This Yatra was truly worth it

A Private Equity funding does not only benefit start-ups monetarily. It’s all about a partnership with experienced people who will hand-hold you through the myriad teething troubles of managing and eventually making your company succeed.


Set up in 2006 with the objective of providing able solutions to the needs of myriad travellers, this one can’t stop telling people that Yatra.com is a smarter way to travel. However, not many are aware that the portal became possible only through the funding of various venture capital firms. The VCs that have parked their funds in Yatra.com are Norwest Venture Partners (NVP), Reliance Capital and the Television 18 group who came in the initial part of the business and remain a part of the company till date. Dhruv Shringi, Co-founder and CEO, Yatra.com, elaborates on the journey of the online company.

What factors enabled you to convince the VCs to give you funding?

We approached the VC firms initially and, I think, there were a few things that we had got right, which are attributes that VC’s look for. We had a clear idea of what we wanted to do and the right team, with the capability to execute that idea. We were also aware about the competitive environment that the idea would develop in. For us the strongest point was team, we had people who had worked on this kind of business before and hence had the relevant experience to execute the entire plan well. These things worked in our favour.

How has the funding helped you grow?

I think these funds have helped us in multiple ways. As it was really the starting of the journey as far as Yatra is concerned so firstly, the funds helped us in getting together the right kind of team, as also in terms of formulating strategy and making an introduction with key people within the industry. Apart from the monetary aspects, this relationship also got many eminent people on the board of Yatra.com. Some of our investors are reputed people, involved in running companies. They brought with them a lot of experience. In case of start-ups, there are many problems that you encounter from time to time and it’s always good to have experience on your side. We had people like Haresh Chawla, CEO of TV18 who has taken TV18 from a small company to being a media conglomerate today. Likewise, Pramod Haque has invested in about 100 companies in various parts of the world. These guys, with their immense management experience, helped us to put forward our best foot.

How do see the relationship with the three key investors 2-3 years down the line?

The relationship that we share has evolved a lot. I see it more as a partnership. There is a lot of trust and respect involved. We help each other, we respect each other, we value each other and we also trust each others judgments.

Your advice to entrepreneurs who seek funding from Venture Capitalists?

My advice to anyone seeking funds is to not get blinded by valuations.Judge the quality of the investor. A little difference between valuations cannot determine success or failure. But having the backing of a right investors can.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
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B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Investee: GMR Infrastructure

Investor: Eton Park Capital, SBI, UBS, et al

Investment Value: $1,000 mn

As per G. M. Rao, Group Chairman, GMR Group, “The positive response to the Issue reflects the confidence that global investors have in the Company and its integrated business model. As a result of this, they have decided to invest in the company through the QIP route in large volumes.” Madhu Terdal, CFO of GMR Infrastructure asserts that “the funds will be used for the construction of GMR Istanbul’s airport in Turkey as well as buyouts in the international power and airport markets.”

In a deal worth $1 billion, qualified institutional players like Citigroup, Capital International, SBI, Kotak Mahindra, Credit Agricole, UBS et al, bought a 9% stake in GMR Infrastructure Limited (GIL), the flagship company of GMR Group. GIL plans to spend about Rs.800 crores in its various projects, which include the Istanbul Airport and a Special Economic Zone in Tamil Nadu. The fund raising exercise by the company was an effort in complimenting its future expansion plans, which will see the company moving into newer pastures like SEZs, Export Promotion Parks etc.. Already in GMR’s kitty are projects like Delhi Airport modernisation and the Hyderabad Airport construction, both in the final stages of completion. The company also has plans of setting up overseas offices and to tap the opportunities available in markets like Europe. The group is also planning to get into airport projects in Africa.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
ZEE BUSINESS BEST B SCHOOL SURVEY
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global (Print Version)
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

Personalisation

The manner in which Google has been personalising the search engine space, with its local content in local languages (not to forget ‘My Google’), has truly revolutionised the world wide web

