCC (IP Call CentrIPCC (IP Call Centre)e)e)e)e) - vCustomer,Phoenix, Nirvana, Manjushree,Transworks
Corporates – Corporates – Corporates – Corporates – Corporates – Ford India, Dr.Reddy’s Laboratries, Le RoyalMeridien, Taj Hotels, HindustanLever, Mahindra.
SerSerSerSerService Prvice Prvice Prvice Prvice Providers -oviders -oviders -oviders -oviders - Tata, Reliance,Bharti, VSNL, MTNL, SIFY
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• Pr• Pr• Pr• Pr• Products/Seroducts/Seroducts/Seroducts/Seroducts/Servicesvicesvicesvicesvices:IT Services
• YYYYYear establishedear establishedear establishedear establishedear established: 1994
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strengthengthengthengthength: morethan 8400
• International Pr• International Pr• International Pr• International Pr• International Presenceesenceesenceesenceesence:14 offices in India, 1 each inThe Netherlands and the US
• W• W• W• W• Websiteebsiteebsiteebsiteebsite:www.cognizant.com
COGNIZANTCOGNIZANTCOGNIZANTCOGNIZANTCOGNIZANT
A UniqueA UniqueA UniqueA UniqueA UniqueCustomerCustomerCustomerCustomerCustomerExperienceExperienceExperienceExperienceExperience
Looking to leverage high value ITservices from low cost locations, theDun and Bradstreet Corporation(D&B) set up its IT organization inChennai in 1994, which today isCognizant Technology Solutions.Although D&B’s original thoughtwas to leverage this Centre only forthe D&B group of companies, theastounding success madeCognizant to look at third-partycustomers and subsequently getlisted on Nasdaq (CTSH) in 1998.
When D&B wanted to set up adevelopment Centre in low costlocations, it evaluated Russia, Indiaand China and finally homed in onIndia for the reliable and scalableecosystem that it enjoyed. Theecosystem included the culture ofeducating people and resultantquality educational infrastructure—both technical and businessmanagement, a large pool ofEnglish speaking professionals withhigh work ethics and performanceethics, stability of government,availability of consulates,reasonably good infrastructure,thriving core industries such asmanufacturing and financial
MR. LAKSHMI NARAYANANChief Executive Officer
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services, and a good SME culture.
Cognizant received tremendoussupport in setting up its business inIndia from all quarters, includinggovernment. Because IT was seenas the sunrise industry, the supportfrom the government especially inthe form of tax holidays and thecontinuous evangelization of theneed to support this industry by theapex body Nasscom helpedCognizant establish itself on a veryfirm footing.
What was started as a small in-house IT organization in Chennai,Cognizant, today, has expanded itsdevelopment centres to Kolkata,Pune, Bangalore and Hyderabad.From a 50 people organization in1994, Cognizant today is over12,000 globally, of which morethan 70 per cent are in India acrossthese five development locations.
To consolidate and leverage on thisgrowth, Cognizant has investedover Rs.200 core in India in its
construction programme in just thelast two years and has committedto an additional investment ofRs.185 crore this year and next. Ithas built state-of-the-art techno-complexes in Chennai, Kolkata andPune over approximately 650,000sq. ft. of built-up area and it plansto double this by the end of 2005at these locations and Bangalore.
The India strategy has helpedCognizant emerge among the bestknown names in the global ITservices industry. Recently, Gartnerand Forrester identified Cognizantto be among the Top Tier offshorevendors and BusinessWeek rankedCognizant among the Top 5 ITservices companies globally in theirranking of Infotech 100. With aprojected revenue of $565 million,growing at a 50 plus per cent clip,Cognizant is marching rapidlytowards the $1 billion mark. Andwhen it gets there would be theyoungest and the fastest offshore ITservices company leveraging India.
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• Pr• Pr• Pr• Pr• Products/Seroducts/Seroducts/Seroducts/Seroducts/Servicesvicesvicesvicesvices:Global Outsourcing
• YYYYYear establishedear establishedear establishedear establishedear established: 1999
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strengthengthengthengthength: 3963
• International Pr• International Pr• International Pr• International Pr• International Presenceesenceesenceesenceesence:Watford in UK, Sydney andMelbourne in Australia, USA
• W• W• W• W• Websiteebsiteebsiteebsiteebsite: www.efunds.com
eeeeeFUNDSFUNDSFUNDSFUNDSFUNDS
A VA VA VA VA Vision ofision ofision ofision ofision ofExcellence,Excellence,Excellence,Excellence,Excellence,Innovation andInnovation andInnovation andInnovation andInnovation andDedicationDedicationDedicationDedicationDedication
“We are, at our core, a technologycompany. So when we assumeresponsibility for a process, it isn’tsimply a migration of an in-sourceto an outsource process. We arealso providing a capability of whatwe call ‘process transformation,’taking advantage of what we doon the technology side as well. Weare the high end of the value chainin that respect”.
