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Business Maharajas (Penguin business)

Arguing that it gave investors a guaranteed return through, interest as well as offering the prospect of capital appreciation through the conversion into shares, Dhirubhai relentlessly lobbied the government until it accepted the concept. To meet Dhirubhai’s deadlines, Mukesh’s young project team discarded several established business practices in favour of unconventional methods which have now become gira of Reliance’s corporate culture.

I have nothing against foreigners. Gandhi immediately after the January Lok Sabha elections. They will encourage us and amaze us. They know Businss is happening in every single corridor of the government ministries. As a chairman who’s been less than five years in the hot seat, the jury’s still out where Tata is concerned. Its market capitalization that year was Rs 96bn.

Business Maharajas (बिझीनेस महाराजे)

And Dhirubhai likes to move fast. The import of the component to be replaced would have normally taken two or three months. The former petrol pump attendant is inching his way to realizing his dream of building a company like Burmah Shell. This was at a time when people had to wait for years after booking a Bajaj scooter to take delivery!


Ambani April offered to exchange every Rs worth of ebentures for 1.

His father had managed to wrangle him a job in the prestigious managing agency firm as a covenanted assistant on the princely salary of Rs per month, but within a week RP tendered his resignation in protest against the racism rampant in the Scottish firm. Ambani bought a flat in Usha Kiran, then the poshest block in town, paying half a million rupees. Some industrialists-Rahul Bajaj, the scooter manufacturer, for example-shared Ambani’s world vision, but lacked the latter’s knack or clout of making bureaucrats listen.

As a school kid, Dhirubhai’s biggest ambition had been to own a jeep. Because, not so long ago, Mauarajas was just a riffraff boy and people would say: The entire family uprooted itself, from Jamna downwards, and rented a flat at Kabutarkhana People are jealous,” Ambani grumbled.

In this room, extraordinary things must happen.

Business Maharajas – Gita Piramal – Google Books

As a mill-owner, he invaded the fourth. Maybe if I had some education my success and growth would have been quicker. And what about men like Kistian L.

If others did not do well, perhaps, they could not export their goods. It was even more so for Ambani.

She has authored many books and is writing and commenting on the corporate sector for many decades. As rival said at the time: It changed its accounting practice. As far as Reliance was concerned, they had reduced access to the finance ministry.

May 25, Ankush Agrawal rated it it was amazing Shelves: As a yarn trader, Ambani used to kick his heels outside the custom-designed offices of the big serfs, waiting for the opportunity to make a sale. Socialist India has harassed businesses time and again and continues to do so even after liberalization. In many ways, Ambani bridged the old and the new. We had projects on hand at that time which were apital intensive.



This greatly upset Birla, who had already found a U. Mobilizing funds directly from small investors was a major departure from normal practice at the time. Separating from his brothers was hard for Dhirubhai.

Whatever information must come, must come. He painstakingly garnered information on present and potential investors, and the quality of his data surpassed that of the biggest and best merchant banks.

Actually, the stage for this drama was set a few days earlier, on March 18, when a selling hysteria shocked the BSE. With a wry smile, Deora recalls business trips to Delhi where since neither could afford a hotel room, they had a storage arrangement with Ashok Hotel for their briefcases and returned to Bombay by the last flight.

Looking them straight in the eye, Dhirubhai lashed bhsiness Yet in the same breath Dhirubhai says: Punters were convinced that Ambani would pull off the coup this time as he had in Aprilthough the government had refused countless similar requests from other companies. In the early years that underdog, almost paranoid attitude, was a matter of survival.