Search engine Google has redefined the word personalisation by giving freedom to computer friendly masses. The product allows people to search anything and everything on the Internet, in almost any corner of the world, personalising computing more than even the PC did! After establishing itself as a preferred search engine on the Internet, Google evolved its brand strategy further, by offering ‘My Google’ services to its target audience. Personalising the Google homepage by the name of iGoogle was another master stroke. As a portfolio extension exercise, the company has also acquired cutting edge innovative web based products like Orkut and the Gmail, which can be personalised by users on need basis! Oh! And did we forget to add their masterstroke in India: offering their search in local languages, including Hindi, Bengali, Telugu, Marathi and Tamil!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
B-schooled in India, Placed Abroad (Print Version)

IIPM in Financial times (Print Version)

IIPM makes business education truly global

The Indian Institute of Planning and Management (IIPM)

IIPM Campus

Toofan(i) caravan

When IIPM comes to education, never compromise

Girl power to storm the rural ‘ad-man-world’

The amount of opportunities in the vast virgin lands of the Indian hinterlands have tempted many big-ticket organisations like ITC, HUL, Bharti et al to set up shop there. However, the marketing & advertising fraternity, which takes great pride in helping these companies in making inroads into this unexplored marketplace, has itself stayed away from venturing into rural India. But here’s an agency that has changed the rules of the game.

RC&M,which began its journey in 1990, is today a specialist in planning experiential marketing campaigns for these rural markets.

RC&M (previously Rural Communication & Marketing), is the brainchild of Rajesh Monga, who after spending time in the advertising industry decided to start an agency that would cater to rural marketing. Soon RC&M roped in a host of agri clients like Eicher Motors, Parle et al. Four years later RC&M decided to move up the value chain by entering markets in semi-urban areas & even metros. With the passage of time, other verticals – event management, separate company for LEDs – were added to RC&M. Rajesh moved on to take charge of these sister companies, while the baton of RC&M was passed on to his wife, Priya Monga.

“RC&M basically seeks to provide experiential marketing solution to a brand,” an effervescent Priya told 4Ps B&M, adding that under the banner of experiential marketing, the major task is to take brands to the doorsteps of consumers. So unlike mass media, RC&M is more into one-to-one communication. Priya opines, “For such marketing one needs to be clear about where to do and how to do. The target group needs to be spot on as we cater to refined audiences. It’s all about the right venue, the right timing and conveying the right kind of message. In short, experiential marketing is very strategic and driven by results.”

Then again, within the broad banner of experiential marketing, a host of services can be offered and RC&M especially specialises in exhibitions, road shows, putting up banners, customer contacts & kiosks. Events and launches are taken care of by one of its sister concerns. With such 3600 offerings, clients from different sectors have been flocking to RC&M. The agency’s ever expanding portfolio includes clients like M&M, TVS, Castrol, Bharat Shell, Colgate, Parle, Marico, HUL, Airtel & Nokia. Their Toofan campaign for M&M and GM’s Caravan have even received awards at various forums.


With success stories like these to narrate, one cannot help but ask about the core competency of the agency. Priya is prompt to reply that “We have the concepts to deliver the right solutions for the concerns which are shared by the client.” She believes that honesty in the business in terms of deliverables is also essential. “One may commit anything to the clients, but one must be able to deliver them as well,” she avers.

Those are the dreams and determination that help in making an agency big and RC&M is no different. Adds Priya, “I try that in a year I can take up three such projects that would help make a dent in the industry.”

Hear, hear! With an ambition like that, small surprise that RC&M’s already going places!

Edit bureau: Surbhi Chawla

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read these article :-
B-schooled in India, Placed Abroad (Print Version)
IIPM in Financial times (Print Version)
IIPM makes business education truly global
The Indian Institute of Planning and Management (IIPM)
IIPM Campus

For More IIPM Info, Visit below mentioned IIPM articles.
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Why Study Abroad When IIPM Gives You 3 global Advantages!