- Paul WPaul WPaul WPaul WPaul Walsh, Globalalsh, Globalalsh, Globalalsh, Globalalsh, GlobalCEO, eFunds CorporationCEO, eFunds CorporationCEO, eFunds CorporationCEO, eFunds CorporationCEO, eFunds Corporation
With a vision of excellence,innovation and dedication inproviding global technology-basedsolutions to our customers, we ateFunds focus on the uniquebusiness and technical needs ofcompanies in the Financial Services,Telecom & Retail sectors. Weentered the Indian market to tapthe immense technology talentpool available in India for servicingand upgrading our productsglobally. We were also one of thefirst MNCs to realize the potentialof the Global Delivery Model andentered the BPO space in India asearly as 1999-2000.
ATUL KANWARManaging Director
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eFunds outsourcing solutions isfocused on highly specialized,specific verticals – financial servicesinstitutions, retailers and telecom –all of which have high volume oftransactions, and we realized ouroutsourcing capabilities asstanding-by-side with electronicpayments, risk management andATM capabilities. A combination ofthese capabilities gives us ourdifferentiator in the globalmarketplace.
With a process-driven businessmodel, we offer our people a widespectrum of career opportunitieswithin eFunds – opportunity forinternal movements – both verticaland horizontal, are open to allassociates. Allowing people tomigrate to more complex back-office financial processing andenhance their skill-sets gives themflexibility in terms of how they
manage careers. This flexibilityalong with many other innovativeHR initiatives we designed, hashelped us successfully contributetowards the overall development ofour associates.
eFunds has grown to become oneof the leading third party serviceproviders in the BPO space in India(ranked as the third largest thirdparty India centric BPO serviceprovider in the DQ-IDC Top 20survey). Current operations ofeFunds International extend to fivecontinents - Asia, Europe, Australiaand the Americas.
Going forward, we are very bullishabout the Indian market, and planto strengthen our BPO operationsby concentrating on growing ourclient base and also focusing onbusiness process transformationand introducing our other lines ofbusiness in India.
Headquartered in Scottsdale, Arizona, eFunds Corporation (NYSE:EFD) is an industry leader with nearly 30 years of experience andexpertise in electronic payments. eFunds provides electronic fundstransfer processing and software, ATM solutions, risk management,and global outsourcing services to financial institutions, electronicfunds transfer networks, government agencies and retailersaround the world.
Committed to providing excellent customer service and award-winning products, eFunds enables its clients to reduce transactionand infrastructure costs, detect potential fraud and enhancerelationships with their customers. eFunds is a pioneer in EFTsoftware with its CONNEX software and processing solutions, isthe largest non-bank deployer of ATMs in North America, and isthe provider of the world’s largest debit database.www.efunds.com.
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LUCENTLUCENTLUCENTLUCENTLUCENT
Lucent Technologies (NYSE: LU) isa leading global supplier ofcommunications networkingequipment which designs anddelivers the systems, software,solutions and services for next-generation communicationsnetworks for service providers andenterprises.
Headquartered in Murray Hill, NewJersey, USA, Lucent focuses onapplications and solutions for high-growth areas.
Lucent’s world-renowned researchand development arm, Bell Labs,Bell Labs,Bell Labs,Bell Labs,Bell Labs,is a communications softwarepowerhouse. Bell Labs hasproduced 11 Nobel laureates.With a global presence, Bell Labsscientists and researchers receivemore than two patents everybusiness day.
LUCLUCLUCLUCLUCENTENTENTENTENT T T T T TECHNOLOGIESECHNOLOGIESECHNOLOGIESECHNOLOGIESECHNOLOGIES ININININININDIAINDIAINDIAINDIAINDIA
Lucent Technologies is currentlyworking with India’s leadingwireline and wirelesscommunication service providers.Its business units, which helpcommunications service providers
TTTTTransforming theransforming theransforming theransforming theransforming theWWWWWay the Way the Way the Way the Way the WorldorldorldorldorldCommunicatesCommunicatesCommunicatesCommunicatesCommunicates
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Communications networkingequipment• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1997• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 300• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.lucent.com
MR. VINCENT J. MAJJOLAChief Executive Officer
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leverage and evolve today’snetworks, include:
• Integrated Network SolutionsIntegrated Network SolutionsIntegrated Network SolutionsIntegrated Network SolutionsIntegrated Network Solutions– Lucent’s INS team offers theindustry’s most complete andcompetitive wireline product andservices portfolio providing end-to-end, interoperable solutions. TheLucent INS team combines thestrengths of switching, datanetworking, optical equipmentand software.
