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  • 1. 1 Page
  • 2. Transformational & Revolutionary Projects - Fuelling Economic Growth Prabhu K.B – Vice President, BA Continuum India Pvt Ltd2 Page
  • 3. Contents 1. Abstract ......................................................................................................................................... 5 2. The Journey from 200,000 to Zero – Polio Eradication Programme ................................... 6 2.1 Background & Magnitude of Polio Problem ....................................................................... 6 2.2 Polio Immunization Project ................................................................................................... 6 2.3 India‟s Polio Eradication Programme ................................................................................. 6 2.4 Project Challenges and Risks .............................................................................................. 7 2.5 Innovative Project Planning & Execution ........................................................................... 7 2.6 Success Story ........................................................................................................................ 8 2.7 Economic & Social Benefits ................................................................................................. 9 2.8 Conclusion .............................................................................................................................. 9 2.9 Project Management Principle, Best Practices & Lessons Learned.............................. 9 3. Singur to Sanand – Transformation of Sanand ..................................................................... 10 3.1 Singur- background ............................................................................................................. 10 3.2 Project hits air pocket .......................................................................................................... 10 3.3 Project challenges & its failure .......................................................................................... 10 3.4 Sanand – A Reality .............................................................................................................. 11 3.5 Relocation - Singur to Sanand ........................................................................................... 11 3.6 Economic Transformation of Sanand ............................................................................... 11 3.7 Conclusion ............................................................................................................................ 13 3.8 Project Management Principle, Best Practices & Lessons Learned............................ 13 4.0 The Game Changer - IPL ....................................................................................................... 13 4.1 IPL - background & project details .................................................................................... 13 4.2 Objective ............................................................................................................................... 14 4.3 Stakeholders......................................................................................................................... 14 4.4 Risks & Challenges ............................................................................................................. 14 4.5 Innovations in Project Execution ....................................................................................... 14 4.6 Economic Benefits ............................................................................................................... 153 Page
  • 4. 4.7 Conclusion ............................................................................................................................ 15 4.8 Project Management Principle, Best Practices & Lessons Learned............................ 15 5.0 Lesson Learnt - Summary ...................................................................................................... 16 6.0 References ............................................................................................................................... 16 7. Author‟s Profile: .......................................................................................................................... 174 Page
