Tuesday 22 November 2016

Story behind the success... end semester frustration....

                                     End sem frustration..........


Bass.. Bass itni hi kahaani thi meri..
Ek kitab thi jise maine semester bhar chhua nai tha.
ek kuch teachers or frndss the jo abhi bhi iss ummeed me the ki shayad launda pass ho jaye.
 do roomie the jo pagal the.
 Ek aur kitab thi jo course ki nai thi jise mai 3baar padh chuka tha.
mera wifii tha, mobile tha, fb thi, aur ye ek dimag tha jo hamara sath chhod chuka tha, aur ye ek hamara dil tha jis me ab bhi himmat baki thi.
hum padh sakte the, par kiske liye, hum fod sakte the par kiske liye.
mere dost, hostel, college ki galiyan, sab mujhse chhut raha tha, par rakh bhi kis ke liye lete.
mere dil ki takat ya to mujhe pass kara sakti thi ya meri watt laga sakti thi...
 par sala ab padhe kaun, kaun fir se mehnat kare xerox karane ko,notes ratane ko. 
Abe koi to awaazde ke rok lo,ye faculty jo class me har roz hamari harami ki tarah lete rehte hain, aaj bhi agar theek se padhaye to mahadev ki kasam top kar jayen...
par nahi,ab sala mood nai hai, kitab band kar lene me hi sukh hai,notes rakh dene me hi bhalai hai.
Par uthenge kisi roz, back papers clear karwane ko, arki se phie mech mai jane ko....engg pass ho jane ko, garv se engineers kehlane ko..!!

Tuesday 15 November 2016

Story behind the success........

                  Narendra Modi Prime Minister of India........


I think no need to description about shri Narendra Modi ji .so i will directly come to story behind the success.

Narendra Modi was born on 17 September 1950 to a family of grocers in Vadnagar, Mehsana district, Bombay State (present-day Gujarat). He was the third of six children born to Damodardas Mulchand Modi and Hiraben Modi. Modi's family belonged to the Modh-Ghanchi-Teli (oil-presser) community, which is categorised as an Other Backward Class by the Indian government.

As a child, Modi helped his father sell tea at the Vadnagar railway station, and later ran a tea stall with his brother near a bus terminus. Modi completed his higher secondary education in Vadnagar in 1967, where a teacher described him as an average student and a keen debater, with an interest in theatre. Modi had an early gift for rhetoric in debates, and this was noted by his teachers and students. Modi preferred playing larger-than-life characters in theatrical productions, which has influenced his political image.
At age eight, Modi discovered the Rashtriya Swayamsevak Sangh (RSS), and began attending its local shakhas (training sessions). There, Modi met Lakshmanrao Inamdar, popularly known as Vakil Saheb, who inducted him as a balswayamsevak (junior cadet) for RSS and became his political mentor. While Modi was training with the RSS, he also met Vasant Gajendragadkar and Nathalal Jaghda, Bharatiya Jana Sangh leaders who were founding members of the BJP's Gujarat unit in 1980.

Engaged while still a child to a local girl, Jashodaben Narendrabhai Modi, Modi rejected the arranged marriage at the same time he graduated from high school. The resulting familial tensions contributed to his decision to leave home in 1967.

Modi spent the ensuing two years travelling across Northern and North-eastern India, though few details of where he went have emerged. In interviews, Modi has described visiting Hindu ashrams founded by Swami Vivekananda: the Belur Math near Kolkata, followed by the Advaita Ashrama in Almora and the Ramakrishna Mission in Rajkot. Modi remained only a short time at each, since he lacked the required college education. "Modi's life is said to have Vivekananda's deep influence. People close to Modi have often been quoted, saying that Modi has molded many aspects of his life as Vivekananda's."

Reaching the Belur Math in the early summer of 1968 and being turned away, Modi wandered through Calcutta, West Bengal and Assam, stopping by Siliguri and Guwahati.Modi then went to the Ramakrishna Ashram in Almora, where he was again rejected, before travelling back to Gujarat via Delhi and Rajasthan in 1968-69. Sometime in late 1969 or early 1970, Modi returned to Vadnagar for a brief visit before leaving again for Ahmedabad. There, Modi lived with his uncle, working in the latter's canteen at the Gujarat State Road Transport Corporation.
In Ahmedabad, Modi renewed his acquaintance with Inamdar, who was based at Hedgewar Bhavan (RSS headquarters) in the city. After the Indo-Pakistani War of 1971, he stopped working for his uncle and became a full-time pracharak (campaigner) for the RSS.In 1978, Modi became an RSS sambhag pracharak (regional organiser), and received a degree in Political Science after a distance-education course from Delhi University.Five years later, he received a Master of Arts degree in political science from Gujarat University in 1982.


On 26 June 1975, Prime Minister Indira Gandhi declared a state of emergency in India which lasted until 1977. During this period, many of her political opponents were jailed and opposition groups (including the RSS) were banned. As pracharak in-charge of the Akhil Bharatiya Vidyarthi Parishad (ABVP), the student wing of the RSS, Modi was forced to go underground in Gujarat and frequently travelled in disguise to avoid arrest. He became involved in printing pamphlets opposing the government, sending them to Delhi and organising demonstrations. During this period, Modi wrote a book in Gujarati, Sangharsh ma Gujarat (The Struggles of Gujarat), describing events during the Emergency.