• Mobility SolutionsMobility SolutionsMobility SolutionsMobility SolutionsMobility Solutions – Lucent’sMobility Solutions Group isdedicated to meeting needs of theworld’s largest and most innovativemobile service providers, includingincumbent wireless carriers andemerging third-generation (3G)mobile operators. Some of theservices provided by the MobilitySolutions Group include:CDMA2000, High-Speed DataSolutions, Universal MobileTelecommunications System(UMTS), and MiLife™ Solutions
Lucent WLucent WLucent WLucent WLucent Worldwide Serorldwide Serorldwide Serorldwide Serorldwide Services (Lvices (Lvices (Lvices (Lvices (LWS)WS)WS)WS)WS)- - - - - LWS has a strong presence inIndia working closely with theIntegrated Network Solutions teamto support wireline service
providers and the Mobility Solutionsteam to support wireless serviceproviders. With approximately 200resources, the LWS Organization inIndia not only supports theIntegrated Network Solutions andMobility Solutions teams, but alsomanages independent “servicesonly” projects, ranging from pre-installation services throughmanaging and maintainingcustomer networks.
BELL LABS IN INDIABELL LABS IN INDIABELL LABS IN INDIABELL LABS IN INDIABELL LABS IN INDIA
India is a major hub for research& development activities forLucent. With over 600 softwareengineers, Bell Labs in India isengaged in research for emergingtechnologies and plays asignificant role in the developmentof products, which are distributedglobally. Some of the technologyareas where the R&D facility playsa key role are broadband andmobile Internet including 3G,CDMA, HDR, UMTS, Softswitch,and technological advancementsin end-to-end systems. Located inBangalore and Hyderabad, theIndian R&D activities are a keysupport to Lucent’s customersworldwide.
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MOSER BAERMOSER BAERMOSER BAERMOSER BAERMOSER BAER
Established in 1983, Moser BaerIndia has evolved into a truly globalquality-led, technology driven andcustomer focused company. Thecompany has aggressively andsystematically grown in a highlycompetitive and technologyintensive business and is today thethird largest producer of opticalstorage media products in theworld. In the last three years, thecompany has shown revenuefigures of Rs. 681 crore, Rs. 1,086crore and Rs.1, 586 crore.
Moser Baer has successfullyleveraged the advantages offeredby India, viz. low cost qualitymanpower, low cost ofcomponents, etc. Its six state-of-the-art manufacturing facilities useprocesses and technologiesdeveloped in house, tomanufacture quality storage mediafor discerning global customers. InIndia, Moser Baer has offices inMumbai, New Delhi and Kolkata.In the international market, thecompany has its presence in Europeand the US.
The company manufacturesRecordable Compact Discs (CD-Rs),
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice: Storagemedia products
• Y• Y• Y• Y• Year established: ear established: ear established: ear established: ear established: 1983
• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 4000+
• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence:Europe and US
• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.moserbaer.com
MR. DEEPAK PURIManaging Director
Leveraging theLeveraging theLeveraging theLeveraging theLeveraging theAdvantagesAdvantagesAdvantagesAdvantagesAdvantages
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Rewritable Compact Discs (CD-RWs),Pre-recorded CD/DVD, RecordableDigital Versatile Disks (DVD-R) andRewritable Digital Versatile Disks(DVD-RWs) in the optical storagemedia segment. In the MagneticData Storage category, Moser BaerManufactures Compact Cassettes,Micro Floppy Disks (MFD) and DigitalAudio Tapes (DAT).
At the time of set-up, the companyfaced the key challenges to raisecapital, expertise and put in placethe technology. Another challengefaced by the company was toestablish global quality standardsand norms, and to meet andmaintain them. The company had
media market, making it the largestplayer in India. Over 80% of MoserBaers production is exported to 82countries, and the company hasstrong tie-ups with all majortechnology brands worldwide.
Moving forward, Moser Baer isfocusing on the DVD market as thissegment of the global industry isexpected to grow sharply over thenext five years. Trends show that in2002, the global DVD marketaccounted for only 50 million units.In 2003, that number grew to 600-700 million and is expected to cross2 billion units in 2004. The globalDVDR market is expected to touch7 billion units a year by 2007.
The company is uniquelypositioned to capture this excitinggrowth opportunity with its world-class infrastructure, excellentprocess and R&D capabilities,qualified personnel and a team ofover 4,000 efficient employees.
The company has amongst the bestprocesses technology in thebusiness and works closely withlarge global technology companieson various R&D projects to ensurecontinued growth along thetechnology curve for the companyin future.
the responsibility of recruiting theright people and scale upoperations, as well as to getcustomers.