  • 5. 1. AbstractThe paper will detail the Transformation projects, the business benefits derived and the resultantEconomic & Social transformation achieved through these projects. Three such Transformationalprojects have been chosen and an extensive analysis have been done on each of them to determinethe Innovative & Thoughtful Leadership applied in these projects along with the Tools, Techniques,Best Practices and the Project Management principles that were applied. The following threeprojects from Social/Government Project, Automobiles and Hospitality industry projects will bediscussed in the paper to articulate the Transformation & Revolutionary nature 1. The Journey from 200,000 to Zero – Polio Eradication 2. Singur to Sanand – Transformation of Sanand 3. The Game changer – IPL.ObjectiveEveryday numerous projects are initiated across the globe, which improvises the transactions anddelivers business values in the chosen field, be it financial, industrial or engineering. However, thereare few projects that take human life into a new paradigm by completely transforming the behavior,attitude and lifestyle of human beings. Such initiatives are termed as Transformational Projects,since the benefits are far lasting and they are often revolutionary in nature. These transformationalprojects fuel all round Economic & Social growth by maximizing wealth, creating Assets, generatingemployment & ultimately removing poverty and illiteracy.This encourages industrialists, entrepreneurs and governments to identify and execute more suchprojects. Project Management professionals, academicians & Critics are interested in the bestpractices adopted in these projects.The Objective of this paper is to  Identify the Best Practices of Project Management principles, Risk Management Approaches & Innovative execution process adopted in Transformational Projects.  Determine the Stakeholder identification & Engagement process implemented in such projects.Scope - Detailed analysis of Real-time Transformational projects covering Automobile, Hospitalityand Social/Government Projects.ResultThis paper highlights the business benefits and the overall Economic/Social influence ofTransformational projects. It also articulates the Creative & innovative Project Managementprinciples applied. Special Emphasis is given on Stakeholder Management, Risk Management & theDistribution channels employed.5 Page
  • 6. Business ValueEnhancing the Probability of successful completion of Projects.2. The Journey from 200,000 to Zero – Polio EradicationProgrammeThis project discusses the successful implementation of Polio Eradication Programme in India.“It is Rare to be born as a Human being. The rarest of the rare thing is to be born as a NormalHuman being without being born as differently-abled”, translated from the sayings of Tamil LadyPoet, Avvayar. This saying brings out the benefit of being born as a Normal Human being.2.1 Background & Magnitude of Polio ProblemPolio is a highly infectious disease caused by a virus that is transmitted via the faecal-oral route;poliovirus invades the central nervous system and as it multiplies, destroys the nerve cells thatactivate muscles, causing irreversible paralysis in hours. Polio cannot be cured but can be preventedby immunizing with Polio vaccine multiple times. In 1988, the disease was endemic in 125 countries, paralyzing more than 1000 children every day Prior to 1988, polio crippled an estimated 200,000 children in India each year2.2 Polio Immunization ProjectIn the year 1988, an initiative called Global Polio Eradication Initiative (GPEI), spearheaded byWHO, Rotary International, the US Centers for Disease Control and Prevention (CDC) and theUNICEF was launched to adopt a resolution for the worldwide eradication of polio. The goal was toimmunize more than 2.5 billion children against polio by more than 20 million volunteers, over thenext 25 years backed by an international investment of more than US$8 billion.2.3 India’s Polio Eradication ProgrammeThe objective of the first nationwide polio immunization campaign launched in the year 1995 was “To eradicate Polio from India and make a Polio Free World”. This was the beginning of the journeyfrom 200,000 to Zero.Some major financial contributions are Rotary‟s contribution- US$158 million The Aditya Birla Group- US$6 million Mrs. Usha Mittal- US$1.5 million6 Page
