Entrepreneurs

Total Page:16

File Type:pdf, Size:1020Kb

Entrepreneurs ENTREPRENEURS History of various entrepreneurs along with their success stories. Content Page no Kiran Mazumdar Shaw by Sushmita Bhowmik 2 Hina Shah by Pallavi Bramha 4 Sachin Bansal & Binny Bansal.by Himani Garg 8 Narayan Murthy by Rohit Ratan 10 Y K Modi by Sayantan Sen 12 Deepinder Goyal by Neha Bhattacharyya 14 V.G Siddhartha by Salvi 16 Ghanshyam Das Birla by Soumishree Chottopadhay 19 M.S. Oberoi by Ranjeeta Sen 21 Nirma Limited by Niin Nitesh Ranjn 24 1 THE BIOCON INDIA LADY: Kiran Mazumdar Shaw (born 23 March 1953) is an Indian entrepreneur. She is the chairman and managing director of Biocon India Limited, a biotechnology company based in Bangalore (Bengaluru), India[4] and the current chairperson of IIM-Bangalore.[5] In 2014, she was awarded the Othmer Gold Medal, for outstanding contributions to the progress of science and chemistry. She is on the Financial Times’ top 50 women in business list. As of 2014, she is listed as the 92nd most powerful woman in the world by Forbes. Early life and education Kiran Mazumdar was born to Gujarati parents in Bangalore, India. She went to school at Bangalore’s Bishop Cotton Girl's High School, graduating in 1968. She then attended Mount Carmel College, Bangalore, a women's college offering pre-university courses as an affiliate of Bangalore University. She studied biology and zoology, graduating from Bangalore University with a B.Sc. in Zoology in 1973. Mazumdar hoped to go to medical school, but did not obtain a scholarship. Her father, Rasendra Mazumdar, was the head brewmaster at United Breweries. He suggested that Kiran study fermentation science, and train to be a brewmaster, a very nontraditional field for a woman.[16] Mazumdar went to Ballarat College of Advanced Education in Australia to study Malting and Brewing. In 1974 she was the only woman enrolled in the brewing course, and the top of her class. She earned the degree of Master Brewer in 1975. Work Life: She worked as a trainee brewer in Carlton and United Breweries, Melbourne and as a trainee maltster at Barrett Brothers and Burston, Australia. She also worked for some time as a technical consultant at Jupiter Breweries Limited, Calcutta and as a technical manager at Standard Maltings Corporation, Baroda between 1975 and 1977. However, when she investigated the possibility of further work in Bangalore or Delhi, she was told that she would not be hired as a master brewer in India because "It's a man's work." 2 She began to look abroad, and was offered a position in Scotland. BIOCON: Before Kiran could move, she met Leslie Auchincloss, founder of Biocon Biochemicals Limited, of Cork, Ireland. Auchincloss's company produced enzymes for use in the brewing, food- packaging and textile industries. Auchincloss was looking for an Indian entrepreneur to help establish an Indian subsidiary. Mazumdar agreed to undertake the job on the condition that if she did not wish to continue after six months she would be guaranteed a brewmaster's position comparable to the one she was giving up. After a brief period as a Trainee Manager at Biocon Biochemicals Limited, of Cork, Ireland, to learn more about the business, Kiran Mazumdar returned to India. She started Biocon India in 1978 in the garage of her rented house in Bangalore with a seed capital of Rs. 10,000. Although it was a joint venture, Indian laws restricted foreign ownership to 30% of the company. The remaining 70% belonged to Kiran Mazumdar. Now Kiran Mazumder is an owner of Net worth of US$ 655MILLION as on October 13. The company's initial projects were the extraction of papain (an enzyme from papaya used to tenderize meat) and isinglass (obtained from tropical catfish and used to clarify beer). Within a year of its inception, Biocon India was able to manufacture enzymes and to export them to the United States and Europe, the first Indian company to do so. At the end of her first year, Kiran Mazumdar used her earnings to buy a 20-acre property, dreaming of future expansion. 3 Hina Shah is an Indian entrepreneur. Hina Shah, Founder, ICECD, is a Master of Science specializing in Human Resource Development areas. Born and brought up in Jamshedpur, she studied her MSc. at the Maharaja Sayajirao University – Vadodara. She grew up to learn classical dance at Ravidra Parishad. At that time, society (be it parents, husbands, in laws, relatives, neighbours, banks or even market) was not prepared to see women being independent. Resistance from society, friction at emotional and economic levels, along with financial institutions refusing to give loans made it all the more difficult for her to initially take the plunge towards better career prospect. However, with determination and grit to achieve her goal she emerged a successful entrepreneur in the field of plastic packaging, while effectively balancing various other roles of a mother, a wife and a daughter. She began her career in 1976 in the plastic packaging industry. Having experienced problems and constraints herself, when