the presentation is about business maharaj the famous book of an entrprenur.

1. SABKA
SAPNA
MERA
APNA
DHIRAJLAL HIRACHAND AMBANI

2. EARLY LIFE
• Hirachand Ambani was a village school teacher with less income given to him.
• Hirachand and Jamnaben had two daughters - Trilochanaben and Jasuben and
three sons - Ramnikbhai, Dhirubhai and Natubhai. Dhirubhai was the second
son.
• Dhirubhai was precocious and highly intelligent. He was also highly impatient
of the oppressive grinding mill of the school classroom.
• He chose work which used his physical ability to the maximum rather than
cramming school lessons.
• Why do you keep screaming for money? I will make heaps of money one day"

3. LIFE AT ADEN
• “ I need your money. The family needs it. You must work now. Ramnikbhai
has arranged a job for you in Aden. You go there”.
• On reaching Aden, Dhirubhai joined office on the very day of his arrival. It
was a clerk's job.
• Those days Aden was the second busiest trading and oil bunkering port in
the world after London handling over 6,300 ships a year.
• To learn the tricks of the trade he offered to work free for a Gujarati trading
firm. There he learnt accounting, book keeping, preparing shipping papers
and documents

4. THE ZERO CLUB
• Dhirubhai often asked journalists to write about his rags-to-
riches background.
• He was proud of it and people should get inspiration from this.
• People will have hope that they too can become successful.
• He belongs to zero group because he started with nothing.

5. GROWTH IS A WAY OF LIFE
• In feb 1966 ambani built a spanking new mill at Naroda, 25 km from
ahmedabad.
• By 1983,Reliance would become India‟s largest composite textile mill
employing 10000 workers.
• Between 1977 and 1980,almost daily a new and exclusive vimal outlet
would open its doors to business.
• Sales doubled every two years from Rs 49m in 1970 to Rs 2097m in 1980.

6. EQUITY CULT
• In nov 1977,Dhirubhai had a hard time convincing people to
trust him with their money.
• Despite the dip in profits, Ambani declared a 27% dividend.
• The 1979 issue(worsted mill) was quickly followed by one in
1980(mordenizing its textile mill)
• In 1979, Reliance needed money to finance a worsted spinning
mill.

7. DHIRUBHAI’S CONTROL
OVER STOCK EXCHANGE
• In 1982, Reliance Industries came up against a rights issue regarding
partly convertible debentures.
• It was rumored that company was making all efforts to ensure that
their stock prices did not slide an inch.
• To complete the transaction, the much needed cash was provided to
the stock brokers who had bought shares of Reliance, by none other
than Dhirubhai Ambani.
• With this, the demand increased and the shares of Reliance shot
above 180 rupees in minutes. The settlement caused an enormous
uproar in the market.

8. THERE IS NO INVITATION TO MAKE
PROFIT
• Reliance is now 10 times bigger and its profits have increased.
• Reliance today is well handled by his sons Mukesh and Anil Ambani.
• Motivated manpower is the most important thing.
• At Reliance they work like anything, leave no stone unturned, work round
the clock, to achieve something which is best.
• The visibility and success of Reliance has made others develop the courage
to think big.
• Others may think that he has finally arrived, he himself thinks that he has
just begun

9. RAHUL KUMAR BAJAJ

10. INTRODUCTION
•Rahul Bajaj born 10 June 1938 is an Indian businessman,
politician and philanthropies.
•He is the chairman of Indian conglomerate Bajaj Group and
member of parliament.
•Bajaj comes from the business house started by
a Rajasthani Marwadi businessman Jamnalal Bajaj.
•He was awarded the third highest civilian award Padma
Bhushan in 2001.

11. EARLY LIFE
•Rahul Bajaj is an alumnus of Harvard Business School in USA,
St. Stephen's College, Delhi, Government Law College,
Mumbai and Cathedral and John Connon School.
•He took over the reins of Bajaj Group in 1965. Under his
stewardship, the turnover of the Bajaj Auto the flagship company
has risen from Rs.72 million to Rs.46.16 billion.
•Rahul Bajaj created one of India's best companies in the difficult
days of the license-permit raj.

12. TEMPO TANTRUMS
•His first job was as a deputy general manager in Bajaj
Tempo ltd.
•His boss was Naval.k.firodia chief executive of Bajaj Auto
and managing director of Bajaj Tempo.
•In1957, Bajaj Tempo was promoted to make three-
wheelers using German technology.
•Now there is a rift between Florida's and Bajaj's
•Floridias walked off with Bajaj Tempo and Bajajs held on
to Bajaj Auto.