  • 7. 2.4 Project Challenges and RisksThis was one of the most challenging projects considering the demography & geography of India.Distribution Challenges India‟s vast majority of population lives in the rural areas & many villages are cut off from the mainstream India Nomadic & Migrant Population- Massive numbers of families migrate constantly to find workStakeholder Challenges Misconceptions about Oral Polio Vaccine (OPV) and Resistance from the community- Illiteracy and religious faiths against Vaccines Lack of Awareness about the vaccination dates & the need for follow up vaccination, fear of Vaccination side effects like Fever & Loose MotionCommunication Challenges Communication between volunteers and villagers Tracking dates and ensuring completion of vaccines course as per scheduleCost & Procurement Challenges Managing Cost Overruns due to transportation and attrition of volunteers Estimating the vaccination doses required Establishing carrier models for sourcing and distribution of vaccines across regions at all seasons2.5 Innovative Project Planning & ExecutionTo successfully implement this project, Planning & Execution have to be dynamic, innovative andadoptable. Best Practices/Lessons Learnt from previous projects were not available, since no projectof this magnitude, nature and complexity was executed before. In order to reach the last Child at theremotest corner of the Country, Project Managers had to visualize and establish robust distribution &delivery channels at many transit points. Precise execution, closer co-ordination and extensivecooperation amongst stakeholders are essential.Reaching Length & Breadth- Health workers target mobile families at bus stations, constructionsites and on trains as well as use motorbikes and trek by foot to immunize children in India‟s mostremote regions.Engaging Right Stakeholders - Involving community Leaders to persuade parents to immunizetheir children, thereby reducing the number of people refusing vaccination.7 Page
  • 8. Brand Ambassadors– Engaging celebrities from film, Cricket & sports created massive awarenessand allayed fears from the minds of public. Personalities like Amitabh Bachchan & Rajinikanthhelped in reaching out to the masses with ease.107 High-Risk Block Plan (Uttar Pradesh & Bihar) - A multipronged approach that aims to ensurehigh quality polio vaccination campaigns, prevention and control of diarrhea through sanitation,availability of clean water and hygiene practices.Ownership & Accountability- Health workers are personally accountable during vaccinationcampaigns. Strict action is taken for any laxity in vaccine delivery.Execution Facts IN 2011  2 National Immunization Days (NIDs) were conducted  A Single NID involves - 709, 000 vaccination booths; 1.17 million vaccination teams; 2,500,000 Vaccinators;155,000 Supervisors; 225 million polio vaccine doses; 2 million vaccine carriers; 6.3 million ice packs ; 209 million homes visited; 172 million children immunized  7 Sub-National Immunization Days (SNIDs) were conducted immunizing 50-70 million children each  500,000 vaccinators cover about 45 million children in each sub national immunization campaign  1 Mop-up Emergency Activity was conducted immunizing 2.6 million Children Social Mobilization Network (SMNet) tracked 30,000 migrant families and helped vaccinate morethan 1,814,266 children in transit and border areas2.6 Success Story In 2007, India accounted for 66% of polio cases reported in the world This reduced to 46% in 2009 It dropped substantially to 3% in 2010 It further reduced to less than 1% in 2011 Finally, in 2012, it touched the Ground Zero Now, Afghanistan, Nigeria and Pakistan are the only polio endemic countries in the world8 Page
  • 9. Figure 1 Polio Case Trend2.7 Economic & Social BenefitsThe benefits of this Social sector project driven by the government are far lasting and perpetual. Thebenefits cannot be quantified in economic value but can be inferred from the simple fact that “Noneof the Indian child will suffer from Polio“. Every child in this country will be able to lead a normal lifeand become an “Employable Asset”, which is a huge Transformational benefit. We may find anotherKapil Dev, Prakash Padukone, Sachin Tendulkar, P.T.Usha, Saina Nehwal, Viswanathan Anand ora Usain Bolt coming from India, which otherwise would not have been possible. More than 8 million cases of life-long polio paralysis prevented Differently abled Indian Citizens due to polio virus will be a History Polio eradication is not only the eradication of a disease but the delivery of a global public good Globally, Net benefit of US$ 40-50 billion expected to be achieved through 2035 with low-income countries accounting for 85% of savings2.8 ConclusionFebruary 25, 2012 is a Historical Day in India and can be referred as “India‟s Second IndependenceDay” since this was the day when WHO officially struck off India from list of Polio Endemic countries.To this date, this has been one of the Best Projects executed in the Social/Government sector. Duecredit should be given to the Indian Government, State Governments, Voluntary organizations, NGO& Social Organizations and Community groups for their commendable performance in achieving thisGoal. With the same momentum, India is certain to become a Polio Free Nation by 2014.Polio Eradication Programme won the „India Innovation Awards‟.Success of this program has helped establish surveillance systems for other life-threateningdiseases, including measles.2.9 Project Management Principle, Best Practices & Lessons LearnedThe Success of the project heavily depended on9 Page