He was assigned by the RSS to the BJP in 1985. In 1988, Modi was elected organising secretary of the party's Gujarat unit, marking his entrance into electoral politics. He rose within the party, helping organise L. K. Advani's 1990 Ram Rath Yatra in 1990 and Murli Manohar Joshi's 1991–92 Ekta Yatra (Journey for Unity). As party secretary, Modi's electoral strategy was considered central to BJP victory in the 1995 state assembly elections. In November of that year Modi was elected BJP national secretary and transferred to New Delhi, where he assumed responsibility for party activities in Haryana and Himachal Pradesh. The following year, Shankersinh Vaghela (one of the most prominent BJP leaders in Gujarat) defected to the INC after losing his parliamentary seat in the Lok Sabha elections. Modi, on the selection committee for the 1998 Assembly elections in Gujarat, favoured supporters of BJP leader Keshubhai Patel over those supporting Vaghela to end factional division in the party. His strategy was credited as key to the BJP winning an overall majority in the 1998 elections, and Modi was promoted to BJP general secretary (organisation) in May of that year.
Chief Minister of Gujarat (2001–14)
Modi flanked by three other men at a table
Chief Minister Modi and his cabinet ministers at a Planning Commission meeting in New Delhi, 2013.

In 2001, Patel's health was failing and the BJP had lost seats in the by-elections. Allegations of abuse of power, corruption and poor administration were made, and Patel's standing had been damaged by his administration's handling of the 2001 Bhuj earthquake. The BJP national leadership sought a new candidate for chief minister, and Modi (who had expressed misgivings about Patel's administration) was chosen as a replacement. Although Advani did not want to ostracise Patel and was concerned about Modi's lack of experience in government, Modi declined an offer to be Patel's deputy chief minister and told Advani and Atal Bihari Vajpayee he was "going to be fully responsible for Gujarat or not at all". On 3 October 2001 he replaced Patel as Chief Minister of Gujarat, with the responsibility of preparing the BJP for the December 2002 elections. As Chief Minister, Modi favoured privatisation and small government; this was at odds with political commentator Aditi Phadnis' description of the RSS as anti-privatisation and anti-globalisation.

First election , 2001–02


On 7 October 2001, Modi was administered the oath of office. On 24 February 2002 he won a by-election to the Rajkot – II assembly constituency, defeating Ashwin Mehta of the Indian National Congress (INC) by 14,728 votes.
2002 Gujarat riots
Main article: 2002 Gujarat riots

On 27 February 2002, a train with several hundred passengers, was burned near Godhra killing about 60 people.[a] The train carried a large number of Hindu pilgrims returning from Ayodhya after a religious ceremony at the site of the demolished Babri Masjid. In the wake of rumours that the fire was set by Muslim arsonists, anti-Muslim violence spread through Gujarat. Estimates of that death toll ranged from 900 to over 2,000, with several thousand injured. The Modi government imposed a curfew in major cities, issued shoot-at-sight orders and called for the army to prevent the violence from escalating, but human rights organisations, opposition parties and some media accused the Gujarat government of taking insufficient action against the riots (to the point of condoning them). Modi's decision to move the bodies of the Kar Sevak train victims from Godhra to Ahmedabad was criticised for inflaming the violence.

In March 2008, the Supreme Court asked the state government to re-investigate nine cases from the 2002 riots (including the Gulbarg Society massacre), establishing a Special Investigation Team (SIT). In response to a petition from Zakia Jafri (widow of Ehsan Jafri, who was killed in the Gulbarg Society massacre), in April 2009 the court asked the SIT to investigate her allegation that Modi and another minister were complicit in the killings. The SIT questioned Modi in March 2010; in May, it presented to the court a report finding no evidence to substantiate the allegations. In July 2011, amicus curiae Raju Ramachandran submitted his final report to the court: contrary to the SIT position, Modi could be prosecuted based on the available evidence. The team criticised Ramachandran's report for relying on testimony from Sanjiv Bhatt, who they said fabricated the documents used as evidence.The Supreme Court gave the matter to the magistrate court, with the SIT examining Ramachandran's report. The team submitted its final report in March 2012 seeking closure of the case, with Zakia Jaffri filing a protest petition in response. In December 2013 the magistrate court rejected the protest petition, accepting the SIT's finding that there was no evidence against the chief minister.

Modi's involvement in the 2002 events has continued to be debated. Several scholars have described them as a pogrom, while others have called them state terrorism. Summarising academic views on the subject, Martha Nussbaum said: "There is by now a broad consensus that the Gujarat violence was a form of ethnic cleansing, that in many ways it was premeditated, and that it was carried out with the complicity of the state government and officers of the law." In 2012 Maya Kodnani, a minister in Modi's government from 2007 to 2009, was convicted of participation in the Naroda Patiya massacre during the 2002 riots. Kodnani was the first woman and the first MLA to be convicted in a Godhra-riots case. Although Modi's government had announced that it would seek the death penalty for Kodnani on appeal, in 2013 it retreated from that stance.