13. YOU CAN’T BEAT BAJAJ
•Despite all obstacles by congress party, BAJAJ Auto prospered. In
its start-up year(1962), it manufactured 3995 scooters.
•By 1971,the BAJAJ scooter was a completely local product without
any imported Italian parts. since 1994,it has been producing over a
million two-wheelers annually.
•Rahul Bajaj made the Bajaj scooter so popular that a flourishing
black market developed. A customer with a Chetak or super could sell
it the next moment at double the price.

14. COMPETITION
•In 1986,the two people who most worried Bajaj- the Firodias and Japan’s Honda Motor
Company-tied up with each other to produce scooters in Bajaj’s own backyard.
•For years Honda had been eyeing India and its huge domestic market. Honda entered into
a technical collaboration with the Munjals to make motorcycles through Hero Honda
Motors, and a joint equity venture with the Firodias to make scooters through Kinetic
Honda.
•Still Bajaj auto sold more scooters than Honda and were the leading company in market.
•Rahul Bajaj had nothing against foreigners or tieing up with them but he did not want to
share power,authority,and ownership with a foreigner in his own country. only weak do
that

15. HAMARA BAJAJ
•This iconic ad in 1989 reflected the pride that Indians took in the
name of „Bajaj‟ which was synonymous with their sole vehicle of
dreams: a scooter.
•The fact that Bajaj is now positioned second in the motor cycle
business and has excited the scootor market is a sign of a change in
power equation between consumer and manufacturer.
•This is the world of consumers, and brands have to take the
shortest route to their hearts and minds, hopefully Rahul Bajaj‟s
thinking will give a fresh impetus to this debate.

16. ADITYA VIKRAM BIRLA

17. TEMPLE BELLS AND LADDOOS
ON NOVEMBER 14,1943 at 11:07 p.m on Sunday in room no.3 of
Birla house, Aditya Birla was born.
Aditya Birla was the only son of Basant Kumar and Sarala .
When Aditya Birla was born, temple bells pealed and laddoos were
distributed .
Aditya spent most of his childhood in Calcutta, living in Birla Park until
1955.
His first school was the Mahadevi Birla Shishu Vihar at 4 Ironside
Road, founded specially for him
After two and a half years, he went on to the Hindi High School.
After his matriculation, he joined St. Xavier's College, graduating in
science.

18. HUNGER FOR BUSINESS
Like his grandfather, early on in his career, Aditya displayed an
incredible hunger for business.
On November day in 1963, aditya written a letter to his parents in
Calcutta:
Ma, So far, I thought of only studies--studies and studies. Now I feel
that studies will be completed thereafter, I have to work. I now feel
that I should enter business at the earliest--and create something
really big--something really big--really BIG. I now realize that studies
would be over soon. Until recently, the aim was to join MIT--then it
shifted to getting the degree from MIT. Now the aim is to become
very big and important in business. Big and important not only in
business--but also in other aspects of life.

19. SOMETHING REALLY
BIG
After completing a degree in chemical engineering at
the Massachusetts Institute of Technology(MIT),he was
married to Rajashri.
His father had lined up not one but two projects for
his only son.
The first was a small spinning mill for which BK had
acquired an industrial license and the second job was to
overhaul Hindustan Gas, a Rs 30m Company.
The Eastern Spinning Mill wasn't the something big'
of the MIT-returned youth's dreams, but the Rs 8m
project offered tremendous opportunity.

20. Handing the valuable license over to Aditya in July
1964, BK told him, "This permission is just a piece of
paper. If you are interested, take it up. If not, tear it up.“
 Close by and around the same time that Aditya
bought Indian Rayon for Rs 3m in October 1966, small
unknown yarn trader was building a spinning mill at
Naroda in Gujarat for Rs 0.3m.
 Six months later, Dhirubhai Ambani's Reliance
Textile Industries couldn't produce fast enough while
Birla's investment looked as if it would go up in smoke.

21. BRIJ MOHAN KHAITAN

22. HARROD BOMBINGS
• The Harrods bombing was a car
bombing that occurred
at Harrods department store in London on
17 December 1983.
•Brij mohan and Pradip Khaitan, a cousin close business
associate. They had flown into London that morning for an
important meeting with Richard Magor, BM's partner.
• A Scotland Yard investigation revealed later that dynamite had
been concealed in the car next to the Khaitans' Volvo.
•Pradip and Brij mohan Khaitan were both thrown about twenty
yards away. They were unconscious for 4 to 5 minutes.

