FEATURES / My Learnings
In Japan, work gets done only after building consensus, says Kamal K Sharma, Lupin MD
Kamal K Sharma
When one buys a company, it’s wise to set aside the acquirer’s mindset of ‘let me show you how to do it’, says Vineet Agrawal
Vineet Agrawal
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Himalaya’s Ravi Prasad talks about the contrarian approach the company took to market its ayurvedic products overseas
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HUL CEO believes that when you set your ambitions way beyond the resources available to you, you eliminate the fear of failure
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He turned away from his first passion, teaching. But now, after succeeding with equity fund ChrysCapital, Ashish Dhawan is getting back to education
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As an independent filmmaker, how do you make the movie you want to make, when you don’t have funds? Onir decided to go to the people
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Maruti Suzuki needed to quickly increase production to catch up with a spurt in demand for cars. Here’s how M.M. Singh did it
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Three years after returning to Starbucks as CEO, Howard Schultz has turned the ailing chain around. He’s now embarked on a tougher journey — to internationalise the chain and position it for growth in the developing world
by Indrajit Gupta, Samar Srivastava |
Jan 31, 2011 |
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Soon after setting shop in India, McDonalds’ Vikram Bakshi knew he had a problem — the signature French Fries weren’t right. It took him nine years and several experiments to get it right
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Skoda’s Thomas Kuehl says everything in India happens at the last minute, but never try to push a European strategy into an Indian market
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Alok Kejriwal is one of the few digital entrepreneurs to have survived the dotcom bust of 2000 and is still standing strong
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As a women techpreneur, Carol Realini is a rare breed. Her company, Obopay, allows consumers to transfer money and pay for goods and services through mobile phones. After scripting a success story in Kenya, Realini is now trying to do the same in India
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