It was 30 years ago, in 1989, when the General Manager of Bajaj Auto, the world’s third-largest manufacturer of motorcycles, wanted to make the first purchase order from Sanjeev Vasdev’s new machining company. He had developed the “flasher”, an electronic part to control storm indicator signals. “He asked what the name of my company was and, at the time, I didn’t even have a name for it yet,” Sanjeev recalls.
“The first name which came to my mind was Flash Electronics. So that was the start for me.”
Sanjeev wanted to create something different. He felt that many companies at that time were trying to copy each other and there was a lack of innovation. “I realised that having a different business model or providing different products would provide a unique solution,” he says. “However, I was always hampered because of my financial condition. I was just a new entrant, and I had no money.”
Sanjeev’s greatest challenge was to raise finances, which didn’t happen until later in his career. For many years – from 1989 to 2006 – he was a small, niche player. From a meagre US$3 million turnover, the group has crossed a US$150 million turnover. In more recent times the company has expanded its product range and now manufactures more than 125 products. “After so many years, I decided to ensure that I raised enough money so I could achieve my dreams and expand into what I really wanted to do, and stand out from other companies,” he reflects. “I had the technology and had developed a proper R&D background.
“It was a difficult task for me because everything looks good on a project plan or presents well on an Excel sheet, but to make a large-scale project happen with no experience was a challenge. But we delivered. I think we’ve done well for ourselves.”
LEARN AND EARN
Denne historien er fra October/November 2019-utgaven av The CEO Magazine India.
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Denne historien er fra October/November 2019-utgaven av The CEO Magazine India.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
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In The Best Of Corporate Health
Under the leadership of chairman and managing director Dilip Surana, micro labs is showing no signs of slowing down in its quest to become one of the world’s leading generic pharmaceutical companies.
“OUR FOCUS IS ON OUR CUSTOMERS.”
BONFIGLIOLI TRANSMISSIONS COUNTRY MANAGER KENNADY V KAIPPALLY TALKS INNOVATION, CUSTOMER SATISFACTION AND THE POWER OF A STRONG BUSINESS CULTURE.
WE ALL TREAT EACH OTHER WITH RESPECT.“
WHEN COVID-19 STRUCK SOUTH ASIA, BD INDIA MANAGING DIRECTOR PAVAN MOCHERLA FOUND WAYS TO KEEP HIS ASSOCIATES SAFE WHILE CONTINUING TO PRODUCE THE TOOLS HEALTHCARE WORKERS NEED TO COMBAT THE VIRUS.
WE ARE ENJOYING A CONSTANT DEMAND FOR OUR PRODUCTS.
POTATO WAFERS AND OTHER SNACK FOODS HAVE PROVEN TO BE THE GOLDEN TICKET FOR CO-FOUNDER AND MANAGING DIRECTOR OF BALAJI WAFERS, CHANDUBHAI VIRANI.
Walking on water
RELIABLE ACCESS TO ELECTRICITY CAN UNLOCK OPPORTUNITIES FOR INDIA’S RURAL COMMUNITIES. AS CHAIRMAN AND MANAGING DIRECTOR OF NATIONAL HYDROELECTRIC POWER CORPORATION, ABHAY KUMAR SINGH IS DETERMINED TO DO AS MUCH AS HE CAN FOR THIS CAUSE IN THE NEXT TWO YEARS.
LEAN MACHINE
AS CEO, THOMSON JOSEPH HAS EQUIPPED TRÜTZSCHLER INDIA WITH THE TOOLS TO DO MORE WITH LESS. WHAT A TIMELY JOURNEY IT HAS PROVEN TO BE.
THE CUSTOMER IS KING.
AS EXECUTIVE DIRECTOR OF THE DISTILLERIES COMPANY OF SRI LANKA, ROYLE JANSZ UNDERSTANDS THAT THE RECIPE FOR SUCCESS IS A BLEND OF CONSISTENT QUALITY AND TREATING CUSTOMERS LIKE ROYALTY.
The WARTIME CEO
LEADERS MUST ADOPT THE MENTALITY OF BEING AT WAR IF THEY WANT TO SURVIVE THE NEXT 24 MONTHS, SAYS EXPERT LYNDALL SPOONER.
Challenges excite me.
WITH A FOCUS ON DIFFERENTIATION AND VALUE CREATION FOR ITS CUSTOMERS, ASHWANI SHARMA, PRESIDENT AND CEO OF ASEPTO, UFLEX GROUP’S ASEPTIC LIQUID PACKAGING ARM, SHARES HOW THE BRAND HAS TRANSFORMED THE ASEPTIC LIQUID PACKAGING INDUSTRY.
A MATERIAL WORLD
WITH 40 YEARS’ EXPERIENCE AT MATERIALS MANUFACTURER TORAY INDUSTRIES UNDER HIS BELT, CHIEF REPRESENTATIVE FOR INDIA SHIGEKAZU SUENAGA HAS LEARNED THAT FEW THINGS ARE MORE IMPORTANT TO A BUSINESS THAN INNOVATION, COMMUNICATION AND CONSISTENCY.