  • 10.  Stakeholder Management - Identification & Engagement of Stakeholders throughout the project with precision Communication Management – Designing and developing excellent Communication framework and Marketing Campaigns Developing an extensive Distribution Network Innovative Techniques in reaching out to Children3. Singur to Sanand – Transformation of SanandThis project is actually a two- in- one project with the first project discussing the failures at Singur,while the second one details the successful implementation at Sanand. The final outcome is thetransformation of Sanand into a Major Auto Hub, transforming the entire region.3.1 Singur- backgroundTATA, the Automotive Conglomerate had the Vision of producing low cost Car for 1 Lakh Rupees.The flagship Project would be a paradigm shift for the two wheeler owners to have a Pride Dream ofowning a car. Tata planned to rollout the Small Car, Nano by 2008.Singur, an unknown village 40 Kms away from Calcutta, West Bengal (WB), with a total populationof 20,000 was chosen as the location for setting up the factory. Tata announced this on May 18, th2006, immediately after the CPI (M) government took charge for the record 7 time.Suddenly, Singur gained global prominence since the transformation project with an estimatedinvestment of around 1,000 crores was expected to create huge number of direct and indirectemployment. This project was expected to bring a Landmark shift in the attitude of Industrialist andEntrepreneurs towards WB. Further, it was perceived that WB will soon be able to recapture itsglorious past on the industrial growth with huge capital investments.3.2 Project hits air pocketWhile the project was announced with much fanfare, it faced turbulence right from the inception, asfarmers opposed to the acquisition of the land. There were protests by farmers in small numberswho believed that the land is being forcibly taken while the number of people who will be employedis much less than the number of farmers disposed of land. As more people joined, it gatheredmomentum and finally it took the form of widespread protest & agitation when it was supported byTrinamool Congress and Social activist like Ms Medha Patkar.3.3 Project challenges & its failure 2 Process of Project site selection & takeover of 997 acres (4.03 km ) of farmland to build the factory is unprecedented and perplexing causing anger among the farmers10 Page
  • 11.  Singur Region is more fertile and multiple crops are grown. This raised concerns about the Food security in WB and also raised questions as to why an alternative site was not considered While the government claimed transparency in government dealings, newspaper reports suggest that the monetary value of the incentives offered to the Tata for their Rs 1000 Crores investment may run up to 1500 Crores,(RTI No. 134 CI/O/Incentive/17/03/1 dated 24 March, 2004) Employment was supposed to be created only for 2000 people while immediately ousting 15,000 from their livelihood Key stakeholders including Opposition parties, Land Rights group and farmers were not involved in the discussionsRelentless protests by peasants/People of Singur, social activist & opposition parties led to ageneral anti- government mood in the state. State Government was unable to provide adequateSecurity to the plant.Around the same time, another violent agitation was happening at Nandigram, WB where farmerswere opposing the move by government to forcibly acquire the land to form a Special EconomicZone. Nandigram issue turned violent with the issue rocking WB Assembly and Parliament.All these factors forced Tata to take the inevitable decision to move the project out from Singur on rd3 October 2008, ending the Agony of Tata‟s.3.4 Sanand – A RealityWhen Mr. Ratan Tata was finalizing the new location for Nano project, various state governmentsoffered sops and incentives. Finally, Sanand, a little known place near Ahmadabad, Gujarat got thenod. Sanand is about 220 miles from Mundra port, situated close to the proposed Dholera port andinternational airport. It is said that the investor friendly nature of the state coupled with incentives &sops, like, 10 year Corporate Tax Holiday on Exports, exemption from dividend distribution tax, Zerocustoms and Excise duty and Exemption