Later in 2002, Modi said the way in which he had handled the media was his only regret regarding the episode. He subsequently claimed that some journalists at India's NDTV channel had acted irresponsibly in their coverage of the events.
2002 election

 Gujarat Legislative Assembly election, 2002


In the aftermath of the violence came widespread calls for Modi to resign as chief minister from within and outside the state, including leaders of the Dravida Munnetra Kazhagam and the Telugu Desam Party (allies in the BJP-led National Democratic Alliance coalition), and opposition parties stalled Parliament over the issue. Modi submitted his resignation, which was not accepted, at the April 2002 BJP national executive meeting in Goa.His cabinet had a 19 July 2002 emergency meeting, offered its resignation to the Gujarat Governor S. S. Bhandari and the assembly was dissolved. In the subsequent elections, the BJP won 127 seats in the 182-member assembly.[106] Although Modi later denied it, he made significant use of anti-Muslim rhetoric during his campaign. He won the Maninagar constituency, receiving 1,13,589 of 1,54,981 votes and defeating INC candidate Yatin Oza by 75,333 votes. On 22 December 2002, Bhandari swore Modi in for a second term.

Second term, 2002–07

Modi and former Prime Minister Vajpayee looking at a blue-covered report
Modi with Prime Minister Atal Bihari Vajpayee in 2002.

After accusations of anti-Muslim rhetoric during the campaign, during Modi's second term his emphasis shifted from Hindutva to Gujarat's economic development.He curtailed the influence of Sangh Parivar organisations such as the Bharatiya Kisan Sangh (BKS) and the Vishva Hindu Parishad (VHP),entrenched in the state after the decline of Ahmedabad's textile industry, and dropped Gordhan Zadafia (an ally of former Sangh co-worker and VHP state chief Praveen Togadia) from his cabinet. When the BKS staged a farmers' demonstration Modi ordered their eviction from state-provided houses, and his decision to demolish 200 illegal temples in Gandhinagar deepened the rift with the VHP. Sangh organisations were no longer consulted or informed in advance about Modi's administrative decisions.

His 2002–07 changes have led to Gujarat's description as an attractive investment destination. According to Aditi Phadnis, "There was sufficient anecdotal evidence pointing to the fact that corruption had gone down significantly in the state ... if there was to be any corruption, Modi had to know about it". He established financial and technology parks in Gujarat and during the 2007 Vibrant Gujarat summit, real-estate investment deals worth ₹6.6 trillion were signed in the state.

Despite his second-term focus on economic issues, Modi's relationship with Muslims continued to be criticised. Prime Minister Atal Bihari Vajpayee (who asked Modi for tolerance in the aftermath of the 2002 Gujarat violence and supported his resignation as chief minister) distanced himself, reaching out to North Indian Muslims before the 2004 Lok Sabha elections. After the elections Vajpayee called the violence in Gujarat a reason for the BJP's electoral defeat and said it had been a mistake to leave Modi in office after the riots.
2007 election
Further information: Gujarat Legislative Assembly election, 2007

During the run-up to the 2007 assembly elections and the 2009 general election, the BJP ramped up its rhetoric on terrorism. On 18 July 2006, Modi criticised Prime Minister Manmohan Singh " ... for his reluctance to revive anti-terror legislation" such as the 2002 Prevention of Terrorism Act. He asked the national government to allow states to invoke tougher laws in the wake of the 2006 Mumbai blasts and demanded the execution of Afzal Guru,a collaborator with Pakistani jihadists who was convicted of terrorism for his involvement in the 2001 Indian Parliament attack. After the November 2008 Mumbai attacks Modi held a meeting to discuss the security of Gujarat's 1,600-kilometre (990 mi)-long coastline, resulting in government authorisation of 30 high-speed surveillance boats. In July 2007 Modi completed 2,063 consecutive days as chief minister of Gujarat (making him the longest-serving holder of that post), and the BJP won 122 of 182 state-assembly seats in that year's election.

Third term election , 2007–12

Projects

Sardar Sarovar Dam during a 2006 height increase.

Keshubhai Patel and Modi's BJP governments supported NGOs and communities in the creation of groundwater-conservation projects; according to Tushaar Shah, Gujarat (a semi-arid state) was " ... never known for agrarian dynamism". By December 2008 500,000 structures were built, of which 113,738 were check dams. While most check-dam impoundments dried up during the pre-monsoon period, they helped monsoon rains recharge the aquifers beneath them. Sixty of the 112 tehsils which were found to have depleted the water table in 2004 had regained their normal groundwater levels by 2010, and Gujarat increased its groundwater levels when they were falling in all other Indian states. As a result, the state's production of genetically modified Bt cotton (which could now be irrigated with tube wells) increased to become the largest in India. The boom in cotton production and its semi-arid land use saw Gujarat's agricultural growth increase to 9.6 percent from 2001 to 2007.Although public irrigation measures in central and southern Gujarat (such as the Sardar Sarovar Dam) have been less successful,from 2001 to 2010 Gujarat recorded an agricultural growth rate of 10.97 percent – the highest of any state. However, sociologists have pointed out that the growth rate under the 1992–97 INC government was 12.9 percent.
Modi unties a ceremonial red ribbon before a crowd of onlookers
Modi at a hospital dedication in Kheda district, 2013.