Publicity

The backbone of the Harry Potter series was nothing but publicity. And it was perhaps the only one required to make it a hit

The biggest P in the Potter Phenomenon has not been Pixies, Pigwidgeon or Polyjuice Potion, it has been publicity. Every new book was preceded by a film based on an earlier novel, whipping kids into a frenzy and driving even book-allergic, TV watchers into “boring” book stores. Buying the book became a super-cool thing for school goers – no matter whether you actually sat down and read it. The book readings in Scottish castles, the whispers of the death of a “major character” in the fifth novel, the rumoured casting of Madonna’s daughter Lourdes in the sixth film, the will-Harry-live-or-die debates, the leaking of vital chapters, everything fuelled its sales.

In India, Harry Potter appeared in motorcycles commercials and popped up in puja-pandals, besides adorning the tops of tiffin boxes and training bras. Recently, the series achieved the highest accolade in the land, stuff lesser phenomenons can only dream about and aspire to. It was panned by the Pope. Now nothing can stop Harry Potter.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-
B-schooled in India, Placed Abroad (Print Version)

IIPM in Financial times (Print Version)

IIPM makes business education truly global

The Indian Institute of Planning and Management (IIPM)

IIPM Campus

Paradox of a ‘moving bus’!

Investors should learn to encash market momentum

How sensitive are you? If you don’t know the norms of taking the roller-coaster ride – here’s a primer for you to know it better, as the bourses this time took just six trading days to scale up from the 16K to 17K level (purely a demand driven by liquidity – according to R. Swaminathan, National Head of Mutual Funds, IDBI Capital) – while the journey from 14K to 15K took as much as 143 days.

Certainly the market is all set for more such shocks and thus it’s time for the investors to beware! Now it’s about to reach the 18K mark! But is this recent skittishness in the Sensex only due to the Fed rate cut and leadership shown by Reliance (both Mukesh & Anil camps)? Quite a few agree to the latter but there are exceptions too! “The Fed rate cut was the triggering factor. Leadership by Mukesh & Anil cannot be acknowledged suddenly,” Anil Mascarenhas, Editor, India Infoline told 4Ps B&M. Among the promising counters – the Reliance brothers’ companies appear to be a buyers’ delight. A lot of euphoria on scoring on market cap, getting closer to the richest man in India et al adds to the unnecessary explanations of the market rise. Sachchidanand Shukla, Chief Economist, Enam Securities Pvt. Ltd. puts forth his views to 4Ps B&M as, “The current rally largely owes to the Fed rate cut which translates into increased funds flow into the Indian economy. And yes, this rally has been narrower, in the sense they have been driven by a handful of stocks.” We can easily guess whom he pointed as these ‘handful of stocks’? “Reliance Industries, exhibited a major share of the Sensex movement, has contributed more than 2,000 points in the last 7,000 points rise, really a flavour of the investors in the market,” clearly states Swaminathan.

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Hedging his bets?

K. P. Singh now takes the telecom route...
From escaping the military academy to setting up a real estate empire with DLF, he has created history of sorts. The latest buzz is about K. P. Singh’s foray into the booming telecom sector. Though the company refused to confirm the news, sources revealed that DLF is on the verge of approaching the Department of Telecommunications (DoT) for a unified access service (UAS) licence for telephone services.

But this is not DLF’s first foray outside its core business of real estate. To strengthen his hold on the future, Singh has been diversifying his business interests for some time now and DLF Universal is already present across six business verticals. “While the construction of home, retail and commercial complexes represent the traditional business of the DLF Group, three new business verticals – hospitality, SEZs and infrastructure – embody the group in the new millennium,” explains Shalini Wadhwa, GM-Corporate Comm., DLF Ltd.. For now, housing as a core business, contributes about 30% of DLF’s revenues; commercial properties 20-25%; and retail another 20-25%. SEZs are predicted to become the group’s biggest business after four years.

In the hospitality sector, upcoming JVs entail investments of hundreds of millions of dollars by foreign partners that include names like Hilton, Mariott and Four Seasons. DLF, on its own, is mulling investments of $700-800 million in a few select hospitality properties over the next seven years. Plus the real estate major already has approvals from the government for its SEZ projects in Punjab & Haryana, while in infrastructure, DLF has inked a 50:50 JV with $5 billion with the UK based Laing O’Rourke.