23. HARROD BOMBINGS
• Brij was bleeding badly, but he patted pradip on the cheek
and said, "Don't worry, we're still living, we aren't dead
yet.”
• Richard Magor, joined hands with one George
Williamson to promote Magor to manage tea gardens
in Assam.

24. FROM BURRA BAZAAR TO BURRA SAHIB
• Mulling over offer, the thirty-four-year-old Khaitan figured a one-third
share in Williamson Magor.
• There was also the little matter of prestige. Many Marwaris were cornering
British tea gardens and becoming Burra sahibs.
• In 1964,Khaitan was appointed as managing director of Willinamson
Magors.
• Matters came to head when Pat Williamsons died a few months later,
Khaitam become a chairman of Willinamson Magors.
• This was the first step towards becoming the world‟s biggest individual tea
planter.

25. GARDENS OF FEAR
Gardens of FEAR
• On Tuesday, February 11, 1991 at Lahowal. Three gangsters
burst into the office of D.K. Chowdhury, pumped nine bullets
into him and escaped on scooters before they could be caught.
• ULFA (United Liberation Front of Asom), a terrorist
organization was behind this.
• "Donations' were frequently extorted from living in far-flung
and isolated tea estates, but the tents were small.
• The commander of ULFA demanded ,Khaitan alone have to
shell out Rs 23.5m to buy peace.

26. • Khaitan refused to pay it. Instead he increase its gardens
security.
• Today the gardens are guarded night and day by Khaitan's
private army. Two thousand armed guards, forty per garden,
patrol its perimeters constantly.
• No manager is allowed to go outside the garden without some
protection. If he does, and he is kidnapped ,the management is
not responsible for his ransom
• Khaitan's protective attitude towards his executives has earned
him their unflinching loyalty.

27. • I was the last person to pay and I was the softest Target in the
whole f Assam. I've gone through nights of literally torture in
my mind, putting my head on the pillow and not knowing who
will be the person to be killed tomorrow morning. That was
the time that l decided to build a good school in Assam. I have
put in Rs 22crores into the project, brought in the finest
faculty--the principal of London's Westminster School.”Can a
mere school buy peace with ULFA? "No. I want to prove that
a good school will produce a good student, and that a good
student will produce a good citizen, and a good citizen will
produce a good country.1 have gone out of my way to put
money back into Assam, and people will realize it someday."

28. RATAN NAVAL TATA

29. INTRODUCTION
Ratan Naval Tata born on 28th December 1937 is the present
chairman of Tata sons and Tata group.
In 1962, after graduating from Cornell university with a
degree in Architecture and structural engineering, Ratan joined
the family business.
Ratan‟s childhood was troubled as Naval and Sonoo didn‟t get
along with each other.
“I would probably want to do something more for the uplift of
the people of India.I have a strong desire not to make money but
to see happiness created in a place were there isn‟t.”

30. A SRATEGIC PLAN
In october 1978 he took over the chairmanship of
Tata industries.
Ratan Tata wrote out a new plan for the group
called 1983 Tata “strategic plan”.
“There was a need to look into the future and plan
for it more than in the past,and to look at new
business areas in a different kind of way”
He foresaw that india would one day stop being a
sellers market.

31. CORPORATE SPURS
Trouble at truck manufacturers pune had started brewing.
Nobody anticipated that an assault on Ratan‟s position would come not from an
autocratic Tata executive Russi Moody but an unknown trade union leader Rajan
Nair.
Ratan launched measures to build bridges between the management and the
workforce.
Nair announced that he and his supporters would go on an indefinite fast at
Shaniwarwada fort.
For Tata, the Telco crisis became the test of his managerial ability.
Tata‟s victory: Tata believed it was a Vindication of principles and values which
the group had so zealously protected and propagated all along.

32. QUESTIONING THE UNQUESTIONABLE
Aware of the criticism and whispering going on behind his back,
Ratan understands the challenges that face him. He knows that the
decisions he takes today will decide the future.
Ratan wants to radically change the Tata culture, make it more
competitive and agile.
“change is not going to come by merely making that a mandate.
change is not going to come by writing letters to various group
companies. change is going to come from the competition that
environment provides.”

33. WHAT WE LEARNT FROM THIS BOOK
DHIRAJLAL HIRACHAND AMBANI: “Dream with your eyes
open”, “its difficult but not impossible”, “Be innovative”.
 RAHUL BAJAJ: “Know the path you want to take”, “Be a risk
taker”.
ADITYA BIRLA:
BRIJ MOHAN KHAITAN:
RATAN TATA: “Be committed”, “Be Courageous”, “move closer to
the goal even if the goal keeps shifting”