The Modi government brought electricity to every village in Gujarat, although according to Dipankar Banerjee all but 170 villages had been electrified under the INC administration.Modi significantly changed the state's system of power distribution, greatly impacting farmers. Gujarat expanded the Jyotigram Yojana scheme, in which agricultural electricity was separated from other rural electricity; the agricultural electricity was rationed to fit scheduled irrigation demands, reducing its cost. Although early protests by farmers ended when those who benefited found that their electricity supply had stabilised, according to an assessment study corporations and large farmers benefited from the policy at the expense of small farmers and labourers.

Monday 14 November 2016

 Story behind the success.......

                             PC Mustafa...............

He is a man who setup 100 crore company with just 25,000 rs. 

ID fresh.    

This is the story of a man who failed in Class 6, but went on to join the Regional Engineering College (now the National Institute of Technology), Calicut and the Indian Institute of Management-Bangalore.

This is the story of a man who decided to become an entrepreneur and employ people from rural India.

Today, fresh idli and dosa batter made by P C Mustafa’s company ID Fresh reaches homes in Bengaluru, Chennai, Pune, Mumbai, Delhi, Hyderabad, Mangaluru and even Dubai.
Today, He produce around 50,000 kg in his plant. The total investment must be around Rs 4 crore  and our revenue is Rs 100 crore .
When we became a Rs 100 crore company in October 2015, we celebrated in grand scale. We have grown from producing 10 packets a day in 2005, with just my cousin managing the kitchen, to 50,000 packets a day with 1,100 employees in 10 years.

 Success story.........

While growing up in an illiterate farmer's family in a remote part of Wayanad, Kerala, P.C. Mustafa did not have a lot of expectations. "I grew up in a remote village. There was lack of basic facilities. I was poor in studies and failed in Class VI." This was just the shock he needed. As the reality of having to work on a farm if he did not study struck him, he decided to take another shot at educating himself. This time, he succeeded, and a few years later managed to join an engineering course at National Institute of Technology, Calicut. His first job was with Motorola in Bangalore. After some time, the company deputed him to the UK on a long-term project. "Maybe it's my background, or whatever, I couldn't live on a diet of potatoes there," he says.
Homesick, he decided to look for a way out. "I decided to go to the hometown of all Malayalis, the Gulf," he says. He joined Citibank's technology department where he worked for seven years in several cities in the region, including Riyadh and Dubai. Still, his heart was fixated on India, as he wanted to spend time with his parents. Another ambition was pursuing higher studies.
After returning to India, Mustafa pursued the executive MBA programme at Indian Institute of Management, Bangalore. It was during this course that he decided to take a plunge into entrepreneurship. Mustafa's cousins - Sanshudeen T.K., Abdul Nazer, Jafar T.K. and Noushad T.A. - ran a kirana shop in Thipassandra, a Bangalore suburb. "I would sit in the shop on weekends and holidays. After IIM, I could have got a job anywhere, but I decided to be on my own," says Mustafa. Sitting in the shop Mustafa would notice women buying batter for idlis and dosas. In spite of the poor quality of the batter and irregular supply, it used to fly off the shelves. This gave him the idea to enter the packaged food business for which he dipped into his Rs 14 lakh savings.
Mustafa says a lesser-known secret of retail in South India is the sheer number of kirana stores run by Malayalis. And, among sub-communities, the high level of specialisation. So, one community could be running just vegetable shops while another could be focused on bakery products. This helped Mustafa when he started the business with his cousins. "Most of these people have little education and capital. What works for them is hard work. Rents are high, margins thin, but workers usually enjoy the same status as owners. When these stores grow, they have a ready supply of workers, usually friends and relatives. After a time, some workers start their own stores," he says.
The cousins, aware of their humble background, started small. They brought 5,000 kg rice and made 15,000 kg batter, which they distributed as samples. "This is where feedback from our kirana customers was crucial. By the end of the experiment, we knew how to make ideal batter."
Mustafa says with advent of nuclear households, Indian women have enormous demands on their time as they juggle job and house work. "She wants to be seen as taking care of her family by serving them fresh food. Our aim was to complement her efforts, not compete with her, which is why we will never get into the ready-to-eat segment. Our aim was if the idli was fluffy and tasted well, credit should go to her," he says.
In 2008, the cousins rented a 50-square-feet kitchen and a grinder. The batter was delivered on a scooter. Nazer did the grinding while Sanshudeen took care of delivery. And yes, the Malayali kirana network did help, at least in the beginning. Mustafa says initially the idea was he would remain just an investor. "I had to take a call. If we wanted to scale up, we had to put organisational structures in place and run operations professionally. That is when I decided to enter the business full time and the company started operating formally," he says.
What set them apart, he says, was quality. They did not add preservatives or additives to the batter and used low-sodium salt and water purified by the reverse osmosis method. "Our product is 100 per cent natural. We do not use chemicals or preservatives. It is just like the home-made product." While the company was informally known as Best Foods Pvt Ltd, copyright issues forced a change to ID Special Foods Pvt Ltd.
Sadananda Maiya, who built and later sold MTR Foods, and who now runs Maiya Foods, which is into spices, ready mixes and ready-to-eat segments, says the fresh food business is risky because of the short shelf life of the products and the problem of logistics. "It is hard to crack," he says. ID, however, seems to have done it.
By 2010, the brothers were selling 2,000 kg batter a day. The annual revenue had touched Rs 4 crore. The company employed 40 people, though distribution was limited to Bangalore. At this stage, attempts to expand to Chennai failed. "We learnt several lessons. First, this is as much a logistics business due to the product's short shelf life as it is a food business. One reason our attempt to crack the Chennai market failed was the poor quality of refrigeration and air-conditioning facilities." Attempt to diversify by getting into snacks such as rose cookies and diamond cuts didn't take off either due to lack of value proposition and product differentiation. Here, the company did not stick to its core strength - making products with a short shelf life.
Other challenges also kept cropping up. One was wastage. As it is a daily distribution business, inventory means losses. In the early days, wastage was as high as 25 per cent. "We had to get the ideal mean between ensuring availability and minimising unsold inventory." Mustafa says that is where his IT experience helped. They developed an application to capture data on a real-time basis, cutting wastage to 1.6 per cent. Also, the plan to sell Malabar parotas, which have a shelf life of three days, took off. Today, apart from 50,000 kg batter, the company sells 40,000 chapatis, two lakh parotas and 2,000 packets (200 gm each) of tomato and coriander chutney in a day. Parotas accounted for 40 per cent of ID's Rs 62-crore revenue in 2014/15.
ID today sells in eight cities - Bangalore, Mysore, Mangalore, Chennai, Mumbai, Hyderabad, Pune and Sharjah. A total of 200 Tata Ace delivery vehicles go around the seven cities in India. ID now employs 650 people, touching more than 10,000 stores a day. Mustafa says the company has been profitable from day one and the amount of batter it sells in one day can make a million idlis.
Most of the expansion has been done by ploughing back profits. They could have borrowed to grow faster, but Mustafa says religious principles forbid them from taking loans. Six months ago, ID raised Rs 35 crore from Helion Ventures, a venture capital (VC) fund, to modernise its factories, expand its fleet, and for marketing and R&D. Mustafa says mentoring by people such as management consultant Ashok Dhingra, which was enabled by Helion, is what attracted him to Helion "in spite of being wooed by more than 60 VCs".
In the pipeline are fresh sambhar, coconut chutney and dhokla for the Ahmedabad market. ID plans to be present in 30 cities in the next six years, though Mustafa says it will not get into ready-mix spices or categories where there are large players unless they can ensure differentiation.
Harish Bijoor, who runs an eponymous management consultancy, says scaling up the fresh food business is not easy. "Unlike batter, which is a fairly standard product, succeeding in other daily food categories may be harder due to regional variations in taste," he says.
But a gung-ho Mustafa says with a smile: "For a guy who failed his sixth standard, I don't think I have done badly by selling batter."