she came across deprived, poor and helpless women suffering due to economic deprivations, She decided to take up the mission to lead them towards self - employment and entrepreneurship. She pioneered. “Women Entrepreneurship Development Programmes” in Ahmedabad, Gujarat, India - in 1982, with 25 women participants of which 16 established their non - traditional businesses. Encouraged by the success she refined the model and implemented it in other districts of Gujarat and various states of India. These women entrepreneurs were recognized as "economic contributors” by the financial /support institutions and the policy makers, and specialized women development policies were formulated by the government to support women in rural areas. Her concern for these women suffering translated into a dream to expand this movement to the disadvantaged and poor women in nook and corner of the rural areas of the country. She felt the need to build up a specific national / international level organization, with no limitations or defined boundaries to work for these women. In 1986, she transformed her own entrepreneurial experience into a developmental initiative and started ICECD. ICECD is a unique institute for entrepreneurship perhaps the only one of it is kind that has facilitated thousands of disadvantaged women and youth to become entrepreneurs not only in India but all over the 4 developing world. It came to be recognized as a Centre of Excellence by the United National ESCAP Thailand in the year 2000. Hina Shah has helped the organization to grow and transform by her vision, mission oriented responsive leadership, which has led to an equally focused and motivated team of capable human resource. ICECD has been the vanguard of Micro, Small and Medium Enterprise (MSME) Development amongst varying target groups and has worked extensively around the globe keeping gender issues in sharp focus. It has consistently striven to increase access/control of the poor on productive resources and facilities. The centre's activities revolve around income generation through self-employment/entrepreneurial activities, encompassing a wide cross section of the society. With special focus on gender issues, the centre have developed models and strategies that include awareness building/capacity building training/linkages to develop women of various strata (rural/tribal/urban) of society into mainstream economic partners. Information at ICECD is disseminated through seminars, workshops, conferences, technology transfer, publications, policy planning, research on related aspects, and training of trainers and facilitators, consultancy and extension services like institutional capacity building of development agencies. “Institution is an NGO, registered under Trust and Society Act. The sources of finance are Government grants, international funds as well as self-generated funds received by charging fees to clients. The accounts are regularly audited as per the requirements.” ICECD took up the challenge to change the dismal face of Iyava Vasna, and with great difficulty, slowly transformed the village into a model village by involving 90 of the 130 households, especially women, in small and micro enterprises. They have implemented specialised Women Entrepreneurship Model in the village and formed 17 Self Help Groups (SHGs) with 233 women joining these groups. Initially, it was difficult to run these groups as women refused to break free from the traditional moulds. ICECD trained these women to start their own micro business. Based on the village infrastructure and resources, about 70 women were trained by ICECD to start the milk cooperative. They were imparted technical and scientific knowledge and were provided resources for cattle-breeding, milk testing and storage. With the help of the micro-credit from ICECD, they started the dairy business. Their lives have taken a new turn. It is a matter of pride 5 for ICECD that the dairy business which is the key to the turnaround in the village, both socially and economically, is taking a further leap. The dairy, which until now was operating at a small rented premise, is now going to have a more stable base. Today, at Iyava Vasna, one can see a group of women working at a measured and contended pace in the tropical heat who are also involved in other businesses like manufacturing garments, spices, snack food, Rexene bags and boxes in their free time. From no income to receiving an income between Rs. 2000- Rs. 10,000 per month is a substantial sum for their financial independence and a significant turning point for them. Through the ICECD Federation, these women’s groups in Iyava Vasana have been federated and have evolved as Community Based Organizations (CBOs). These CBOs work in close co-ordination with ICECD and a variety of socio-economic activities have been implemented by them. The transformation from “Housewife” to “Entrepreneur“ has brought about a major change in their thinking patterns, and now, even the next generation of children are aspiring to become entrepreneurs.
