This document summarizes an interview with Sunil Bharti Mittal, founder of Bharti Group and India's largest mobile operator Bharti Airtel. Some key lessons from Mittal's career include starting with small businesses and tying up with larger partners, choosing speed over perfection to gain an early advantage, and navigating India's highly regulated business environment. He discusses entering the phone business by accident and building Bharti Airtel through a focus on speed, passion, and being closer to customers. Mittal also outlines plans to expand Bharti internationally and his retail partnership with Walmart in India.
Sunil mittal case study (developed by ranjan shetty)ranjanshetty
This document provides an overview of Sunil Bharti Mittal's leadership and ability to inspire others through building Bharti Airtel into a major telecom company in India. It describes how he started small businesses and recognized opportunities in the growing telecom sector. Through strategic partnerships and an entrepreneurial mindset, he expanded mobile services across India. The document highlights how he transitioned the company to be professionally managed while still providing entrepreneurial guidance as the company grew substantially.
This document appears to be a quiz on entrepreneurship development topics. It contains 20 multiple choice questions related to concepts like types of entrepreneurs, methods of idea generation, stages of the entrepreneurial process, intellectual property protections, and requirements for patents and trademarks. For each question there are 4 answer options listed and the correct answer is provided. The quiz also includes questions to identify famous entrepreneurs and startup companies.
The document discusses entrepreneurship and provides information on various entrepreneurs. It can be summarized as follows:
1) It defines entrepreneurship and discusses key characteristics of entrepreneurs such as taking risks, innovating, and exploiting opportunities. 2) It profiles several famous Indian entrepreneurs like Lakshmi Mittal, Nandan Nilekani, Azim Premji, and others who have founded successful businesses. 3) It also discusses different types of entrepreneurs and the stages of entrepreneurial process from identifying opportunities to managing enterprises.
Sunil Bharti Mittal is an Indian businessman who founded Bharti Enterprises. He is the founder and CEO of Bharti Airtel, which is India's largest telecommunications company and the world's fourth largest mobile operator. Mittal has received several honors and awards for his work, including being named the 8th richest person in India by Forbes and receiving the Padma Bhushan award in 2007. The Bharti Foundation, an arm of Bharti Enterprises established in 2000, works to improve accessibility and quality of education in India through programs in primary and higher education.
The document profiles several prominent Indian entrepreneurs including Ghanshyam Das Birla, JRD Tata, Adi Godrej, Dhirubhai Ambani, Azim Premji, Laxmi Narayan Mittal, M.S. Oberoi, Rahul Bajaj, Sunil Bharti Mittal, and Mukesh Ambani. It discusses their business achievements and contributions to transforming India's economy through industrialization and globalization.
Sunil Maheshwari is the CEO and co-founder of Mango Technologies, one of India's top startup companies of 2008. He previously designed India's first domestically-produced mobile phone and the world's first dual-SIM phone. In 2006, he co-founded Mango Technologies with Lekh Joshi to develop mobile operating systems tailored for the Indian market. Mango Technologies has since won several awards for its innovations and now employs 35 people across two offices. The company aims to make its platform the number one solution for mobile phones and improve the consumer experience in India.
Sunil Bharti Mittal is an Indian businessman who founded Bharti Airtel, India's largest telecommunications services provider. He was born in 1957 in Ludhiana, India and started his first business making bicycle parts at age 18. In the 1990s, he successfully bid for one of India's first mobile licenses and launched mobile services in Delhi in 1995, establishing Bharti as a pioneer in India's telecom sector. Today, Bharti Airtel has the largest customer base in India with international partnerships. Mittal has received several business awards and has a net worth of over $7 billion.
The document profiles several famous Indian entrepreneurs including Narayana Murthy of Infosys, Shiv Nadar of HCL, Tulsi Tanti of Suzlon Energy, Rahul Bajaj of Bajaj Group, Dr. Pratap Reddy of Apollo Hospitals, Kiran Mazumdar Shaw of Biocon, Naresh Goyal of Jet Airways, Anil Ambani, Azim Premji of Wipro, Ekta Kapoor, Mallika Srinivasan of TAFE, Rashmi Sinha of SlideShare, Sanjeev Bikhchandani of Naukri.com, Sarathbabu Elumalai of Food King
Sunil mittal case study (developed by ranjan shetty)ranjanshetty
This document provides an overview of Sunil Bharti Mittal's leadership and ability to inspire others through building Bharti Airtel into a major telecom company in India. It describes how he started small businesses and recognized opportunities in the growing telecom sector. Through strategic partnerships and an entrepreneurial mindset, he expanded mobile services across India. The document highlights how he transitioned the company to be professionally managed while still providing entrepreneurial guidance as the company grew substantially.
This document appears to be a quiz on entrepreneurship development topics. It contains 20 multiple choice questions related to concepts like types of entrepreneurs, methods of idea generation, stages of the entrepreneurial process, intellectual property protections, and requirements for patents and trademarks. For each question there are 4 answer options listed and the correct answer is provided. The quiz also includes questions to identify famous entrepreneurs and startup companies.
The document discusses entrepreneurship and provides information on various entrepreneurs. It can be summarized as follows:
1) It defines entrepreneurship and discusses key characteristics of entrepreneurs such as taking risks, innovating, and exploiting opportunities. 2) It profiles several famous Indian entrepreneurs like Lakshmi Mittal, Nandan Nilekani, Azim Premji, and others who have founded successful businesses. 3) It also discusses different types of entrepreneurs and the stages of entrepreneurial process from identifying opportunities to managing enterprises.
Sunil Bharti Mittal is an Indian businessman who founded Bharti Enterprises. He is the founder and CEO of Bharti Airtel, which is India's largest telecommunications company and the world's fourth largest mobile operator. Mittal has received several honors and awards for his work, including being named the 8th richest person in India by Forbes and receiving the Padma Bhushan award in 2007. The Bharti Foundation, an arm of Bharti Enterprises established in 2000, works to improve accessibility and quality of education in India through programs in primary and higher education.