Friday 11 November 2016

Story behind the success of Dhirubhai Ambani

Story behind the success............

                          Dhirubhai Ambani ..................

 The Sunday Times top 50 businessmen in Asia.
He founded Reliance Industries in 1966, and as of 2012, the company has over 85,000 employees and provides almost 5% of the Central Government's total tax revenue. As of 2012, Reliance Industries was listed among top 10 Fortune 500 list of world's biggest companies by revenues.
Born: December 28, 1932, Chorvad
Died: July 6, 2002, Mumbai
Spouse: Kokilaben Ambani (m. ?–2002)
Organizations founded: Reliance Industries.
Parents: Hirachand Gordhanbhai Ambani, Jamnaben
Children: Mukesh Ambani, Anil Ambani, Deepti Salgaonkar, Nina Kothari

 

Pain behind the success..................millionsdreams.com

Ambani had a humble beginning and he was not from an affluent background.
He moved to Yemen at 16 years of age where he worked as a simple clerk.
However, he knew he had to follow his calling and risking everything, he returned to India to set up his business with his close friend
Though Champaklal Damani differed from Ambani in his views and decided to split, Ambani did not give up hope and continued his trade, deciding to even enter the stock market
His stock market dealings and success have often been questioned but the man rose to power through sheer grit and determination.
He started "Majin" in partnership with Champaklal Damani, his second cousin, who lived with him in Turkey . Majin was to import polyester yarn and export spices to Yemen. The first office of the Reliance Commercial Corporation was set up at the Narsinatha Street in Masjid Bunder. It was a 350 sq ft (33 m2) room with a telephone, one table and three chairs. Initially, they had two assistants to help them with their business. During this period, Ambani and his family stayed in a two-bedroom apartment at the Jai Hind Estate in Bhuleshwar, Mumbai. In 1965, Champaklal Damani and Dhirubhai Ambani ended their partnership and Ambani started on his own. It is believed that both had different temperaments and a different take on how to conduct business.[citation needed] While Damani was a cautious trader and did not believe in building yarn inventories, Ambani was a known risk-taker and believed in building inventories to increase profit.
Dhirubhai came to be known as a dependable and astute person. At times when he required funds, he approached Gujarati money lenders and traders with the promise of astounding interests and bonuses. He never failed in keeping his promise, absorbing the losses and sharing the profits with everyone. When he realized that commodities would not take him far, Dhirubhai decided to diversify into yarn. Dealing in textiles was a risky business as the fluctuations in prices were quite high. Dhirubhai, however, learned the tricks of the trade quickly and realized that there was more money in the business. He borrowed heavily and embarked on a journey that took him to dizzying heights.