Today, Moser Baer has a 16% shareof the global recordable optical
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MR. SHEKHAR DASGUPTAManaging Director
• Pr• Pr• Pr• Pr• Products:oducts:oducts:oducts:oducts:Oracle Database 10gOracle Application Server10gOracle Collaboration SuiteOracle E-Business Suite
• Y• Y• Y• Y• Year of Establishment: ear of Establishment: ear of Establishment: ear of Establishment: ear of Establishment: 1993
• Employee Str• Employee Str• Employee Str• Employee Str• Employee Strength: ength: ength: ength: ength: 5000+
• International Pr• International Pr• International Pr• International Pr• International Presence:esence:esence:esence:esence:HQ in CaliforniaPresent in 60+ countries
• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.oracle.com/in
Oracle Corporation, was one of thefirst multinational softwarecompanies to set up operations inIndia. Beginning with adistributorship through TataConsultancy Services in 1987, thecompany established a liaison officein 1991, and in 1993 formed OracleIndia Private Ltd., a wholly-ownedsubsidiary of Oracle Corporation,focused on the sales and marketingof Oracle software in India. Inrecognition of the significant poolof highly educated softwaredevelopment engineers based inIndia, Oracle opened its IndiaDevelopment Centre (IDC) inBangalore in 1994 and later inHyderabad in 1998. Today, Oracle’stwo India Development Centreswork closely with Oracle’s globalsoftware development team,headquartered at Redwood Shores,California, on the entire Oracleproduct family. India is also a hubfor several of Oracle’s globalsupport, consulting, financial andshared services operations.
Working hand-in-hand with theircounterparts on the other side ofthe globe, in the US, the India
ORACLEORACLEORACLEORACLEORACLE
The WThe WThe WThe WThe World’orld’orld’orld’orld’s Lars Lars Lars Lars LargestgestgestgestgestEnterprise SoftwarEnterprise SoftwarEnterprise SoftwarEnterprise SoftwarEnterprise SoftwareeeeeCompanyCompanyCompanyCompanyCompany
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development teams work on jointprojects round-the-clock, takingadvantage of the 12 and a halfhour time difference between Indiaand the US to pass development,support and consulting projectsbetween teams overnight. Whendevelopers in the US retire forthe night, their developmentcolleagues in India take over.
RAPID INVESTMENT AND GROWTHRAPID INVESTMENT AND GROWTHRAPID INVESTMENT AND GROWTHRAPID INVESTMENT AND GROWTHRAPID INVESTMENT AND GROWTH
The IDC in Bangalore became anextension of three headquartersdevelopment organizations – ToolsDivision, Server TechnologiesDivision and Platform TechnologiesDivision. The Hyderabad Centrewas dedicated to a newer area ofdevelopment of growing strategicimportance to the company –commonly known as e-businessapplications. The team also catersto the needs of specific industriessuch as healthcare, highereducation and public sectorfinancials applications. Together,the Bangalore and Hyderabadapplications development teamsform the largest group ofdevelopers outside the company’sglobal headquarters.
E-GOVERNANCE CENTRE OFE-GOVERNANCE CENTRE OFE-GOVERNANCE CENTRE OFE-GOVERNANCE CENTRE OFE-GOVERNANCE CENTRE OFEXCELLENCEEXCELLENCEEXCELLENCEEXCELLENCEEXCELLENCE
To provide a complete technologyand information architecture for E-Governance, Oracle India hasteamed up with Hewlett-PackardIndia to set up an E-GovernanceCentre of Excellence at Oracle’shead office at Gurgaon. The centresupports the E-Governanceinitiatives of central, state and localgovernment bodies in India. The
centre also provides a platformfor the development of modelE-Governance applicationsand showcases successfulE-Governance applicationscurrently used by various Indianand global government bodies, aswell as E-Governance applicationsby Oracle, HP and their partners.
ORACLE CONTINUES TO GROWORACLE CONTINUES TO GROWORACLE CONTINUES TO GROWORACLE CONTINUES TO GROWORACLE CONTINUES TO GROWIN INDIAIN INDIAIN INDIAIN INDIAIN INDIA
Today, India is Oracle’s fifth-largestmarket in Asia in terms of revenue,up from tenth a few years ago.With offices in Bangalore, Kolkata,Chennai, Hyderabad, Mumbaiand Gurgaon, Oracle Indiaoperates in all 28 states and workswith leading companies in thetelecommunications, banking,insurance, manufacturing andutilities industries, in both thegovernment and private sectors.Oracle database is available in 13different Indian languages. Withthe second largest developercommunity in the world, after theUS, Oracle has 2,20,000 registeredmembers of Oracle TechnologyNetwork in India. Oracle currentlyhas 6,000 technology and close to200 applications customers in India.Oracle is also committed to theIndian market through its extensivenetwork of more than 150 channeland alliance partners, includingOracle PartnerNetwork members—IFlex Solutions Ltd., Infosys,Satyam, Sonata, Tata ConsultancyServices and Wipro.
India holds great promise as adomestic market for Oraclesoftware solutions.
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Kuehne + Nagel is a world leaderin the field of Freight Forwardingand Logistics. With its presence in98 countries and with over 600offices, it is regarded among themost successful and profitablecompanies in its field,internationally.