The document profiles several prominent Indian entrepreneurs including Ghanshyam Das Birla, JRD Tata, Adi Godrej, Dhirubhai Ambani, Azim Premji, Laxmi Narayan Mittal, M.S. Oberoi, Rahul Bajaj, Sunil Bharti Mittal, and Mukesh Ambani. It discusses their business achievements and contributions to transforming India's economy through industrialization and globalization.
Sunil Maheshwari is the CEO and co-founder of Mango Technologies, one of India's top startup companies of 2008. He previously designed India's first domestically-produced mobile phone and the world's first dual-SIM phone. In 2006, he co-founded Mango Technologies with Lekh Joshi to develop mobile operating systems tailored for the Indian market. Mango Technologies has since won several awards for its innovations and now employs 35 people across two offices. The company aims to make its platform the number one solution for mobile phones and improve the consumer experience in India.
Sunil Bharti Mittal is an Indian businessman who founded Bharti Airtel, India's largest telecommunications services provider. He was born in 1957 in Ludhiana, India and started his first business making bicycle parts at age 18. In the 1990s, he successfully bid for one of India's first mobile licenses and launched mobile services in Delhi in 1995, establishing Bharti as a pioneer in India's telecom sector. Today, Bharti Airtel has the largest customer base in India with international partnerships. Mittal has received several business awards and has a net worth of over $7 billion.
The document profiles several famous Indian entrepreneurs including Narayana Murthy of Infosys, Shiv Nadar of HCL, Tulsi Tanti of Suzlon Energy, Rahul Bajaj of Bajaj Group, Dr. Pratap Reddy of Apollo Hospitals, Kiran Mazumdar Shaw of Biocon, Naresh Goyal of Jet Airways, Anil Ambani, Azim Premji of Wipro, Ekta Kapoor, Mallika Srinivasan of TAFE, Rashmi Sinha of SlideShare, Sanjeev Bikhchandani of Naukri.com, Sarathbabu Elumalai of Food King
Entrepreneurial vs. Managerial Approach & Emergence of Entrepreneurshipudayjoshi35
The meaning of entrepreneurship involves an entrepreneur who takes action to make a change in the world. Whether start-up entrepreneurs solve a problem that many struggle with each day, bring people together in a way no one has before, or build something revolutionary that advances society, they all have one thing in common: action.
A manager, on the other hand, is not an owner of an enterprise. Instead, he is the one that is responsible for the management and administration of a group of people or a department of the organization. His day to day job is to manage his employees and ensure the organization runs smoothly.
A manager must possess some of the same.
Jehangir Ratanji Dadabhoy Tata was the fourth chairman of the Tata group, and was known for steering it through the trying times and the dizzying possibilities that came with India’s independence.
The Confederation of Indian Industry (CII) and Indo-British All Party Parliamentary Group organised an event showcasing Indian companies in the UK Houses of Parliament. They also launched the Manchester India Partnership to strengthen regional economic ties. Over 100 stakeholders attended, including representatives from Indian companies operating in sectors like technology, banking, manufacturing and more. Key figures expressed support for strengthening the UK-India economic relationship and hope that partnerships like this would help drive business and investment between the two.
This document provides information about Reliance Communications, including its history, leadership, and business areas. It summarizes the background of Chairman Anil Ambani and discusses the founding of Reliance by his father Dhirubhai Ambani. The document also outlines Reliance's key financial information and partnerships.
The document lists and provides brief details about 10 top entrepreneurs in India, including Ratan Tata, Sandeep Maheshwari, Vijay Shekhar Sharma, Trishneet Arora, Ritesh Aggarwal, Srikanth Bolla, Chhotu Sharma, PC Musthafa, Deep Kalra, and Anuj Rakyan. It describes what companies they founded or lead and some of their accomplishments.
The document summarizes the history of industry and entrepreneurship in India. It describes how the British initially banned Indian manufacturing, focusing the economy on cash crops for export. This led to famines. Later, the British began manufacturing in India due to disruptions from World Wars. After independence, Indian entrepreneurs like Birla and Tata laid the foundations for basic industry and infrastructure. Nationalization of banks increased funding availability. Reforms in the 1990s liberalized the economy and unleashed a new wave of Indian entrepreneurship globally competitive in various industries. Entrepreneurship is now recognized as a discipline taught to nurture skills like risk-taking through dedicated training programs.
Indian Serial Entrepreneurs [NextBigWhat Curated]NextBigWhat
Some of the (known and unknown) serial entrepreneurs in India who are surely an inspiration to the growing startup community.
The list is curated by NextBigWhat, India's most popular startup media platform.
The document profiles several famous Indian entrepreneurs including Narayana Murthy of Infosys, Shiv Nadar of HCL, Tulsi Tanti of Suzlon Energy, Rahul Bajaj of Bajaj Group, Dr. Pratap Reddy of Apollo Hospitals, Kiran Mazumdar Shaw of Biocon, Naresh Goyal of Jet Airways, Anil Dhirubhai Ambani, Azim Premji of Wipro, Ekta Kapoor, Mallika Srinivasan of TAFE, Rashmi Sinha of SlideShare, Sanjeev Bikhchandani of Naukri.com, Sarathbabu Elumal
HCL Technologies is an Indian IT services company headquartered in Noida, India. It operates across various sectors including aerospace, automotive, energy, financial services, government, and others. It has offices in 34 countries and is led by CEO C. Vijayakumar. Indian Oil Corporation is India's largest commercial enterprise and oil and gas company. It has various refineries across India and is led by CEO B. Ashok. Larsen & Toubro is an Indian conglomerate with businesses in construction, heavy equipment, shipbuilding, financial services, and more. It is headquartered in Mumbai and led by CEO K. Venkataramanan.