from central sales & service tax clinched the deal in favorof Sanand.3.5 Relocation - Singur to SanandGujarat Industrial Development Corporation (GIDC), in order to convince the farmers to sell theirland, fixed the land price at INR.1,200 per square meter, which was roughly four times higher thanthe prevailing market price. The relocation of the plant to Sanand was a challenging assignment &required extensive planning & execution, since it involved transportation of machinery from East toWest of India, around 2,000 Kms. This was a daunting task and it needed around 3340 trucks and495 containers. The project was finally commissioned and trial production of Nano commenced inNovember 2009.3.6 Economic Transformation of SanandCommissioning of Nano Plant brought in an initial investment of 2,000 crores to Sanand with acapacity to produce 2.50 Lakh cars in a year11 Page
  • 12. Table: 1 Tata‟s Investment INR Total Investment 2,000Cr Investment Per Employee 3Cr Direct Jobs 650 Output/yr 2,50,000 Cr Gross Revenue @1 Lakh Car 2500Cr Wage Element @12 Lakh per Employee 78Cr Vendor Cost @ 57% 1,425Cr Deduct Tax – Nil for 5 yrs - Profit 600Cr Rate of profit 30%This created employment for about 3,750 persons in and around Sanand. Indirect Employmentgenerated for around 1,000 persons with tier-2 vendors and support functions like logistics & others.Apart from this, numerous auto ancillaries established shops with billions of investments committedfrom some of worlds largest Automobile companies.Table: 2Rank Year of Entry Investment Manufacturing LocationTata Motors 2008 2000Cr SanandCeat Tyres 2009 700Cr HalolFord 2011 4000 Cr Sanand Ford Motors commenced work on its 2.40 Lakhs cars per annum plant, expected to be fully commissioned by 2014, creating around 5,000 jobs PSA Peugeot Citroen Plans to produce 1.70 Lakhs cars a year Per capita income of Gujarat In 2009-10 was Rs 63,961 Gujarats export share (14%) is among the highest Gujarat‟s economic growth has consistently outpaced Indias growth, hitting 10.5% in 2010-2011versus 8.4% for the country12 Page
  • 13. 3.7 ConclusionSetting up of a manufacturing hub will generate employment to all types of workers, Skilled, Semi-Skilled and Unskilled. It helps create huge amount of indirect employment that will trigger a host ofeconomic activities, leading to the formation of a Vitreous cycle. Thus, shifting of Nano project isTransformational & benefits are everlasting since it had generated huge investments at Sanand & itssurrounding areas, resulting in Employment generation, Wealth creation and Asset formation.Sanand is all set to become the next major auto hub after Chennai.3.8 Project Management Principle, Best Practices & Lessons LearnedFailures at Singur Stakeholders Identification & Engagement  Farmers, the impacted stakeholders not engaged in the project  Project failed at the initiation phase with protest at the outset  Opposition Party, a key stakeholder was not involved Communication Management  When protests were going on, management did not have proper communication channel toaddress the concerns of the farmers. Opposition Leaders were not invited for discussions Risk Management  Impact to Triple constraint leading to delay in rollout of “Nano” were not factored  Alternate production location not identified till its exitSuccess at Sanand Implementation of Lessons learnt from the Singur project, in terms of offering a higher price thanthe market value Engaging Right stakeholders and involving them throughout the project life cycle Scope, Time and Cost management were well managed.4.0 The Game Changer - IPLThe final project, Indian Premier League (IPL), deliberates how a sporting event can transform theeconomy and generate lasting benefits, touching upon a wide array of industries, includingAdvertisement, Media, and Entertainment & Hospitality.4.1 IPL - background & project detailsIndia won the inaugural T20 world Cup in 2007 that prompted Entrepreneurs within the cricketingworld to launch IPL. IPL is nothing but a club cricket that brings in players from all over the world.While conceptually IPL is similar to that of Indian Cricket League (ICL), the difference & obviouslythe success was in its execution13 Page