Singh’s telecom ambition announcement is expected some time in October. But a glance at his entrepreneurial journey and it comes as no surprise that this tycoon has already staked his claim as India’s third trillionaire, after the Ambani brothers.

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Source : IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Satyam will Prevail!

When one thinks about IT services, it’s hard not to think of Satyam Computer Services Ltd., that has over the years grown to become an IT stalwart competing with the best; and has today found a place amongst the top five Indian IT firms. Last year has been an exciting year for this IT genius, as it has been busy cementing its presence worldwide with its acquisitions of UK based Infrastructure Management Services, niche player Nitor Global Solutions Ltd.; opening up a solutions centre in Brisbane, Australia; and advancing its investments in Malaysia foreseeing it to become Satyam’s largest business hub outside India. Its competitive services also clinched two prized multimillion dollar IT contracts with the popular International Football Organisation, FIFA, and an agreement worth $1 billion with Fujitsu Services. “Satyam’s early adoption of strategic deals as an area of focus is resulting in larger and longer term engagements. We continue to win and ramp-up our engagements with strategic clients in our efforts to enable business transformation,” avers B. Ramalinga Raju, Chairman, Satyam. With a global presence in 57 countries across six continents, alliances with over 90 business and technology leaders across the globe, Satyam is surely going global on the lines of other Indian IT biggies like Infosys and TCS.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam Chaudhuri (Renowned Management Guru and Economist)

Let the calls begin

BPO Industry is considered the lifeline today, for India and its youth... Ever thought who deserves the credit?!
Rarely does one get to meet a person who is a pioneer ‘four times over’ and yet carries that air of humility around himself; making the person on the other side feel so comfortable. In reality, whether you catch up with him before or after his presentation, inside or outside his office, he’ll never make you feel that he, Raman Roy is actually the ‘Father of the Indian BPO Industry’. Today, Raman Roy has already helped his previous employers – from American Express to GE to Wipro Spectramind – implement outsourcing strategies, making their respective BPO businesses a major revenue earner for them.

In his quest of shaping the future of the BPO industry in India, China, Mauritius and Sri Lanka, Raman launched Quatrro in mid-2006, which focuses on high-end BPO services. The business model of his BPO is focussed on a mix of incubation and acquisition led strategies targeted at untapped potential in terms of market space areas. Explaining the same, Raman says, “Our tagline is ‘beyond the existing’. This is our fourth shot at BPO and considering our past success, we are trying to explore newer business models or newer geographies. Naturally, our focus is on newer areas; that is how we are getting into analytics and research. We are therefore into consumer analytics, engineering knowledge work and evolvement of different business models for technical support.” With ‘creating value through innovation’ being the cornerstone of Quatrro’s business philosophy, the company endeavours to endow its clients with innovative solutions through a blend of tools, platforms and business processes. So why is Quatrro looking forward to the SMEs? “We are tackling the small and medium segment as these things have not been done before. Our belief is that the untapped market is significantly larger than what has already been tapped and we want to demonstrate what can be done with the same” Quatrro, under the leadership of Raman, has been growing in leaps and bounds and currently follows the right mix of growth strategy, one that includes both inorganic and organic growth. He is a rare case of a living BPO practitioner who has lived through many challenges.

He can single-handedly boast of having transformed Quatrro into one of the leading BPOs in South Asia, while he still feels that the Indian outsourcing industry as a whole has a long way to go... giving it a most pitiable score of six on ten! While explaining the same, he states, “I think the domestic outsourcing is in its nascent stage because the benefits of outsourcing have not yet been realised by the domestic industries. And a part of the blame is shared by our ill-regulated framework. If you are in the Philippines and you do international business you can use the same table, chair, LAN, WAN, computer for the domestic business while in India you can’t and therefore the technology that is put for international business cannot be utilised for domestic business. Thus the domestic business does not benefit...”