According to an informal study, only 20% of job applicants had no criminal or driving history. 52% of applicants with one offense had multiple issues in their history. Additionally, 30% of resumes contain inaccurate information about work experience, education, or job titles. Thorough background checks including criminal, driving, and education/employment histories can help identify concerning inaccuracies or issues in an applicant's background. However, employers must ensure background check policies do not have an unlawful discriminatory impact and consider the nature and severity of any offenses. Two ongoing lawsuits are challenging hiring policies based on past arrests.
Anonymous Whistleblowing Systems and European Union Data Protection MeasuresBusiness Controls, Inc.
This document discusses differences between US and EU regulations regarding anonymous whistleblowing systems. The Sarbanes-Oxley Act requires US companies to provide anonymous reporting channels, while EU data protection laws place more restrictions on personal data processing. Specifically, EU laws require transparency regarding data collection and use, collection only for legitimate purposes, and proportionality. These differences can pose challenges for multinational companies implementing anonymous reporting systems.
Seven employees at a glass manufacturing plant sued their employer after being terminated for failing drug tests implemented as part of a new workplace safety policy. The district court found that six employees were not disabled under the ADA and therefore could not pursue claims of disability discrimination. However, the appeals court determined that in order to pursue a claim under the relevant ADA section, an individual must be disabled. While the case was decided under the original ADA definition, the ADA amendments broadened the definition of disability, calling into question if the same reasoning would apply today. The key issue remains whether the employer's drug testing policy was sufficiently job-related and consistent with business necessity.
This document discusses solving radical equations through multiple steps:
1) Isolate the radical on one side of the equation and square both sides to eliminate the radical.
2) Radicals can also be cubed roots, requiring the same process of isolating the radical and squaring both sides.
3) Radical equations can also be solved by graphing each side as functions and finding the intersection point of the graphs.
4) Transformations of radical equations, such as changing coefficients, affect the graph by shifting it up or down (changing k) or left or right (changing h).
The document provides a project report on Bharti Enterprises, an Indian business conglomerate founded in 1976 by Sunil Bharti Mittal. It discusses the origin and founder, brief history including starting in manufacturing and diversifying into telecom, vision and mission of empowering communities through education. It also outlines the business philosophy of focusing on quality education, progress made over the years expanding across India and Africa, and future prospects of the company.
Sunil Bharti Mittal is an Indian businessman who founded Bharti Enterprises. He started his first business in 1976 with 20,000 rupees and has since built Bharti Enterprises into a telecom giant with over 30,000 employees and $30 billion in annual revenue. Some of Mittal's notable ventures include Bharti Airtel, a joint venture with SingTel, and Bharti Walmart, a retail partnership with Walmart. Mittal has received several awards for his entrepreneurship and philanthropic work through the Bharti Foundation, which supports education for underprivileged children.
Ratan Tata is a renowned Indian businessman and chairman of Tata Group, one of India's largest conglomerates. He took over as chairman in 1991 and greatly expanded the company, growing its revenues to over $100 billion by 2011. Under his leadership, Tata Motors acquired Jaguar Land Rover, and he oversaw the launch of affordable cars that increased Tata's presence in emerging markets. Tata focused on developing new technologies and bringing high-quality jobs to India. He retired in 2012 after leading the company for more than 20 years and establishing it as one of the largest global business groups.
The document provides a biography of Sunil Bharti Mittal, founder of Bharti Enterprises. It details that he started his first business in 1976 with $300 and has since built Bharti Enterprises into a large multinational conglomerate with interests in telecom, retail, and agriculture. Bharti Airtel, the flagship company, is one of the largest telecom operators globally with over 275 million customers across 20 countries. Mittal has a net worth of $7 billion and is listed as the 8th richest person in India by Forbes.
Varun Mittal, Partner of EY Asia Pacific Financial Services Strategy and Transaction Services, talks about all things FinTech. We begin by going over the tech foundation that has been built up over the past decade, which is now enabling a wave of innovation. Varun scans both the start-ups and big tech companies, and details his views on payments, wallets, remittance, regulation, WealthTech, e-currency, and digital banks. We discuss the role of FinTech in levelling the playing field between the wealthy and not-so-wealthy investors, and between those who have access to banking services and those who don’t. As the co-author of "Singapore – Fintech Nation of the World,” Varun is particularly passionate about Singapore’s model of strict compliance and risk mitigation, which he believes is particularly suited for success in the regulated world of FinTech.
Sunil Bharti Mittal is an Indian telecom mogul and founder of Bharti Enterprises, which has over 190 million customers across 19 countries in Asia and Africa. He started his first business in 1976 with $340 and went on to establish India's largest GSM-based mobile phone service. Mittal was awarded the Padma Bhushan in 2007 for his work in the telecom industry. He continues to serve as Chairman and Group CEO of Bharti Enterprises, which had $8.3 billion in turnover as of 2011.
Sunil Bharti Mittal is an Indian businessman who founded Bharti Enterprises, which operates India's largest mobile network. He was born in 1957 in Ludhiana, India and started his first business in 1976 with a small capital loan. In the 1980s, he began importing goods and assembling phones in India. In 1992, he successfully bid for a mobile phone network license and launched services in 1995 under the brand AirTel. Today, Bharti Airtel has over 190 million customers across 19 countries in Asia and Africa, making it one of the top 5 wireless companies in the world. Mittal resides in Delhi and has received several honors for his work, including India's third highest civilian honor.