  • 14.  Teams/Franchisees formed city wise with ownership given to Industrialists/Entrepreneurs and Celebrities. Total of 8 teams. Each team can play a maximum of 4 Foreign players in a match Each team plays the other team twice resulting in 8 Home & 8 Foreign matches First match played in 2008 summer IPL Brand Value – 2.92 billion USD4.2 ObjectiveTo identify potential Indian Players, Provide them with International Exposure and package thegame as an Entertainment.4.3 StakeholdersPlayers (Indian & Foreign), Franchisee owners, Coaches, Umpires, Groundsmen, Sponsors, Media,Commentators, Entertainment Lovers, State & Central Government.4.4 Risks & ChallengesAdoptability & Brand Acceptability  Fans loyalty towards country (India). Will that mindset change to a club concept?  Will 1 billion Indians enjoy when Sachin Tendulkar gets out? ICC Schedule – No separate window for IPL. Hence, many overseas players were confronted with Country or Club cricket ROI – Franchisees had to be convinced of the ROI Failure of Past Project, ICL. Prime Time challenges – It had to compete with Soaps and regular TV programmes & New Films Evening matches start at 4 PM which is a working hour4.5 Innovations in Project Execution Effective Stakeholder Management  Management of Sponsor priorities using various revenue opportunities through tie-ups with various brands  Enabled revenue streams through auctions for broadcasting rights Established various channels of content distribution, online portals, TV & mobile phones for effective delivery Branding each lever of the match ensuring monetization like Karbonn Kamal Catch Amortization of the ownership fees ensured better cash flow management for the corporate Engagement of Cheer Leaders provided glamour and gained initial attraction Aligning Sports, Cricket and Entertainment to offer a product called “Cricketainment” Engagement of overseas player, commentators and umpires provided the right level of International flavor Fortunately, nature of T20 game attracts fans cutting across age/Gender14 Page
  • 15. 4.6 Economic BenefitsSuccess of IPL - Tangible benefits Increased occupancy for Airlines, about 70-80 seats per match New markets for telecom, media & entertainment, hospitality and travel industries Estimated Visitors at Dharamsala, Himachal Pradesh is 454,851 (2010) against 400,583 (2009), jump of 13% solely due to IPL Estimated Hotel Revenue (Dharamsala) – 43 Crores in 2010 (Considering 80 % occupancy rate with INR 1200 per day) SET MAX Ad rate per 10 second (2012) is 5.5 Lakhs INR (20-25 % higher than 2011). While the Ad rate for the World cup matches per 10 Seconds is 4.5 Lakhs INR Total Advertisement expenditure in 2012 – 1020 Crores Versus just 680 crores of World Cup. This improves the Government‟s indirect taxes collection via service tax and VAT Income Tax paid (IPL franchisees & BCCI) - 350 Crores in IPL4, 180 crores in IPL 3, an increase of 94% Telecom Industry income due to IPL - 100 Crores per season Maharashtra Police Income (2010): 5.65 Crores for 6 matches for stadium security Pune Stadium Built in 2012, creating infrastructure demand4.7 ConclusionIPL, truly transformed the Indian Economy by enhancing the earning potential of Entertainment,Hospitality & Knowledge industries, leading to direct employment creation. Indirect industries likeTextiles and infrastructure have benefitted. Further, there is a direct inflow to the exchequer in theform of additional Tax collection & indirect taxes like Service tax & VAT. With its huge popularity, theevent has the potential to expand to Non cricket playing nations like US, which will bring valuableTrade flows to India, since India is the “Land of Cricket “. IPL deserves to be called as “Gamechanger”.4.8 Project Management Principle, Best Practices & Lessons Learned Stakeholders Engagement  Owners of Franchisee & Sponsors were part of the decision making process  Full support & backing from BCCI & therefore from ICC  Integration of Cricket with Entertainment, bringing Value for Money  Since it is held in Summer, it attracts all children & students Communication Management  Communication management was one of the best since Stakeholders were informed of every decision Risk Management  Demonstrated by the Project Managers in 2009, when Government expressed its inability to provide security forces owing to Parliament elections, the event was shifted to South Africa. It proved as an effective “Continuity Management”15 Page