Setting up his first textile mill in Naroda, Ahemdabad, was the biggest hurdle of his life. With other mill owners opposing the sale of Vimal, the polyester brand, Dhirubhai and his team of highly motivated sales personnel cut through the middlemen (wholesalers) and went straight to the retailers. The popularity of the fabric and the persuasiveness of Dhirubhai led a number of retailers to sell "Only Vimal". A sound marketing strategy backed up the product and all of India was soon wearing textiles that came out of the Reliance factory. He equipped his factory with the best technology that could scale up with the rise in demand.

The growth of Reliance Industries was unprecedented and of the likes that had not been imagined until then. Reliance went from a turnover of Rs. 70 crore in the mid-1970s to being a Rs. 75,000-crore empire in 2002. High finance was one of Dhirubhai's key areas of success. He raised a great deal of money by issuing six series of convertible debentures and then converting them to equity shares at a premium. Reliance later diversified into energy, power, infrastructure services, retail, capital markets, telecommunications, logistics and information technology. By the time Dhirubhai died, in 2002, his sons Mukesh Ambani and Anil Ambani had taken over the charge of Reliance Industries Limited and Dhirubhai had become a national hero. - See more at: http://business.mapsofindia.com/business-leaders/dhirubhai-ambani.html#sthash.nmPQ4Q8q.dpuf

 Early Childhood and Education of Dhirubhai Ambani

Dhirubhai was born on 28 December 1932, into a Modh Baniya family, in Chorwad village in the district of Junagarh, Gujarat. Father Hirachand Govardhandas Ambani and mother Jamunaben Hirachand Ambani were folks of limited means and raised Dhirubhai and his four siblings – Trilochanaben, Ramnikbhai, Jasuben and Natubhai – with all what they had then. Despite being the son of a school teacher, Dhirubhai showed little interest in formal education; however, he grew up to be a hardworking, intelligent and tenacious young man. Even as a teenager, Dhirubhai showed a great deal of skill in retailing, selling oil and setting up fritters stalls, thus earning money to help his impoverished family. After completing his initial five years of education at the village school, he went to Junagarh to study further. Though not an academically brilliant student, Dhirubhai displayed exceptional leadership skills.

Dhirubhai’s confidence and organizational skills were tested when he defied the Junagarh Nawab’s ban on rallies and hoisted the Indian flag to celebrate the country’s independence. His first speech there inspired many and he became a hero for defying the police and the concerned authorities. The Nawab continued to hold off from joining the Indian Republic and Dhirubhai actively participated in the Praja Mandal protests, thus associating with patriotic rebel leaders who supported joining India. The Nawab ultimately yielded and Junagarh became a part of independent India.

Socialism and politics attracted 16-year-old Dhirubhai, who started dreaming about a new and progressive India, where industries would develop at an unprecedented rate and larger-than-life dreams of industrious young men would come true. Dhirubhai was determined to do his bit for his country and for himself. His father’s failing health and family’s financial crisis, however, forced Dhirubhai to give up his education and political interests and made him to set off to Aden to find work.

Dhirubhai Ambani's Early Career

By the time Dhirubhai reached Aden, it was one of the busiest ports in the world. At Aden, he started working as a clerk with A. Besse & Co – one of the biggest trading firms in the region. Dhirubhai made good use of this opportunity and learnt much about commodity trading, imports and exports, wholesale merchandising, marketing, and sales and distribution. He learnt about currency trading from the people of various nationalities whom he met at the port and mastered accounting, book keeping and drafting legal documents by moonlighting at a Gujarati trading firm. He soon discovered that he had a natural flair for speculative trading. In 1954, after marrying Kokilaben, Dhirubhai was sent by his employer to work in the Shell Oil Refinery that had come up in Aden. Having learnt the oil trade, Dhirubhai started to dream of owning his own refinery someday. Towards the end of the decade, when all the Indians in Aden were migrating to Britain, Dhirubhai decided to return to India and become a part of the phenomenal growth that the country had been awaiting. The implementation of the second five-year plan was underway and Dhirubhai astutely grasped the promise of industrial development and his own opportunities for growth.

Back in India, Dhirubhai found that he had very little capital to go into any purposeful business. He eschewed the idea of opening up a small grocery or cloth shop. His dreams were too big for him to be content with such humble trade. He immediately got in touch with his Arabian contacts, offering to export spices, sugar and other Indian commodities at very low prices. His margins were low; however, Dhirubhai chose to deal in bulk and as the orders started coming in, Reliance Commercial Corporation was born. Excellent service was its hallmark and trust became an important factor when people traded with Reliance.