SITM has been organizing an annual National Telecom Seminar (NTS) for the past 12 years to address contemporary issues in the telecom industry. The seminar brings together industry experts and draws 500 students and 200 corporate delegates each year. However, SITM now plans to replace NTS with the Asian Telecom Seminar (ATS) to provide a platform for discussing issues across the Asia Pacific region and inviting operators from abroad. The ATS will provide opportunities for learning, networking, and strengthening corporate relations between Indian and international players.
Entrepreneurial vs. Managerial Approach & Emergence of Entrepreneurshipudayjoshi35
The meaning of entrepreneurship involves an entrepreneur who takes action to make a change in the world. Whether start-up entrepreneurs solve a problem that many struggle with each day, bring people together in a way no one has before, or build something revolutionary that advances society, they all have one thing in common: action.
A manager, on the other hand, is not an owner of an enterprise. Instead, he is the one that is responsible for the management and administration of a group of people or a department of the organization. His day to day job is to manage his employees and ensure the organization runs smoothly.
A manager must possess some of the same.
Jehangir Ratanji Dadabhoy Tata was the fourth chairman of the Tata group, and was known for steering it through the trying times and the dizzying possibilities that came with India’s independence.
The Confederation of Indian Industry (CII) and Indo-British All Party Parliamentary Group organised an event showcasing Indian companies in the UK Houses of Parliament. They also launched the Manchester India Partnership to strengthen regional economic ties. Over 100 stakeholders attended, including representatives from Indian companies operating in sectors like technology, banking, manufacturing and more. Key figures expressed support for strengthening the UK-India economic relationship and hope that partnerships like this would help drive business and investment between the two.
This document provides information about Reliance Communications, including its history, leadership, and business areas. It summarizes the background of Chairman Anil Ambani and discusses the founding of Reliance by his father Dhirubhai Ambani. The document also outlines Reliance's key financial information and partnerships.
The document lists and provides brief details about 10 top entrepreneurs in India, including Ratan Tata, Sandeep Maheshwari, Vijay Shekhar Sharma, Trishneet Arora, Ritesh Aggarwal, Srikanth Bolla, Chhotu Sharma, PC Musthafa, Deep Kalra, and Anuj Rakyan. It describes what companies they founded or lead and some of their accomplishments.
The document summarizes the history of industry and entrepreneurship in India. It describes how the British initially banned Indian manufacturing, focusing the economy on cash crops for export. This led to famines. Later, the British began manufacturing in India due to disruptions from World Wars. After independence, Indian entrepreneurs like Birla and Tata laid the foundations for basic industry and infrastructure. Nationalization of banks increased funding availability. Reforms in the 1990s liberalized the economy and unleashed a new wave of Indian entrepreneurship globally competitive in various industries. Entrepreneurship is now recognized as a discipline taught to nurture skills like risk-taking through dedicated training programs.
Indian Serial Entrepreneurs [NextBigWhat Curated]NextBigWhat
Some of the (known and unknown) serial entrepreneurs in India who are surely an inspiration to the growing startup community.
The list is curated by NextBigWhat, India's most popular startup media platform.
The document profiles several famous Indian entrepreneurs including Narayana Murthy of Infosys, Shiv Nadar of HCL, Tulsi Tanti of Suzlon Energy, Rahul Bajaj of Bajaj Group, Dr. Pratap Reddy of Apollo Hospitals, Kiran Mazumdar Shaw of Biocon, Naresh Goyal of Jet Airways, Anil Dhirubhai Ambani, Azim Premji of Wipro, Ekta Kapoor, Mallika Srinivasan of TAFE, Rashmi Sinha of SlideShare, Sanjeev Bikhchandani of Naukri.com, Sarathbabu Elumal
HCL Technologies is an Indian IT services company headquartered in Noida, India. It operates across various sectors including aerospace, automotive, energy, financial services, government, and others. It has offices in 34 countries and is led by CEO C. Vijayakumar. Indian Oil Corporation is India's largest commercial enterprise and oil and gas company. It has various refineries across India and is led by CEO B. Ashok. Larsen & Toubro is an Indian conglomerate with businesses in construction, heavy equipment, shipbuilding, financial services, and more. It is headquartered in Mumbai and led by CEO K. Venkataramanan.
According to an informal study, only 20% of job applicants had no criminal or driving history. 52% of applicants with one offense had multiple issues in their history. Additionally, 30% of resumes contain inaccurate information about work experience, education, or job titles. Thorough background checks including criminal, driving, and education/employment histories can help identify concerning inaccuracies or issues in an applicant's background. However, employers must ensure background check policies do not have an unlawful discriminatory impact and consider the nature and severity of any offenses. Two ongoing lawsuits are challenging hiring policies based on past arrests.
Anonymous Whistleblowing Systems and European Union Data Protection MeasuresBusiness Controls, Inc.
This document discusses differences between US and EU regulations regarding anonymous whistleblowing systems. The Sarbanes-Oxley Act requires US companies to provide anonymous reporting channels, while EU data protection laws place more restrictions on personal data processing. Specifically, EU laws require transparency regarding data collection and use, collection only for legitimate purposes, and proportionality. These differences can pose challenges for multinational companies implementing anonymous reporting systems.
Seven employees at a glass manufacturing plant sued their employer after being terminated for failing drug tests implemented as part of a new workplace safety policy. The district court found that six employees were not disabled under the ADA and therefore could not pursue claims of disability discrimination. However, the appeals court determined that in order to pursue a claim under the relevant ADA section, an individual must be disabled. While the case was decided under the original ADA definition, the ADA amendments broadened the definition of disability, calling into question if the same reasoning would apply today. The key issue remains whether the employer's drug testing policy was sufficiently job-related and consistent with business necessity.
This document discusses solving radical equations through multiple steps:
1) Isolate the radical on one side of the equation and square both sides to eliminate the radical.
2) Radicals can also be cubed roots, requiring the same process of isolating the radical and squaring both sides.