Raman has also been recently appointed to the high-powered Working Group formed by the Indian Prime Minister’s Office for making recommendations on improving the supply of suitable talent in the IT & BPO sectors. Talking more about the industry and the employment opportunities he adds, “We have to make fundamental changes in what we are doing. Today, our educational system creates educated yet ‘unemployable’ people and we have to change because our education system has to be tuned to the needs of the industry.” He opines that the education system in India needs an overhaul and much more practical skills need to be imparted in order to fulfill the demand-supply gap in the outsourcing industry. Criticizing the Indian education system he questions, “Tell me one university, one school, one institution in India that teaches US GAAP. Zero! If you do not use US GAAP, then how can we compete with companies in Philippines where they can get people who have certificates in US GAAP by local universities.” Well said Sir, but can we point out something here? Well, we actually know many schools and B-schools in India which teach the US GAAP in their accounting lectures. We do! Honestly, we understand your concern, but here it reads like some old case of... it’s easier said than done!

With the IT/ITeS exports from India witnessing the share of BPO to touch $25 billion in revenues from the currently projected $8.3 billion for FY2007 as per CII, this man can be single-handedly take credit for lighting that matchstick which set the nation ablaze, giving India importance amongst outsourcing champion nations and also increasing the national output value and creating jobs to the tune of over 4,15,000, by creating the BPO industry in India. Playing his role and living up to expectations of being a Guru of Indian BPO industry, he as a founding member of the ‘Band of Angels’, a group of investors who invest in early stage businesses. In order to spread his intellectual opinions and messages, he regularly contributes to the Global Services Magazine, a publication focusing on strategies for sourcing people, processes and technologies. When asked about the future of outsourcing in India, he responds as thus, “I see early signs of that realisation coming where people are demanding and where business is moving towards the people who give good customer service. Expecting no anomalies, I see a huge growth in the Indian BPO industry in India.” Still trying to improve the industry, when it comes to his company, Raman follows a participative style of leadership; his success mantra being, “Get the right people. Get the right team, and success will be yours.” Raman does not believe in dividing his time between his personal and professional life but believes in obsession for work. “There is no balance. Either you are obsessed to achieve what you have to achieve, or, you simply have a balance. But, you cannot succeed by only being balanced.” However, this family lover feels that, “For vacation, I enjoy wherever my kids want to go... My choice really doesn’t matter.” This down-to-earth guru predicts that his company will be a dominant force in the industry over the next half-a-decade. And what about himself? “I hope they will not chuck me out of the company and I hope to continue to play a role in the company.” Surely, he has his eyes on all forms of competition. Good for him!

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam Chaudhuri (Renowned Management Guru and Economist)

Club One will remain a closely

There is another interesting take from the man who goes against the concept that widely held companies make for better business models. According to him, “When you are a private company, you can take decisions in a second. When you are a public company, you have all kinds of regularities to take care of. You therefore lack the flexibility and there are constant delays in executing ordinary decisions…” But ask him about the financials of his company, and while Singh flatly refuses to reveal details, he nonetheless openly expresses his desire to go public soon. “We’re doing very well and hope to go public soon.” Now, whether Club One will remain a closely held public company is a question for another day perhaps.There is also the well-accepted truth that going international is the manna for ailing domestic carriers. And does the Club One chief know about this? “Well, of course! We already cater to international customers and serve them all over Middle East and South East Asia …” In fact, international flights have solved the high fuel prices in India dilemma for this chief executive, as international ATF prices are lower. Surely, there are lessons to be learnt by the domestic air captains from Singh’s success and his niche-flying philosophy. Who says, being conservative and cautious does not pay. For Manav Singh, the proof of the ‘aviation’ pudding has been in the eating.

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam Chaudhuri (Renowned Management Guru and Economist)

He’s the reason why Idea’s growth is called a ‘fi ery’ tale & not a ‘fairy’ tale!