Kuehne + Nagel first entered Indiain the 1960s through a localcompany. It struggled to make amark in India till it became the firstFreight Forwarder in India to bepermitted a 50% equity in a JointVenture . This JV under the nameof ABC Nakufrieght Pvt Ltd wasestablished in 1987.
ABC Nakufreight , although a jointventure was set up in the image ofa typical Kuehene + Nagelcompany and care was taken toensure that
• it was headed by an expatriate
• a team of key managers wascarefully assembled from the locallyavailable talent
• serious attempts were alsomade to incorporate the veryimpressive global Kuehne + Nagelsystems; and
KUEHNE + NAGELKUEHNE + NAGELKUEHNE + NAGELKUEHNE + NAGELKUEHNE + NAGEL
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Freight Forwarding andLogistics.• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1997• T• T• T• T• Total stafotal stafotal stafotal stafotal staff strf strf strf strf strength:ength:ength:ength:ength: 225• International pr• International pr• International pr• International pr• International presence:esence:esence:esence:esence: 98countries, 600 offices• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.kuehne-nagel.com
MR. JAN LYNGDAMManaging Director
The Road so FarThe Road so FarThe Road so FarThe Road so FarThe Road so Far
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• substantial resources ofmanpower and money wereinvested.
However, the Joint Venture did notsucceed. After 8 years of continualstriving, the Joint Venture did notturn the corner.
The logical but cruel option forKuehne + Nagel in 1997 was toclose its Indian operations andwithdraw. Around the time whenthe Kuehne + Nagel Managementwere grappling with its limitedoptions, two momentous eventsoccurred.
• Firstly, Kuehne + Nagel becamethe first international FreightForwarder to be allowed setting upof its 100% subsidiary, and
• Kuehne + Nagel became the firstinternational Freight Forwarder tobe permitted by the RBI to set a“clearing house concept” forforeign exchange payments andreceipts.
This gave the Kuehne + NagelManagement hope and reasons tostay on.
One of the lessons learnt from thepast was that a core team ofoutstanding calibre was theprerequisite to a strongorganisation. A new start-upManagement Team was set upcomprising four expat specialistsand an Indian manager whoprovided the “cultural bridging”.Great emphasis was given on team-building at different levels, hiring ofhigh quality personnel, constanttraining and retraining of its staffand creating a work atmospherewhich reflected the true spirit ofKuehne + Nagel.
Painstakingly, layer by layer, thecompany was rebuilt. Goodperformance, integrity and loyaltywas recognised and rewarded.Poor performers and under-achievers left. The ManagementTeam worked closely with theBranches urging them not tocompromise with quality, toimprove productivity and to beprofit-driven. By the third year thecompany had broken even. Sincethen, the company has grownsubstantially with many keypositions being filled from within byemployees who have performedand grown.
Today, Kuehne + Nagel India is wellestablished and respected in itsfield. With nine branches and 225employees, it continues to grow ata rapid pace. With its improvingperformance, quality of itsemployees and its profitability,Kuehne + Nagel in India performsto high standards in its field and isa proud reflection of its veryillustrious parent company.
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GLAXOSMITHKLINEGLAXOSMITHKLINEGLAXOSMITHKLINEGLAXOSMITHKLINEGLAXOSMITHKLINE
The UndisputedThe UndisputedThe UndisputedThe UndisputedThe UndisputedLeader in the IndianLeader in the IndianLeader in the IndianLeader in the IndianLeader in the IndianPharmaceuticalPharmaceuticalPharmaceuticalPharmaceuticalPharmaceuticalIndustrIndustrIndustrIndustrIndustryyyyy
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice: Over-the-counter (OTC) medicines, oralcare products and nutritionalhealthcare drinks
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 2000
• W• W• W• W• Website:ebsite:ebsite:ebsite:ebsite:www.gsk-india.com
MR. S. KALYANA SUNDRAMManaging Director
GlaxoSmithKline PharmaceuticalsLimited (GSK India) is theundisputed leader in the Indianpharmaceutical industry for overquarter of a century. GSK Indiaoffers a wide range of ethicalformulations to Indian patients andis the leader in the therapeutic areasof respiratory, dermatology andvaccines, besides having asignificant presence in the areas ofgastroenterology, dietarysupplements, gynaecology,neurology, cardiovascular andintensive care segments. GSK Indiais also the undisputed leader in theanimal health and fine chemicalsbusinesses.
The company has a 2,000 strongfield force that is rated as the mostproductive in the Indianpharmaceutical industry. GSK Indiaformulations generate maximumnumber of prescriptions frommedical professionals. It is estimatedthat every third prescriptionincludes a GSK brand. TheCompany owes this success to itslong presence in the country,understanding and meeting unmetmedical needs, a solid commitment
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to its people, unstinted support ofthe parent organisation, freedom ofoperations and leadership providedby highly qualified Indian talent.
