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She saw a future in Saw

Sminu JINDAL... She put the groove back in the Jindal Group, and made ‘infrastructure’ a statement

In an industry that tests the best out of even the toughest of men, Sminu Jindal, Managing Director of Jindal Saw

(part of $4 billion Jindal Group) remains an exception. Though she was in her teens when she joined the company as a trainee, her appointment was no less than a blessing for Jindal Saw. She turned around the sick unit into a profitable venture in the very first year of joining by pioneering the production of ultra thin gauge steel that was unheard of in that era.

Not only this, she has been instrumental in bringing about a complete image makeover of the company at every level of operation. Her acute business Acumen has also helped position the company as a competitive global player bagging major international contracts.

Sminu shared with 4Ps B&M, “I get even more stubborn, when the going gets tough & work towards making a way and put all my energies into it.” Work holds top priority in her list and she believes her true calling is to ensure that Jindal remains the largest infrastructure player with enough diversification to make the stakeholders happy. She has also initiated some groundbreaking social cause projects under Svayam provides wings to people with reduced mobility. A lady with a difference is all that we can say about Sminu, but she for sure knows her business.

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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“Challenge in business is continuous and is accompanied by continuous innovation and rejuvenation”

After completing his Management degree from the Motilal Institute of Business Management, Allahabad, Sethi started his corporate journey with Reckitt & Colman of India in 1984 as a Branch Manager for the eastern region. His outstanding performance at the company soon

Chander Mohan Sethi, Managing Director, Reckitt Benckiser (India) Limited

saw him being promoted to the post of National Sales Manager in 1987. He was later transferred overseas and worked in West Africa and Nigeria. In his two decade stint, he has seen the company both through the good and bad times – when the company became a subsidiary of the global FMCG giant Benckiser in 1999 and was renamed Reckitt Benckiser (India) Limited and also when the company’s four-year-old JV with Nicholas Piramal ended in 2001.

However, the dissolution of the JV did not hurt Reckitt Benckiser much, as they got their hands on the prized 65-year-old brand Dettol and Disprin. Keenly understanding the Indian market, Sethi took no time to extend the company’s flagship brand Dettol, which is the leader in the antiseptic market with an 85% market share. The market was soon flooded with Dettol Liquid Hand Wash & Dettol Soap that have managed to find a prominent place in people’s bathrooms. The brand extension strategy was a runaway success as Dettol Liquid Hand Wash created an altogether new segment. It now commands 60% of the market in this new category. In the health soap division too, Dettol Soap accounts for 18% of the market. Explaining the core philosophy that drove his business, “media shy” Chander Mohan Sethi (as he likes to call himself) told B&E, “Challenge in business is continuous and is accompanied by continuous innovation and rejuvenation.”

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Source: IIPM Editorial, 2008
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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If Abbas competes with Hamas and its well developed social welfare structure and to avert human catastrophe in Gaza; he needs millions of dollars in US aid

If Abbas is to compete with Hamas and its well developed, social-welfare structure and to avert human catastrophe in Gaza, he needs

billions of dollars in aid. Along with a major increase in the US funds, the EU needs to increase its aid dramatically. But if outside money is to flow, Blair must get the Palestinian government to rein in its rampant corruption.

All this requires clear thinking. At the RAND Corporation, for example, a team of researchers has laid out a comprehensive approach to building a successful Palestinian state, covering governance, security, education, health, water, investment – as well as long-term economic relations with Israel and the outside world. RAND’s practical ideas have drawn praise from some Palestinian as well as Israeli leaders, precisely because they are about people more than about politics.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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A look at what Dr. Roy & Co. have on offer

Bollywood magician Karan Johar too is not merely a stake holder but will also give creative

inputs for making the channel a success. His contribution will not only come i n the form of hosting a (Koffee?) show for the entertainment channel, but in getting his pet tinsel town charmers to add oodles of oomph to the programming lineup. Who knows, choreographer Farah may anchor a dance show or SRK may yet dole out a game show mightier than KBC. “It’s a competitive place, but we would be No.1 or No.2 in 12-15 months of launch,” boasts, Sameer Nair, CEO, NDTV-Imagine.

Imaginations can run wild, but NDTV is indeed the late entrant in the space, where veterans like Zee and Star rule. Ashish Kaul, Senior VP Corporate Branding, Zee agrees that “having a few big names would not be sufficient for NDTV.” He says, “There are many established entertainment channels and all are revamping themselves to

brace competition. Any new entrant will face a huge challenge.” True. It took 6 years for Zee to climb back in the TRPs game and inch closer to Star, which has been reigning the idiot box ever since 2000. What hope does a new entrant (with no prior experience in entertainment) have?

But the NDTV Imagine trio cannot be written off so easily. Already the Ekta magic is not able to keep viewers glued to Star and KBC 3 too was a semi-flop. Viewers are intelligent & clamoring for change. And Dr. Roy’s business acumen, Nair’s creative genius & Johar’s ‘starry’ connections, may deliver just that.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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