SANJEEV AGA... Chairman & MD, Idea
He’s the reason why Idea’s growth is called a ‘fi ery’ tale & not a ‘fairy’ tale!
Aman who first made his mark in the paints industry in 1973 and is a pillar in wireless industry today – that’s Sanjeev Aga for you, MD, Idea Cellular Ltd.. He is also currently on Board of Directors of Aditya Birla Management Corporation Ltd. & serves as a Chairperson of Cellular Operators Association of India (COAI). T.V. Ramachandran, Director General, COAI while talking about Aga told 4Ps B&M, “He is a very good leader & committed to the industry. He is extremely logical, analytical, transparent, ethical & straight forward. Due to his hard work, he has brought Idea to a very key position in the market and the credit of the success of the IPO goes to him...” An IIM-C alumnus, Aga deserves full credit for leading the successful merger of Idea with Tata Cellular Ltd. and the recent strategic deal Idea struck with IBM for obtaining innovative business solutions. Sure enough, without Aga around, Idea’s most fiery growth of 90.14% in subscriber base during 2006 would only have remained a paper fairy tale...

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam Chaudhuri (Renowned Management Guru and Economist)

Reaching out for rural riches...

IIPM - Admission Procedure

Despite being the first player to enter the private life insurance mart in India, HDFC Standard Life faltered due to its short-sightedness and nonaggressive approach, virtually handing over its first mover advantage on a platter to ICICI Prudential and Bajaj Allianz. But their desperation to join the big league in the race is visibly apparent. In fact, till last year, HDFC was number two in the race, but this year, it was browbeaten by Bajaj Allianz, to slip down to the third slot. Bajaj Allianz’ aggressive marketing, combined with an army of direct sales agents, helped it acquire a Rs.185.47 crore edge over HDFC, in terms of premium collected. One can empathise with HDFC’s pain. SP Subhedar, Asia Head, ICICI Prudential, clarifies on reasons that some have moved up and stayed ahead on the insurance ladder: “Many have failed to look at the rural segment (70% of the population) beyond the regulatory compliance perspective.” HDFC is working fast and ferociously to augment its weak penetration. Agrees Sanjay Tripathy, Head Marketing, HDFC Standard Life, “Sustainability will come through reach and penetration. We are increasingly expanding our reach into B & C class towns, while increasing our sales force and focusing on bancassurance channels to support the expansion.” Another HDFC spokesperson told 4Ps B&M that the number 3 player is now increasingly focusing on ‘a need based selling strategy’. Anurag, an analyst with RNCOS, a market research firm, comments on the agony of the 3rd, 4th and 5th rung players, by saying that the “prime reasons (for their predicament) are low market penetration and inadequate application of IT for business.”

It is estimated that by 2014, penetration of life insurance in India will increase to 4.4% (from the present 1.27%), and by 2009, the industry’s value would reach Rs.1,683 billion. While LIC is spreading wide, HDFC and the other also-rans can perhaps find solace in such statistical jugglery & forecasts…

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Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.
When IIPM comes to education, never compromise
IIPM, GURGAON
IIPM is A World of Career
Why Study Abroad When IIPM Gives You 3 global Advantages!

Acumen, track record, experience, expertise. Nayar has got everything what it takes to...

SANJAY NAYAR... CEO, Citigroup India
Acumen, track record, experience, expertise. Nayar has got everything what it takes to...
As the CEO of the world’s largest financial corporation, Citigroup, Sanjay Nayar, bets high on rural India and is keenly interested in expanding his business operations beyond the cries of the large cities. As Pushpal Banerjee, Kotak Mahindra, puts it, “a proven track record of financial acumen, his experiences speak for him.” As the country head of Citigroup India, Nayar firmly believes that there ought to be huge demand for financial services. He has till date very well used the correct dose of global expertise and local sensitivity, which has proven to be highly effective. The soaring balance sheet speaks volumes for him and his work. Manisha (Banking Analyst, Arihant Capital Markets) comments, “Citigroup has a significant competitive advantage in India and under Nayars’ leadership – who has an immense experience & expertise – it has strengthened itself all the more.” Nayar is actively involved in a number of industry forums like Member of Indo-American Society, Indo-American Chamber of Commerce, United Way of Mumbai. Looks like it is not only M&As & Citigroup that occupy Sanjay’s grey cell zone.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008

An Initiative of IIPM, Malay Chaudhuri and Arindam Chaudhuri (Renowned Management Guru and Economist)