Glaxo India Limited wasincorporated in 1924 as H J Fosterand Company and became awholly owned subsidiary of JosephNathan and Company in 1926. Thecompany became a publicenterprise on July 1, 1968. Thecompany’s core business waspharmaceuticals. However,activities in the past includedprocessed food products until1994.
SmithKline Beecham, on the otherhand, established trade links withIndia as early as in 1919. It becamea public limited company in 1984under the new name of EskayefLimited.
Both, Glaxo and SmithKlineBeecham have always had a long-term vision for India. During the1960s and 70s, when restrictionswere put on equity holding of
foreign companies, bothcompanies diluted their holdings incompliance with Indian laws.
Both the companies set up theirmanufacturing bases in India toproduce high quality formulationsat affordable prices.
A milestone in the form of theglobal merger of the twocompanies in December 2000created a new entity - GSK India.GSK India has emerged as anefficient, lean and profitableenterprise during the last threeyears.
GlaxoSmithKline plc spends over $4billion (about Rs.20,000 crore)annually on its R&D. TheCompanyhas the best R&D pipeline with over60 new chemical entities in variousstages of development for a widerange of ailments. GSK India isconfident of introducing these newproducts in India for the benefit ofIndian patients so as to bring itscorporate mission of “Do mor“Do mor“Do mor“Do mor“Do more,e,e,e,e,feel betterfeel betterfeel betterfeel betterfeel better, live longer” , live longer” , live longer” , live longer” , live longer” into reality.
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Nicholas Piramal India Ltd. (NPIL) isthe flagship company of PiramalEnterprises Limited, a US$ 600million industrial group withsignificant interests inpharmaceuticals, glass, textiles,retail and real estate
NPIL is the second-largestpharmaceutical company, andfourth largest formulationscompany in India with revenues ofover US$ 350 million in FY04. Sinceits entry into the sector in 1988,NPIL has leap-frogged competitionthrough a series of strategicacquisitions. During these 16 years,its revenues have grown at 32%p.a. CAGR and profits at 40% p.a.CAGR. NPIL operates strategic jointventures with Allergan and Boots,and has alliances with Roche,Biogen, Cheisi, Ivax and GileadSciences.
NPIL targets to achieve market-share leadership in the domesticformulations market by FY07,through a series of innovativemeasures centered on brandbuilding, expanding doctor reach,strengthening doctor relationshipsand “owning” specialty segments
NICHOLAS PIRAMALNICHOLAS PIRAMALNICHOLAS PIRAMALNICHOLAS PIRAMALNICHOLAS PIRAMAL
• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice:Formulations, Pharmaceuticals
• Y• Y• Y• Y• Year established:ear established:ear established:ear established:ear established: 1988
MR. AJAY PIRAMALChairman
“The “The “The “The “The AgnyaAgnyaAgnyaAgnyaAgnya Chakra” Chakra” Chakra” Chakra” Chakra”
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(such as Cardio-vascular, Psychiatry,Pain Management and anti-diabetes) among CPs and GPs(Consulting and GeneralPhysicians).
NPIL is now aggressively pursuinginternational expansion throughthe Custom Manufacturingbusiness. It has plans to grow itsinternational business to 40% of itsportfolio by 2007.
NPIL’s capabilities in CustomManufacturing extend well beyondlow costs. It has a world-class, US-FDA approved facility in India (withno 483s), which has beendedicated to supply the worldmarkets. NPIL’s strong track recordin respecting IPR, its relationshipswith US and European innovators,and its technical and chemistry skillshave given it a unique edge overits competitors. Growing this
business will be one of NPIL’s corefocus areas.
NPIL has filed a patent for its firstNCE, an anti-cancer moleculeNP102, in the US & India.
This molecule comes from NPIL’sNCE stable. NPIL has embarked ona focused R&D Programme in aworld-class facility in Mumbai in theareas of NCE, NDDS, ProcessDevelopment and FormulationsDevelopment. It has a team of 200scientists, which will grow to 400in the next 3 years. It is pursuingNCE research in the areas ofoncology, anti-diabetic and anti-fungal. It plans to increase its R&Dspending from the current 2% ofsales to 5% in the next 3 years. It isalso pursuing opportunities inclinical research and genomicresearch in its internationallyaccredited facilities.
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Pfizer has over 50 years of businessexperience in India. Over the lastfew decades, the company hascarved out a strategy of nurturinglocal blockbusters by reaching outto a large audience of medicalprofessionals and customers withboth prescription and over-the-counter medicines.
This has ultimately taken thecompany to the top league withinthe pharmaceutical industry. WhilePfizer has faced a challengingoperating environment over theyears, it has all along remained trueto its vision on India.