Recommended publications
  • Statement of Unclaimed Dividend for 2017-18
    GODFREY PHILLIPS INDIA LIMITED STATUS OF UNCLAIMED DIVIDEND OF 2017-18 AS ON 31ST DECEMBER, 2018 SRNO AMOUNT FOLIO BENEFICIARY_NAME NAM1 ADD1 ADD2 ADD3 CITY PIN 1 1000 00000000000000L00247 TARSEME LAL TARSEME LAL H.NO. W.E. 180. KOT SHAHADAT KHAN. TEL WALI GALI 0 0 0 2 1120 00000000000000B00813 PRASUNAMBA BOPPENA PRASUNAMBA BOPPENA C/O NARAYANARAO PEDAMADDALI PO KRISHNA DIST A.P. 0 0 0 3 240 00000000000000B01110 SHANTA RAMCHANDRA BHUNJE SHANTA RAMCHANDRA BHUNJE JAIN PANCHACHI CHAWL BARAMATI DIST POONA M ADD4 0 0 4 240 00000000000000G02113 CHANDADEVI GOEL CHANDADEVI GOEL 51/31 NAYAGANJ KANPUR 0 0 0 5 480 00000000000000B01965 BACHUBHAI B PATEL BACHUBHAI B PATEL AT & POST KOSHINDRA TA SANKHEDA DIST BARODA 0 0 0 6 560 00000000000000C00253 JITENDRA NARAIN CHADDA JITENDRA NARAIN CHADDA D58/12 37 RAMNIWAS GANDHINAGAR SIGRA VARANASI ADD5 0 0 7 480 00000000000000P01354 SHOBHA ARVIND PATHAK SHOBHA ARVIND PATHAK BHAGYODAYA BLDG 2ND FLOOR SARASWAT COLONY NR JOSHI HIGH SCHOOL AT POSTDOMBIVLI EAST DT THANA 0 0 8 160 00000000000000P02603 PARESH ARVINDBABU TRIVEDI PARESH ARVINDBABU TRIVEDI C/O L K TRIVEDI & SONS 4020/14 ASTODIA ROAD 0 0 0 9 480 00000000000000S01049 IBRAHIMBHAI ADAMBHAI SHABHAI IBRAHIMBHAI ADAMBHAI SHABHAI OPP SCHOOL NO 24 MADARWAB VORWAD NADIAD DIST KAIRA ADD6 0 0 10 1360 00000000000000V01039 VIKRAM KRISHNA VIKRAM KRISHNA 12 SCHOOL LANE NEW DELHI 0 NEW DELHI 110001 11 1000 00000000000000G00486 KRISHAN CHANDRA GUPTA KRISHAN CHANDRA GUPTA 302 AKASH DEEP BLDG BARAKHAMBA ROAD NEW DELHI 0 NEW DELHI 110001 12 160 00000000000000B01874 MANOHAR
    [Show full text]
  • Social, Economic and Political; Paper 2: Media Conver- Gence and Blogging in Exposing Corruption and Fraud in India
    tripleC 8(2): 143-148, 2010 ISSN 1726-670X http://www.triple-c.at 3rd ICTs and Society Meeting; Paper Session - Inequalities: social, economic and political; Paper 2: Media conver- gence and blogging in exposing corruption and fraud in India C.S.H.N. Murthy Department of Communication and Journalism, School of Humanities and Social Sciences, Tezpur Univer- sity, Napam, Tezpur Assam India 784 028; E-mail: [email protected] Abstract: The divide between the poor and the rich in India is getting wider and deeper day by day in the post globalization and privatization. It also sounds paradoxical to hear that the development whatever is happening in India is preceded by large scale corruption where the politicians and the bureaucrats in tandem and in perfect collusion are siphoning off billions of rupees meant for the rural development. But, none of these projects could escape the brunt of corruption in India. The paper deals with a few such stories of corruption as case studies that came to limelight and are placed in ‘convergent’ me- dia either in the blogs of television channels or print media or on line web-portals such as face-book/twitter or on You Tube. The paper hypothesizes that the current level of exposure of corruption in 24x7 ‘convergent’ media is not adequate and would like to explore the ways and means of utilizing it (convergent media) more ‘socially effectively’ to totally curb/eliminate the corruption from the top to the lower level in the governance in India. This study therefore follows multiple methods of in- quiry, besides the case studies, including surfing the existing web-portals/blogs for the mobilized public views on exposure of corruption through the ‘convergent’ media and conducting interviews with the convenience sample of media experts in the field as also analyzing the secondary documents (for case studies).