3) Radical equations can also be solved by graphing each side as functions and finding the intersection point of the graphs.
4) Transformations of radical equations, such as changing coefficients, affect the graph by shifting it up or down (changing k) or left or right (changing h).
The document provides a project report on Bharti Enterprises, an Indian business conglomerate founded in 1976 by Sunil Bharti Mittal. It discusses the origin and founder, brief history including starting in manufacturing and diversifying into telecom, vision and mission of empowering communities through education. It also outlines the business philosophy of focusing on quality education, progress made over the years expanding across India and Africa, and future prospects of the company.
Sunil Bharti Mittal is an Indian businessman who founded Bharti Enterprises. He started his first business in 1976 with 20,000 rupees and has since built Bharti Enterprises into a telecom giant with over 30,000 employees and $30 billion in annual revenue. Some of Mittal's notable ventures include Bharti Airtel, a joint venture with SingTel, and Bharti Walmart, a retail partnership with Walmart. Mittal has received several awards for his entrepreneurship and philanthropic work through the Bharti Foundation, which supports education for underprivileged children.
Ratan Tata is a renowned Indian businessman and chairman of Tata Group, one of India's largest conglomerates. He took over as chairman in 1991 and greatly expanded the company, growing its revenues to over $100 billion by 2011. Under his leadership, Tata Motors acquired Jaguar Land Rover, and he oversaw the launch of affordable cars that increased Tata's presence in emerging markets. Tata focused on developing new technologies and bringing high-quality jobs to India. He retired in 2012 after leading the company for more than 20 years and establishing it as one of the largest global business groups.
The document provides a biography of Sunil Bharti Mittal, founder of Bharti Enterprises. It details that he started his first business in 1976 with $300 and has since built Bharti Enterprises into a large multinational conglomerate with interests in telecom, retail, and agriculture. Bharti Airtel, the flagship company, is one of the largest telecom operators globally with over 275 million customers across 20 countries. Mittal has a net worth of $7 billion and is listed as the 8th richest person in India by Forbes.
Varun Mittal, Partner of EY Asia Pacific Financial Services Strategy and Transaction Services, talks about all things FinTech. We begin by going over the tech foundation that has been built up over the past decade, which is now enabling a wave of innovation. Varun scans both the start-ups and big tech companies, and details his views on payments, wallets, remittance, regulation, WealthTech, e-currency, and digital banks. We discuss the role of FinTech in levelling the playing field between the wealthy and not-so-wealthy investors, and between those who have access to banking services and those who don’t. As the co-author of "Singapore – Fintech Nation of the World,” Varun is particularly passionate about Singapore’s model of strict compliance and risk mitigation, which he believes is particularly suited for success in the regulated world of FinTech.
Sunil Bharti Mittal is an Indian telecom mogul and founder of Bharti Enterprises, which has over 190 million customers across 19 countries in Asia and Africa. He started his first business in 1976 with $340 and went on to establish India's largest GSM-based mobile phone service. Mittal was awarded the Padma Bhushan in 2007 for his work in the telecom industry. He continues to serve as Chairman and Group CEO of Bharti Enterprises, which had $8.3 billion in turnover as of 2011.
Sunil Bharti Mittal is an Indian businessman who founded Bharti Enterprises, which operates India's largest mobile network. He was born in 1957 in Ludhiana, India and started his first business in 1976 with a small capital loan. In the 1980s, he began importing goods and assembling phones in India. In 1992, he successfully bid for a mobile phone network license and launched services in 1995 under the brand AirTel. Today, Bharti Airtel has over 190 million customers across 19 countries in Asia and Africa, making it one of the top 5 wireless companies in the world. Mittal resides in Delhi and has received several honors for his work, including India's third highest civilian honor.
SITM has been organizing an annual National Telecom Seminar (NTS) for the past 12 years to address contemporary issues in the telecom industry. The seminar brings together industry experts and draws 500 students and 200 corporate delegates each year. However, SITM now plans to replace NTS with the Asian Telecom Seminar (ATS) to provide a platform for discussing issues across the Asia Pacific region and inviting operators from abroad. The ATS will provide opportunities for learning, networking, and strengthening corporate relations between Indian and international players.
Here is a draft marketing strategy essay on Tata Nano:
Introduction:
Tata Nano was hailed as the "people's car" when it was launched in India in 2009. Ratan Tata envisioned providing affordable transportation to the masses and the Nano was touted as the cheapest car in the world at just over $2,000. However, sales did not meet expectations and the Nano struggled in the market. This essay analyzes the Indian automotive industry and proposes a revised marketing strategy to help boost Nano sales.
Market Analysis:
India has a large and growing automotive market but most vehicles sold are in the small car segment under $10,000. Competition is intense with
Cover Story Indian Entrepreneurs Are More Measured Than The Chinese
Corporate Credit Bank Guarantee
Business Trivia Vadilal- A Oldest brand of India
Visual Facts Sensex, Gold, Crude, Dollar, MCX Metal & MCX Agri
Sunil Bharti Mittal founded Bharti in 1976 with modest capital and has grown it into one of the top 5 companies in India with over $40 billion in market capitalization and 30,000 employees. He started his career importing goods but faced setbacks from changing regulations. In the 1980s, he imported touch phones from Taiwan and established mobile phone networks in India's largest cities, though faced challenges expanding. By 2007, Bharti had over 50 million mobile subscribers and Mittal was shifting focus to new ventures while stepping back from daily management.
Sunil Bharti Mittal is an Indian businessman who founded Bharti Enterprises, one of India's leading conglomerates with interests in telecom, retail, and agriculture. He was born in 1957 in Ludhiana, India and started his first business in 1976 at age 18 making bicycle parts. In the 1990s, he successfully bid for one of India's first mobile licenses and launched telecom services in Delhi in 1995, which grew into Bharti Airtel, now India's largest telecom company. He has received several business awards and holds the distinction of being the first Indian to feature on the Forbes World's Billionaires list.