  • 16. 5.0 Lesson Learnt - SummaryThe three projects discussed in the paper, Polio Eradication, Singur to Sanand and IPL are fromdiverse areas, namely, Government/Social Sector, Automobiles, Entertainment and Hospitality. Allthe projects have taken human life into a new paradigm by completely transforming the behavior,attitude and lifestyle and had far lasting impact on the society. The benefits are tangible, recurring &perpetual and hence they are truly Transformational & Revolutionary to the common man.Creative Marketing strategies, packaging of Products & Innovative Distribution & Delivery Channelsare some of the General Management principles applied. On the Project Management front, it hasbeen more or less consistent across all these projects with the thrust on Stakeholder Engagement &Management, Communication Management and Pro Active Risk Management. Leveraging LessonsLearnt is another best practice that has been adopted in these projects.On a concluding note, it is evident that all the three projects have fuelled Economic and SocialGrowth and can be show pieced as some of the best Projects executed from India.6.0 References http://www.unicef.org/india/Polio_Booklet-final_(22-02-2012)V3.pdf- Polio_Booklet-final_(22-02- 2012)V3.pdf http://www.polioeradication.org/Portals/0/Document/InfectedCountries/India/PolioIndiaFactSheet. pdf http://www.rotary.org/RIdocuments/en_pdf/polioplus_fact_sheet_en.pdf http://www.polioeradication.org/Portals/0/Document/InfectedCountries/India/Polio_In_India_Fact sheet.pdf http://www.npspindia.org/bulletin.pdf http://www.unicef.org/india/media_7684.htm http://business-standard.com/india/news/left-front-to-start-7th-inningstata/239326/ http://www.business-standard.com/india/news/singurstory-so-far/478214/ http://www.hindu.com/2007/03/16/stories/2007031613750500.htm http://www.hindu.com/biz/2008/09/15/stories/2008091550081500.htm http://business.outlookindia.com/printarticle.aspx?101552 http://www.business-standard.com/india/news/seven-months-on-singur-liveshope-for-tata- jobs/363375/ http://www.hindustantimes.com/India-news/Gujarat/Sanand-India-s-new-Motor-City-rises-from- the-dust/Article1-844381.aspx http://www.telegraphindia.com/1100602/jsp/nation/story_12513647.jsp http://www.businessandeconomy.org/28042011/storyd.asp?sid=6097&pageno=1 http://businesstoday.intoday.in/story/ford-to-set-up-second-plant-in-gujarat-first-in- chennai/1/17433.html http://www.vibrantgujarat.com/images/pdf/ahmedabad-district-profile.pdf - A Government of Gujarat Organization http://www.hindustantimes.com/India-news/Gujarat/Sanand-India-s-new-Motor-City-rises-from- the-dust/Article1-844381.aspx http://ibnlive.in.com/news/gujarats-sanand-set-to-become-the-next-auto-hub/181090-3.html http://www.thehindubusinessline.com/industry-and-economy/government-and- policy/article2433119.ece http://www.dnaindia.com/india/report_euphoria-over-gujarat-s-detroit-dreams-far- fetched_1689431 http://in.news.yahoo.com/ford-indias-second-plant-sanand-gujarat-create-5-082545174.html16 Page
  • 17.  http://indiatoday.intoday.in/story/sanand-gujarat-nana-land-displacement-farmers/1/149876.html http://www.tata.com/media/reports/inside.aspx?artid=zrnGDbRqqoY= http://www.tatamotors.com/sustainability/CSR-11/pdf/economic-performance.pdf http://www.in.com/news/current-affairs/ipl-boosts-tourist-inflow-to-dharamsala-50082199-in- 1.html http://spaceviewtimes.com/index.php?option=com_content&view=article&id=5701:home-stay- plans-for-ipl-fans-in-dharamsala&catid=142:tourism&Itemid=15 http://www.zimbio.com/India+Tours/articles/lCDlug-9xTG/IPL+Boosts+Tourism+Dharamshala http://www.indianexpress.com/news/ipl-&-world-cup-in-a-battle-for-ads/746356/0 http://www.indianexpress.com/news/govt-to-earn-rs-200-cr-as-taxes-from-ipl-3/590612/ http://affle.co.uk/media-centre/recent-coverage/telcos-vas-earnings-rise-15-percent-ipl http://www.merinews.com/article/delhi-daredevils-calls-for-volunteers-to-be-part-of-ipl-4- crew/15845930.shtml http://business-standard.com/india/news/iplturning-track-broadcast-revenue-down- bythird/475426/7. Author’s Profile: Prabhu is currently working as Vice President in BA Continuum Pvt Ltd, a non Banking Subsidiary of Bank of America.. He has 20 years of rich experience across MNCs and PSUs namely, Barclays, SCOPE International, Stock Holding Corporation of India (SHCIL), Karur Vysya Bank and Southern Railways. Prabhu has executed several transformational projects across organizations, ranging from Software Development, Project Management, Support and Service Management. He has successfully implemented numerous cross-border projects integrating multi-geographical teams. An entrepreneur by heart, he has been instrumental in designing and developing the Marketing strategy for SHCIL to enter the Retail Depository segment & played a key role in rapid expansion of SHCIL branches across the country. A Management graduate from Jamnalal Bajaj; his credentials include certifications like PMP and ITIL. His interests are Cricket, Politics, Chess ,Financial markets & Public speaking. The latest addendum to his interest is his blogs on IPL 2012 ((http://www.blogger.com/profile/00234542337406174490) Prabhu‟s pillars are his wife, Puspha who is a home maker and his 16 year old daughter, Niranjana.17 Page

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