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Pfizer’s worldwide model ofresearching and then buildingblockbuster products from cutting-edge medical science has beendifficult to apply in India, given thelack of Intellectual Property. Asystem driven solely by price hascontributed to the fragmentation ofthe industry and a seriousdeterioration in standards of qualityand ethics. Regrettably in thatprocess, the vast majority ofpharmaceutical companies
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• Pr• Pr• Pr• Pr• Product/Seroduct/Seroduct/Seroduct/Seroduct/Service:vice:vice:vice:vice: Over-the-counter (OTC) medicines,prescriptions
MR. HOCINE SAIDManaging Director
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invested little effort in education,disease awareness or innovation.
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Fortunately, the emergingenvironment looks much brighternow.
India has woken up to therealization that it is self-defeating tocompete with copycat products.Indeed, the realization is growingthat with the wealth of its ownscientific, technical and artistictalent, India’s most effectivepositioning in the global,knowledge-based economy is thatof a country that promotes andrewards innovation.
India is expected to implement a lawthat respects Intellectual Property in2005. Notwithstanding the manyloopholes still embedded in the draftlegislation, it is encouraging tosee that India is finally addressingits regulatory shortcomings.This is already reflected, in theincreased interest of domesticcompanies in R&D and the recent
flow of foreign investments.
Over the years, Pfizer hasdemonstrated through tangibleinvestments, its long-term interest,and commitment to India. It hasdone this in many waysthrough Capital investment inmanufacturing and Contributionstowards philanthropy andcommunity projects.
It has also played a pioneering rolein Clinical Research not just in thefunding of programs but also incontributing to the development ofa vibrant clinical researchcommunity. Above all, Pfizer takesmost pride in the relentlessinvestment it has made towards thedevelopment of its people.
We believe Pfizer has laid solidfoundations to live up to its missionof becoming the most valuedHealth Company.
The future looks bright. Both Indiaand Pfizer are truly well positionedto compete effectively in aknowledge led economy.
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METROPOLITMETROPOLITMETROPOLITMETROPOLITMETROPOLITAN HOTEL NIKKOAN HOTEL NIKKOAN HOTEL NIKKOAN HOTEL NIKKOAN HOTEL NIKKO
The Metropolitan Hotel Nikko, NewDelhi, is a 178 room 5 star deluxehotel located in the heart of NewDelhi’s premier business district nearConnaught Place. Present in 54destination across the globe NikkoHotels have been rated among thetop luxury international brands.
Each guest room features a well-appointed desk, voice mail, andexceptional convenience in everyform. Many rooms come equippedwith telefax machines, multi-lingualinternational channels andnewspapers to keep you in touch.
A bedside console lets you controlin-room lighting and airconditioning. Other services andfacilities include: in room safetydeposit lockers, 24 hour roomservice, laundry, pastry shop,beauty parlour and barber shop,florist, craft shop, laptops andmobile phones on hire, doctor oncall and vallet parking. Baby sitter,photographer and local guides canalso be arranged.
Nikko Executive rooms and Suitesfeature a two-way airport transfer.Guests staying on our Nikko
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MR. RYUHAI KONOGeneral Manager
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Executive Floor will be treated toan accommodation of distinctionand will experience theconvenience of attention of anindividual butler as well as accessto the exclusive Nikko ExecutiveLounge for complimentarybreakfast, tea , coffee, horsd’oeuvres and bar service.
Nikko Hotels are well recognisedproviding high standards of safety,security and hygiene.
The Metropolitan Nikko New Delhihas adapted the ethos of theinternational Nikko Chain, blendingit with elements of IndianHospitality and warmth to strike apersonalized balance. The Hotelcan be defined as a ‘personalityhotel’. Each element in the hotelhas a distinct personality of its own.
Among the many serviceinnovations a concept of “PriorityService” is being introduced for thefirst time, giving the guest a onetouch button access to any serviceon request with complete follow upaction to ensure total guestsatisfaction.
A choice of cuisine at TheMetropolitan Hotel Nikko celebratesfine dining and provides a wholenew dimension to businessentertainment.
The Patio is a 24-hour restaurantoffering Nikko’s global expertise incuisine. Gourmet delicacies from
‘Kitchens of the World’ can beordered round the clock.
Sakura the Japanese restaurantserves lunch and dinner intraditional Japanese style. Samplethe culinary artistry of Japanesechefs. Also featured are threeexquisite, private dining rooms.
Tusker’s is relaxed lobby bar andlounge .
The Metropolitan Hotel Nikko NewDelhi offers special cuisine servicesfrom a pure vegetarian Kitchen also.
Complete rejuvenation of mind andbody can be experienced at ‘Zen’-The Health Club and Beauty Salon.Customized Programmes aredesigned to revitalize guests withwarm yet professional service fromtrained staff coupled with the latestequipment.
The Outdoor swimming pool isthere to pamper everyone in anelegant garden setting.