    [Show full text]
  • Unclaimed Dividends FY 2012-13 to 2018-19 As on 30.06.2020
    GODFREY PHILLIPS INDIA LIMITED STATUS OF UNCLAIMED DIVIDEND OF 2012-13 AS ON 30th June, 2020 SRNO Amount Folio Beneficiary Name Nam1 ADD1 ADD2 ADD3 CITY PIN 1 2400.00 00000000000000000006 CUSTODIAN OF ENEMY PROPERTY FOR INDIA MU CUSTODIAN OF ENEMY PROPERTY FOR INDIA MU 2 2400.00 00000000000000000006 CUSTODIAN OF ENEMY PROPERTY FOR INDIA MU CUSTODIAN OF ENEMY PROPERTY FOR INDIA MU 3 2400.00 00000000000000000006 CUSTODIAN OF ENEMY PROPERTY FOR INDIA MU CUSTODIAN OF ENEMY PROPERTY FOR INDIA MU 4 4000.00 00000000000000000006 CUSTODIAN OF ENEMY PROPERTY FOR INDIA MU CUSTODIAN OF ENEMY PROPERTY FOR INDIA MU 5 8000.00 00000000000000000006 CUSTODIAN OF ENEMY PROPERTY FOR INDIA MU CUSTODIAN OF ENEMY PROPERTY FOR INDIA MU 6 48000.00 00000000000000000021 HENRIETTA MARY GREENE HENRIETTA MARY GREENE 1928 NELSON STREET UPPER SUITE VANCOUVER 5BC CANADA 0 7 8000.00 00000000000000000024 SYLVIA HENRIETTA OLGA PINTO SYLVIA HENRIETTA OLGA PINTO 331 GLENFERRIE ROAD MALVERN 8144 AUSTRALIA 0 8 1000.00 00001201060400123732 KUSUM AGARWAL KUSUM AGARWAL H. NO.- 4/687 MATIAMAHAL SAHARANPUR 247001 9 800.00 00001201090000982173 RITIKA . JAISWAL RITIKA . JAISWAL RUPSA APARTMENT,FLAT NO-15 1,NANDLAL MONDAL ROAD TEGHARIA KOLKATA 700059 10 320.00 00001201090002044273 NEERAJ KUMAR JAISWAL . NEERAJ KUMAR JAISWAL . HELLA BURTALLA ROAD, JHEEL BAGAN, P/O.-HATYARA, BAGUIHATI, KOLKATA, KOLKATA 700059 11 400.00 00001201210100029928 PREM LATA SARDA PREM LATA SARDA C/O ANJANI PUTRA ENTERPRISES BADSHAH KA ZANDA PALI-MARWAR 306401 12 400.00 00001201910100358962 VIDIT JAIN VIDIT JAIN 4953/42, LEKHRAM ROAD DARYA GANJ DELHI 110002 13 200.00 00001202230000015730 MAMTA DAGA MAMTA DAGA D NO. 51-8-43-86 BOBBY RESIDENCY SEETHAMMADHARA VISAKHAPATNAM 530013 14 120.00 00001202390000060221 THOMAS JOHN MANDAPAM .