Dhirubhai Ambani becoming Polyester Prince

Dhirubhai came to be known as a dependable and astute person. At times when he required funds, he approached Gujarati money lenders and traders with the promise of astounding interests and bonuses. He never failed in keeping his promise, absorbing the losses and sharing the profits with everyone. When he realized that commodities would not take him far, Dhirubhai decided to diversify into yarn. Dealing in textiles was a risky business as the fluctuations in prices were quite high. Dhirubhai, however, learned the tricks of the trade quickly and realized that there was more money in the business. He borrowed heavily and embarked on a journey that took him to dizzying heights.

Setting up his first textile mill in Naroda, Ahemdabad, was the biggest hurdle of his life. With other mill owners opposing the sale of Vimal, the polyester brand, Dhirubhai and his team of highly motivated sales personnel cut through the middlemen (wholesalers) and went straight to the retailers. The popularity of the fabric and the persuasiveness of Dhirubhai led a number of retailers to sell "Only Vimal". A sound marketing strategy backed up the product and all of India was soon wearing textiles that came out of the Reliance factory. He equipped his factory with the best technology that could scale up with the rise in demand.

The growth of Reliance Industries was unprecedented and of the likes that had not been imagined until then. Reliance went from a turnover of Rs. 70 crore in the mid-1970s to being a Rs. 75,000-crore empire in 2002. High finance was one of Dhirubhai's key areas of success. He raised a great deal of money by issuing six series of convertible debentures and then converting them to equity shares at a premium. Reliance later diversified into energy, power, infrastructure services, retail, capital markets, telecommunications, logistics and information technology. By the time Dhirubhai died, in 2002, his sons Mukesh Ambani and Anil Ambani had taken over the charge of Reliance Industries Limited and Dhirubhai had become a national hero.
Dhirubhai came to be known as a dependable and astute person. At times when he required funds, he approached Gujarati money lenders and traders with the promise of astounding interests and bonuses. He never failed in keeping his promise, absorbing the losses and sharing the profits with everyone. When he realized that commodities would not take him far, Dhirubhai decided to diversify into yarn. Dealing in textiles was a risky business as the fluctuations in prices were quite high. Dhirubhai, however, learned the tricks of the trade quickly and realized that there was more money in the business. He borrowed heavily and embarked on a journey that took him to dizzying heights.

Setting up his first textile mill in Naroda, Ahemdabad, was the biggest hurdle of his life. With other mill owners opposing the sale of Vimal, the polyester brand, Dhirubhai and his team of highly motivated sales personnel cut through the middlemen (wholesalers) and went straight to the retailers. The popularity of the fabric and the persuasiveness of Dhirubhai led a number of retailers to sell "Only Vimal". A sound marketing strategy backed up the product and all of India was soon wearing textiles that came out of the Reliance factory. He equipped his factory with the best technology that could scale up with the rise in demand.

The growth of Reliance Industries was unprecedented and of the likes that had not been imagined until then. Reliance went from a turnover of Rs. 70 crore in the mid-1970s to being a Rs. 75,000-crore empire in 2002. High finance was one of Dhirubhai's key areas of success. He raised a great deal of money by issuing six series of convertible debentures and then converting them to equity shares at a premium. Reliance later diversified into energy, power, infrastructure services, retail, capital markets, telecommunications, logistics and information technology. By the time Dhirubhai died, in 2002, his sons Mukesh Ambani and Anil Ambani had taken over the charge of Reliance Industries Limited and Dhirubhai had become a national hero. - See more at: http://business.mapsofindia.com/business-leaders/dhirubhai-ambani.html#sthash.nmPQ4Q8q.dpuf
Dhirubhai came to be known as a dependable and astute person. At times when he required funds, he approached Gujarati money lenders and traders with the promise of astounding interests and bonuses. He never failed in keeping his promise, absorbing the losses and sharing the profits with everyone. When he realized that commodities would not take him far, Dhirubhai decided to diversify into yarn. Dealing in textiles was a risky business as the fluctuations in prices were quite high. Dhirubhai, however, learned the tricks of the trade quickly and realized that there was more money in the business. He borrowed heavily and embarked on a journey that took him to dizzying heights.

Setting up his first textile mill in Naroda, Ahemdabad, was the biggest hurdle of his life. With other mill owners opposing the sale of Vimal, the polyester brand, Dhirubhai and his team of highly motivated sales personnel cut through the middlemen (wholesalers) and went straight to the retailers. The popularity of the fabric and the persuasiveness of Dhirubhai led a number of retailers to sell "Only Vimal". A sound marketing strategy backed up the product and all of India was soon wearing textiles that came out of the Reliance factory. He equipped his factory with the best technology that could scale up with the rise in demand.