This document provides an introduction to Sunil Bharti Mittal, an Indian businessman and founder of the Bharti Group. It outlines his educational background and describes his entrepreneurial ventures starting in 1976 with a bicycle parts business. A key turning point was winning a mobile phone license in 1992, leading to the formation of Bharti Cellular (now Bharti Airtel) in 1995. The document also discusses his expansion into sectors like telecom, retail, insurance, and philanthropy through the Bharti Foundation.
This document provides a summary of several books related to investing, interviews with fund managers, and observations from experienced investors. It begins with reviews of books such as "Conquering the Chaos" by Ravi Venkatesan about challenges of doing business in India, "Dhandho Investor" by Mohnish Pabarai about his value investing approach, and George Soros' investment philosophy of identifying herd behavior in markets. Later sections discuss concepts like developing sustainable competitive advantages or "moats" around businesses, the importance of capital allocation and patience. Examples of successful companies and investors in both India and globally are also provided.
This document discusses strategies for success in the changing business environment. It notes the impact of technology and hypercompetition on markets. To thrive, companies must pursue win-win strategies like innovation, branding, customer relationship management, partner relationship management, and mergers and acquisitions. Innovation is key to differentiating from competitors and delivering breakthrough products. Branding helps customers identify products and remain loyal. Managing customer and partner relationships can reduce costs and improve service. Mergers and acquisitions allow expansion into new markets and products. Consistently implementing these strategies will help companies sustain growth and relevance.
Christmas Tree Writing Paper And Envelope. InstaJill Turner
The document provides instructions for requesting writing assistance from HelpWriting.net. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete a 10-minute order form providing instructions, sources, and deadline. 3) Review bids from writers and choose one based on qualifications. 4) Review the completed paper and authorize payment if satisfied. 5) Request revisions to ensure satisfaction, with a refund offered for plagiarized work.
Lessons in entrepreneurship from the india it industrySANAL C.WILSON
The document outlines 12 lessons that can be learned from India's IT industry based on its success:
1) Quality must be the top priority from the beginning, as the IT industry adheres strictly to quality in serving customers.
2) The IT industry judges people based on their knowledge and skills rather than their connections.
3) The IT industry has an abundance mindset focused on shared wealth creation rather than scarcity.
4) Leaders in the IT industry take pride in paying taxes properly.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
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1. Bharti Group's Sunil Bharti Mittal on Lessons of Entrepreneurship and Leadership: India Knowledge@Wharton
(http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4306)
Bharti Group's Sunil Bharti Mittal on Lessons of Entrepreneurship and Leadership
Bharti Group's Sunil Bharti Mittal on Lessons of Entrepreneurship and Leadership Published :
July 10, 2008 in India Knowledge@Wharton
This is a single/personal use copy of India Knowledge@Wharton. For multiple copies, custom
reprints, e-prints, posters or plaques, please contact PARS International: reprints@parsintl.com
P. (212) 221-9595 x407.
When Sunil Bharti Mittal started in business more than 30 years ago in Ludhiana in Northern
India, he borrowed $1,500 to make bicycle crankshafts. Today, he heads the $5 billion Bharti
Group, whose flagship company, Bharti Airtel, is India's largest mobile phone operator. Forbes
magazine, which estimates Mittal's net worth at some $11 billion, ranks him among Asia's
self-made billionaires. Mittal spoke with India Knowledge@Wharton at the U.S.-India Business
Council's 33 rd annual meeting in Washington, D.C., about the leadership and entrepreneurial
lessons he has learned during his career. Among them: When faced with a choice between
perfection and speed, choose speed; perfection will follow.
An edited transcript of the conversation appears below:
Knowledge@Wharton: You started in business in 1976 at age 18, with $1,500 that you
borrowed from your father. I believe your first business was making bicycle crankshafts. Could
you tell us about your earliest entrepreneurial experiences and what you learned from them?
Mittal: I was raised in Ludhiana, a very industrious town, where almost everybody is an
entrepreneur of some kind. It is the bedrock of small-scale industry, the principal industries being
cycles or cycle parts, hosiery, or yarn to make knitwear, and light engineering items. Coming out
of college with a small amount of capital, one could only do what was allowed in the ecosystem
there. I decided to manufacture bicycle parts, in particular crankshafts. It was a hot forging unit
that I put up, and that's where I cut my teeth on business.
Knowledge@Wharton: You moved to Bombay in 1980. At that time, your business plans were
a little more ambitious. Could you tell us a little bit more about your business ventures at that
time?
Mittal: I realized that one could probably make some modest success out of what I started to do
in bicycle parts, but there was a limitation. At the end of the day, the manufacturers of bicycles
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2. Bharti Group's Sunil Bharti Mittal on Lessons of Entrepreneurship and Leadership: India Knowledge@Wharton
(http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4306)
decided how much -- at what price you could supply to them. And just making shafts wouldn't
have made you a player of any size or scale.
So, it was very clear that I had to get out of Ludhiana into a much bigger place, Delhi or Mumbai
-- Bombay at that time. And I spent about two, three years in Bombay importing a variety of
products -- steel, brass, zinc, zip fasteners, plastics -- and eventually bought India's first portable
generator. And that was the first turning point in my career.
Knowledge@Wharton: Was that the venture with Suzuki?
Mittal: Yes, that venture was with Suzuki. That's how I got in touch with the Japanese, spent
two to three years with them, learning their techniques and practices. I internationalized my
concepts, learned the art of diplomacy in international trade. I would say that was the period
which gave me opportunities, on the one hand, to make some significantly higher amounts of
money than I could have done in cycle trade. More importantly, it gave me independence and
experience in marketing, brands, international trade. That held me in good stead later on.