‘Craft House‘Craft House‘Craft House‘Craft House‘Craft House’ the unique shop atthe hotel has its own individualspace, feel and an ambiance. TheCraft House showcases some of thefinest handicrafts India has to offer.The rich and mystical heritage ofIndia is being presented through anensemble of object d’ arts namelydesigner jewelery, traditional worldrenowned kashmiri carpets, handwoven shamina and pashminashawls, stoles and scarves in anarray of weaves, colours,embroidery and prints
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Premium whole leaf teas sourceddirectly from tea estates inDarjeeling & Assam capturing themyraid flavours of tea handpickedin different seasons around the year.The collection also offers a veryspecial 100% organic tea (free fromchemicals and pesticides).
Sophisticated workmanship ofIndian Miniature Paintings using abrush made of fine squirrel hair todefine every expression to a detail.
The most expensive of woods,Sandal (Known for its naturalfragrance), intricately transformed
to spectacular figures, jewelleryboxes, idols and many moresouvenirs.
AllAllAllAllAll Tibetan ArtifactsTibetan ArtifactsTibetan ArtifactsTibetan ArtifactsTibetan Artifacts evoke a kindof peace and awareness and asense of well being be it theThangkas, aromatic pillows,meditation kits or the Buddha icons.
A visit to the Craft HouseCraft HouseCraft HouseCraft HouseCraft House is essentialto appreciate and acquire themarvel of the cherished IndianCulture depicted through ancientbut timeless art forms. Craft Houseoffers high quality and uniquecraftsmanship at affordable prices.
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THOMAS COOKTHOMAS COOKTHOMAS COOKTHOMAS COOKTHOMAS COOK
Thomas Cook (India) Ltd. is aleading international travel andfinancial services company. It hasbeen operating in India since 1881and is a public limited companylisted on the National and BombayStock Exchanges.
Internationally, it is a part of ThomasCook AG, Germany, one of theworld’s leading Leisure Group withoperations across UK and Europe,Canada, Egypt and India. ThomasCook AG holds 60% equity inThomas Cook (India) Ltd. State Bankof India (SBI) 8.29%, Unit Trust ofIndia (UTI) 2.48% and the balance29.23% is with the public.
Thomas Cook India has beenconsistently posting excellent resultsand is considered to be one ofIndia’s most “investor-friendly”companies. Six Bonus Issues andan increasing rate of dividend everyyear have resulted in substantialappreciation of the net-worth of theshare.
In India, the company has two corebusinesses – Travel Related Servicesand Financial Related Services thatinclude Foreign Exchange,
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MR. ASHWINI KAKKARChairman & Managing Director
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Corporate Travel, Leisure Travel andInsurance. It is adequatelyrepresented by a network of 55offices in 16 cities throughout India.
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The company is focussed atachieving the leadership position inthe Indian leisure travel segmentwithin the next five years. TheLeisure Travel division promotesdomestic, inbound and outboundholidays. The business is alreadyone of the top two names in theleisure travel.
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Thomas Cook (India) Ltd is aleading foreign exchange providerand offers a wide range ofinnovative products and services.These include Cash Passport, areloadable global card that enablestravellers to withdraw localcurrency from more than 800,000Visa ATMs across 144 countriesworldwide; Wire transfers of fundsworldwide, using the SWIFTnetwork; MoneyGram moneytransfer service for quick moneytransfers to India from anywhere inthe world.
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In this segment, Thomas Cookeffectively “manages” the travelbudgets of several large nationaland multinational companies.
Handling higher volumes results ineffectively being able to negotiatepreferential rates with principals,consequently leading tomeaningful savings for thecompany’s corporate clients.
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Thomas Cook (India) Ltd. is the onlytravel company to have a registeredlicence to sell insurance andoffers its own Travel Insurancebranded products viz. TravelCare,ScholarCare, FamilyCare,Corporate-Care and TravelPerks.
Aside from its wide network ofbranches and a strong line ofappointed sub-agents, thecompany has also set up two otherdistribution channels – a 365 dayoperational Call Centre andwww.thomascook.co.in, thecompany portal. The websiteincorporates features like onlineseat and hotel reservation facilities,personalised customer accountsand an online magazine –Trav@zine. Thomas Cook (India) Ltdis the only travel company to haveimplemented SAP (EnterpriseResource Planning Solutions) acrossall its operations.
Through its overseas subsidiaries,the company also has operationsin Mauritius and Sri Lanka and plansto expand in the Indian OceanRegion.
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Thomas Cook (India) Ltd has been a recipient of a numberof highly prestigious awards.
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Thomas Cook AG is one of the world’s leading Leisure Groups, comprising33 tour operating brands, over 3,600 travel agencies, 76,000 company-managed hotel beds and a fleet of 80 aircraft. The shareholder in ThomasCook AG is Deutsche Lufthansa AG (50%) and KarstadtQuelle AG (50%).
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