The growth of Reliance Industries was unprecedented and of the likes that had not been imagined until then. Reliance went from a turnover of Rs. 70 crore in the mid-1970s to being a Rs. 75,000-crore empire in 2002. High finance was one of Dhirubhai's key areas of success. He raised a great deal of money by issuing six series of convertible debentures and then converting them to equity shares at a premium. Reliance later diversified into energy, power, infrastructure services, retail, capital markets, telecommunications, logistics and information technology. By the time Dhirubhai died, in 2002, his sons Mukesh Ambani and Anil Ambani had taken over the charge of Reliance Industries Limited and Dhirubhai had become a national hero. - See more at: http://business.mapsofindia.com/business-leaders/dhirubhai-ambani.html#sthash.nmPQ4Q8q.dpuf

By the time Dhirubhai reached Aden, it was one of the busiest ports in the world. At Aden, he started working as a clerk with A. Besse & Co – one of the biggest trading firms in the region. Dhirubhai made good use of this opportunity and learnt much about commodity trading, imports and exports, wholesale merchandising, marketing, and sales and distribution. He learnt about currency trading from the people of various nationalities whom he met at the port and mastered accounting, book keeping and drafting legal documents by moonlighting at a Gujarati trading firm. He soon discovered that he had a natural flair for speculative trading. In 1954, after marrying Kokilaben, Dhirubhai was sent by his employer to work in the Shell Oil Refinery that had come up in Aden. Having learnt the oil trade, Dhirubhai started to dream of owning his own refinery someday. Towards the end of the decade, when all the Indians in Aden were migrating to Britain, Dhirubhai decided to return to India and become a part of the phenomenal growth that the country had been awaiting. The implementation of the second five-year plan was underway and Dhirubhai astutely grasped the promise of industrial development and his own opportunities for growth.

Back in India, Dhirubhai found that he had very little capital to go into any purposeful business. He eschewed the idea of opening up a small grocery or cloth shop. His dreams were too big for him to be content with such humble trade. He immediately got in touch with his Arabian contacts, offering to export spices, sugar and other Indian commodities at very low prices. His margins were low; however, Dhirubhai chose to deal in bulk and as the orders started coming in, Reliance Commercial Corporation was born. Excellent service was its hallmark and trust became an important factor when people traded with Reliance. - See more at: http://business.mapsofindia.com/business-leaders/dhirubhai-ambani.html#sthash.nmPQ4Q8q.dpuf

Dhirubhai was born on 28 December 1932, into a Modh Baniya family, in Chorwad village in the district of Junagarh, Gujarat. Father Hirachand Govardhandas Ambani and mother Jamunaben Hirachand Ambani were folks of limited means and raised Dhirubhai and his four siblings – Trilochanaben, Ramnikbhai, Jasuben and Natubhai – with all what they had then. Despite being the son of a school teacher, Dhirubhai showed little interest in formal education; however, he grew up to be a hardworking, intelligent and tenacious young man. Even as a teenager, Dhirubhai showed a great deal of skill in retailing, selling oil and setting up fritters stalls, thus earning money to help his impoverished family. After completing his initial five years of education at the village school, he went to Junagarh to study further. Though not an academically brilliant student, Dhirubhai displayed exceptional leadership skills.

Dhirubhai’s confidence and organizational skills were tested when he defied the Junagarh Nawab’s ban on rallies and hoisted the Indian flag to celebrate the country’s independence. His first speech there inspired many and he became a hero for defying the police and the concerned authorities. The Nawab continued to hold off from joining the Indian Republic and Dhirubhai actively participated in the Praja Mandal protests, thus associating with patriotic rebel leaders who supported joining India. The Nawab ultimately yielded and Junagarh became a part of independent India.

Socialism and politics attracted 16-year-old Dhirubhai, who started dreaming about a new and progressive India, where industries would develop at an unprecedented rate and larger-than-life dreams of industrious young men would come true. Dhirubhai was determined to do his bit for his country and for himself. His father’s failing health and family’s financial crisis, however, forced Dhirubhai to give up his education and political interests and made him to set off to Aden to find work. - See more at: http://business.mapsofindia.com/business-leaders/dhirubhai-ambani.html#sthash.nmPQ4Q8q.dpuf

Story behind the successs of KFC (Kentucky fried chicken)

Millions Dreams

                                story behind the success......................................

          it's a story of KFC owner Harland Sanders.


At age 5 his Father died.
At age 16 he left school.
At age 17 he had already lost four jobs.
At age 18 he got married.
Between ages 18 and 22, he was a railroad conductor and failed.
He joined the army and washed out there.
He applied for law school he was rejected.
He became an insurance sales man and failed again.
At age 19 he became a father.
At age 20 his wife left him and took their baby daughter.
He became a cook and dishwasher in a small cafe.
He failed in an attempt to kidnap his own daughter, and eventually he convinced his wife to return home.
At age 65 he retired.

On the 1st day of retirement he received a checque from the Government for $105.
He felt that the Government was saying that he couldn’t provide for himself.
He was rumored to have considered suicide, it wasn’t worth living anymore; he had failed so much.
He sat under a tree writing his will, but instead, he wrote what he would have accomplished with his life. He realised there was much more that he hadn’t done. There was one thing he could do better than anyone he knew. And that was how to cook.
!
So he borrowed $87 against his checque and bought and fried up some chicken using his recipe, and went door to door to sell them to his neighbours in Kentucky.
Remember at age 65 he was ready to give up.
But at age 88, Colonel Sanders, founder of Kentucky Fried Chicken (KFC) Empire was worth millions(in the 1980s which is a LOT more today with inflation), and went on to become a multi-billion dollar franchise......