Knowledge@Wharton: What were the main lessons you learned at that point in your career?
Mittal: I think, two or three things. I realized very early on that you need to tie up with some
large entities -- much, much larger than yourself. From there on, we set up a string of
partnerships, and they were all with very large companies, multi-billion dollar corporations:
Suzuki, AT&T, Siemens, Lucky Gold Star (now LG). Suzuki Motor Company was there, of
course. We also partnered with British Telecom and Telecom Italia.
So, that is the course I followed: Tie up with large companies. It's easy to say, but large
companies intuitively don't ally with small companies or entrepreneurs. So, one had to persuade
these large companies, assure them that they needed to be in the Indian market. We also had to
convince them that we had a high governance structure despite being a small company, and give
them the comfort to join hands with us to exploit and come into the Indian market together.
Knowledge@Wharton: How did you enter the phone business?
Mittal: That, I would say, was happenstance. In fact, you could call it an accident, because the
government banned the import of generators. One fine day, there was no business. All the
business that I had developed was gone. My beat was Japan, Korea, Taiwan. I went back into
those areas looking for a new product. And one of the theories that I'd built around my
entrepreneurship was to do things that have not been done before. Because if you are competing
with the big boys in areas where they are strong, there's no chance for you to succeed. My quest
to look for the next big breakthrough product -- which also didn't need too much capital -- was
met in Taiwan at a trade fair when I saw push-button telephones. I brought India's first telephone
set replacing the rotary phone.
That became a huge success, and my romance with telecom started thereafter. So, it went onto
cordless phones, answering machines, fax machines, and then India's first mobile phone.
Knowledge@Wharton: India in those days was such a highly regulated market, and an
especially challenging environment for somebody who wanted to be innovative. How did you
navigate your way around those currents?
Mittal: Tough, but as an entrepreneur you get trained on everything. You understand import
policy, you know how customs work, you know excise laws. You practically learn to do
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3. Bharti Group's Sunil Bharti Mittal on Lessons of Entrepreneurship and Leadership: India Knowledge@Wharton
(http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4306)
everything yourself. You hit roadblocks, you have difficulties. I had to open my own LLC, take
my own consignment, taking the material on trucks myself to the market.
An entrepreneur gets a huge amount of experience. Then, you also know how to deal and move
into the system. And the good news is that my excellence in the entrepreneurial area truly started
happening alongside the breaking down of these barriers. The more the barriers dropped, the more
we surged. So, 1992, in that sense, was the turning point, when the Narasimha Rao government
along with now Prime Minister Manmohan Singh -- then finance minister -- decided to open up,
[and] about 10 to 20 of us young entrepreneurs really moved in. Each one of us has created a
fantastic business out of that.
Knowledge@Wharton: In concrete terms, how did the business environment change so that it
allowed this entrepreneurial surge to happen?
Mittal: Take the case of telephone manufacturing. The government completely regulated what
you could import, what you could not import, how much you could manufacture. I got my first
industry license to make cordless telephones; it had a limit of Rs. 2 crores of sales. I mean, it's
ridiculous when you go back -- half a million dollars today. You could not manufacture more
than two crores of sales. Now, if you see that number, what does it mean? Sub-scale operations,
[a] small, tiny factory, and you don't manufacture telecom products like that. It's not a small-scale
factory that you can put up. Suddenly, one day, the government said, "No licenses required."
From controlling what you could do [snaps fingers] it was gone in one day. That, to my mind, was
the first time the entrepreneurial energies were released into a more constructive arena of
marketing, branding, doing the right things.
Knowledge@Wharton: In just about 10 years, you have built Bharti into India's largest mobile
phone operator. How did that come about? What are some of the main lessons you learned from
your experience that could be helpful to other entrepreneurs?
Mittal: I think, very clearly, we could have never claimed that we had more capital or better
technologies, because everybody was buying the same technologies; GSM is a set standard. We
couldn't claim that we had massive brand or distinguishing strength in the market. The only thing
that we needed on our side was speed, and we used that to great effect.
We were in the market ahead of competition. We brought new products on the market ahead of
competition. We rolled out our networks. We begged, borrowed, stole, put things out. And while
they were never near perfect, they were first. And that gave us, to my mind, a lot of advantage.
Our theory was: If you're caught between speed and perfection, always choose speed, and
perfection will follow. You never wait for perfect positioning, because in business you don't have
the time; especially if you're small, you can't do it.
And the large companies took their own time. They were months behind us, and that made us
pick up a market niche for ourselves, which in turn made us big.
Knowledge@Wharton: How did you position yourself against your competitors? Was your
strategy based entirely on speed, or did you also have other tactics?
Mittal: No. I think one thing was that we were very, very passionate about our business. This
was the only business we were doing. Other competitors had other businesses and this was one of
the new businesses they were starting. Speed, new products into the market, close to the
All materials copyright of the Wharton School of the University of Pennsylvania. Page 3 of 6
4. Bharti Group's Sunil Bharti Mittal on Lessons of Entrepreneurship and Leadership: India Knowledge@Wharton
(http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4306)
customer, knowing what the customer wants -- I think we lived that whole space ourselves, day
in and day out. And that made all the difference.
Knowledge@Wharton: How do you see Bharti's future in the mobile industry? I know you tried
recently to merge with MTN in South Africa, but that merger didn't work out. What were your
strategic goals for that merger, and what else might you be considering for the future?
Mittal: We believe that while India is not done in so far as rolling out networks, the process is
done. We'll keep on adding two and half or three million customers a month until we get to a
point where India has seven or eight million customers, management teams are in place, brand is
very strong, distribution is in place, the company has no debt.
So, India is done. Now, what does the senior management team do? You have to create new
opportunities of growth. And they lie in other emerging markets -- therefore Africa, the Middle
East. And we have today a business model which is the best business model in the world -- the
lowest costs with the highest quality.
And I think that model is ready to go out. So, we would like -- whenever we get an opportunity
like MTN -- to seriously attempt to put some assets together.
Knowledge@Wharton: Would you look for partners in other parts of the world?
Mittal: Well, we keep on getting shown opportunities around the globe, and we remain open.
Knowledge@Wharton: Let's turn now to the retail industry, where you have a partnership with
Wal-Mart. Help me understand how you evaluated the retail opportunity and what your thought
process was in making the decisions you did.
Mittal: We wanted to do something more in India. As we grow telecom outside of India, I think
there are opportunities in India. And one of them, we felt, was in the area of retail. India's retail
needs to get organized, and it will one day. It may take its own time, and everything in India does
take time, but we will organize the retail to a point where $400 billion will come through
organized retail stores.
We had opportunities to tie up with Carrefour, Tesco and Wal-Mart. And in fact, we were almost
in the signing stages with Tesco when the Wal-Mart meetings started to happen and we liked the
store model, we liked the same low-cost delivery mechanism, the values of Sam Walton. So, I
would say that we are very, very pleased to venture into this area.
It has its own issues. Like telecom, this has resistances built in. There are barriers, there are
issues. And we enjoy properly dealing with these issues.
Knowledge@Wharton: Speed was the hallmark of you experience in the mobile industry, but of
course the retail market is very, very different. How do you deal with those challenges?
Mittal: It's frustrating. I must confess that it's going much slower than what we originally
thought. Speed is still what we like, but this is now a large company. We have a tie up with a
large company. They believe that you need to tie up a lot of loose ends before you launch yourself.
The first three stores that have opened up with the assistance of Wal-Mart demonstrate that
planning does make a difference. So, we are spending a lot of time planning; it's not wasted time.
The supply chain is being built. The first distribution center has come up. The three stores are
All materials copyright of the Wharton School of the University of Pennsylvania. Page 4 of 6
5. Bharti Group's Sunil Bharti Mittal on Lessons of Entrepreneurship and Leadership: India Knowledge@Wharton
(http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4306)
having in-fill rates of 95%. And they're having sales per square foot of 30% to 40% higher than
the other top two or three operators in the country.
So, the start is good. It is surely slow. But, I think you'll start seeing some action fairly soon.
Knowledge@Wharton: Are any political changes needed to make that happen?
Mittal: FDI must be allowed. We would rather have Wal-Mart right in there with equity rather
than providing franchise support from the outside. So, we would like FDI to open up.
Knowledge@Wharton: You have been quoted as saying that India needs a "football
revolution." How exactly would that come about?
Mittal: It's a shame, and it in some sense saddens my heart that a country like India does not
have any representation in world soccer. It's a sport which is watched by the largest amount of
people in the world -- we're talking about hundreds of millions of people, topping over a billion
people who watch soccer.
Knowledge@Wharton: Did you play soccer growing up?
Mittal: No, we played everything else that kids in middle-class families do. I won't say football
was my main sport, but it is for one of my sons. Both my sons play. My nephews play. And my
son plays fairly competitive football. I enjoy watching it with them.
It's also, to my mind, a sport which can create a revolution of sorts in a country like India, very
soon. One ball, one open field, a few kids, and it starts off. There are no expensive kits or
equipment required to support this game.
And I also believe that India had a football base earlier on. In 1950, they were in the World Cup.
They could not play because they didn't have shoes. They refused to wear shoes and they couldn't
play. That was the last time India reached that point.
I see no harm in giving it one serious shot -- of carrying an Indian team into a 20-year team. I
personally believe we can do it. Ten years is good time for us to plan.
Knowledge@Wharton: Cricket has received quite a shot in the arm with the formation of the
Indian Professional League. Is that in the cards for football?
Mittal: Yes, India is a cricketing nation. It's a cricket-mad nation. I think we need an alternative
sport. We need something else to offset cricket. Will football have its own premier league? It
will, certainly. In fact, the IPL (Indian Premier League) is a copy of the English Premier League.
And that's the fundamental basis of football.
And yes, we will see something along those lines. It'll take a long time for people to switch from
cricket to football, but younger people are watching a lot of international soccer. There is going
to be the European Cup in Austria a few days from now. And you can see already some fever
building up in India. The timing is right.
Knowledge@Wharton: In all the years that you have been an entrepreneur, what is the single
biggest leadership challenge that you have faced? How did you deal with it and what did you
learn from it?
Mittal: It's hard to put down, in a single event, what would be the hardest decision. But, I would
All materials copyright of the Wharton School of the University of Pennsylvania. Page 5 of 6
6. Bharti Group's Sunil Bharti Mittal on Lessons of Entrepreneurship and Leadership: India Knowledge@Wharton
(http://knowledge.wharton.upenn.edu/india/article.cfm?articleid=4306)
say bidding for a mobile license -- against all odds -- in 1992, when I was a rank outsider. I think
the total sales were about $5 million in all, and going and bidding for a mobile license was tough.
But, we persevered, we went into it against the might of the biggest of the biggest in the country
and in the world. And we ended up getting a license. More importantly, not only a license -- we
rolled out India's first network and have now become India's largest.
So, that starting point of having, in a sense, defied the logic of, "This is only for the big boys. You
need deep pockets. Don't even look at this." That defiance of the conventional wisdom, to my
mind, was very important -- and being determined to challenge that thought that you can't do it as
a young entrepreneur.
This is a single/personal use copy of India Knowledge@Wharton. For multiple copies, custom
reprints, e-prints, posters or plaques, please contact PARS International: reprints@parsintl.com P.
(212) 221-9595 x407.
All materials copyright of the Wharton School of the University of Pennsylvania. Page 6 of 6