    [Show full text]
  • Indian Business.Indd 1 11/10/2011 13:32 SPECIAL REPORT BUSINESS in INDIA
    SPECIAL REPORT BUSINESS IN INDIA October 22nd 2011 Adventures in capitalism Indian business.indd 1 11/10/2011 13:32 SPECIAL REPORT BUSINESS IN INDIA Adventures in capitalism Indian businesses are rewriting the rules of capitalism in a distinctive and unexpected way, says Patrick Foulis ON AUGUST 1ST India’s nance minister, Pranab Mukherjee, gathered CONTENTS the country’s senior businesspeople for a pep-talk in New Delhi. The event (pictured) was notable for two reasons. First, the subject of discus- 4 Family rms sion was the wobble in condence that has taken place over the past The Bollygarchs’ magic year. Although a mini-industry has arisen of India optimists who predict mix that the country’s entrepreneurial spirit will make it an economic super- 7 Inbound and power over the next two decades, many business folk on the ground feel outbound deals disillusioned. They worry that India’s notorious red tape, graft and lack Their oyster, with grit of infrastructure are nally catching up with it. Largely unnoticed abroad included and eclipsed by the rich world’s sovereign-debt crisis, the Indian econ- omy has hit a sticky patch, with investment slowing, ination high and 10 Innovation and growth expected to dip to perhaps 7%, from a peak of 10%. After two and a cost-cutting half hours, needless to say, the bosses emerged and expressed boundless The limits of frugality optimism with the gru air of men in the grip of a half-Nelson. 11 State-controlled rms The second surprise, given India’s reputation as a land of red-hot The power and the start-ups and new entrepreneurs, was the dynastic nature of those cap- glory tains of industry.
    [Show full text]
  • Lalit Modi Was Born in a Wealthy and Successful Business Family
    Lalit Modi was born in a wealthy and successful business family. His father Krishan Kumar Modi is Chairman of Modi Enterprises, a Rs.40 billion business empire which was founded by his grandfather, Raj Bahadur Gujarmal Modi [8] (Founder of town Modinagar ). He attended boarding schools like Bishop Cotton School in Shimla and others in Nainital . He disliked school, and often ran away. After his schooling, he was determined to continue with his studies in the United States . He scored well in the SAT and chose to skip the school-leaving examinations, which were required for entrance to colleges and universities in India. Subsequently, he gained a place at Duke University in Durham , North Carolina , United States .[9] Modi had claimed the top slot as the highest tax payer in the country for the 2009- 2010 fiscal. He paid Rs 8 crore in the first half of the current fiscal. [10] Personal and family life He is currently married to Minal, who he met while he was a student in the US and she was already married and a friend of his mother. She was nine years his senior and was then living in London with her family. Minal got a divorce, and she and Lalit were married in Mumbai despite his family’s initial disapproval. [9] Modi has had two children named Ruchir and Aliya from his marriage with Minal. Son Ruchir lives in Mumbai with Modi and studies at the American School of Bombay. Aliya currently studies in Switzerland. Minal has a daughter named Karima from her earlier marriage.
    [Show full text]
  • IB # 270-Corrected
    NOVEMBER 2018 ISSUE NO. 270 India’s Challenges in Extraditing Fugitives from Foreign Countries AARSHI TIRKEY ABSTRACT With the advent of globalisation and increased interconnectivity, it has become less difficult for offenders in India to escape to foreign jurisdictions and avoid prosecution in the country. The importance of extraditing fugitives and bringing them before Indian courts cannot be stressed enough. Apart from providing timely justice and grievance redressal, it also serves as a deterrent against potential fugitives. However, India’s success rate in extraditing fugitives is abysmally low; only one in every three fugitives are being successfully extradited to India. This brief examines the extradition treaties that India has with various countries, and gives an overview of India’s successes and failures in securing the return of offenders. It also studies both the legal and non- legal obstacles to extradition, and offers recommendations to improve India’s extradition process. (This brief is part of ORF's series, 'Emerging Themes in Indian Foreign Policy'. Read other research in this series here: https://www.orfonline.org/series/emerging-themes-in-indian-foreign-policy/) Attribution: Aarshi Tirkey, "India's Challenges in Extraditing Fugitives from Foreign Countries", Issue Brief No. 270, November 2018, Observer Research Foundation. Observer Research Foundation (ORF) is a public policy think tank that aims to influence the formulation of policies for building a strong and prosperous India. ORF pursues these goals by providing informed analyses and in-depth research, and organising events that serve as platforms for stimulating and productive discussions. ISBN 978-93-88262-59-0 © 2018 Observer Research Foundation.
    [Show full text]
  • NEWS RELEASE Avendus Capital Release Date: July 26, 2016 India, US and UK Contact: Kartik Kini +91 22 6648 1401 [email protected]
    Avendus Capital advises Jabong on its acquisition by Flipkart’s Myntra unit Delhi, July 26, 2016 Jabong has been acquired by Flipkart’s Myntra for $70 mn all cash to become India's biggest fashion shopping destination. Avendus Capital was the exclusive financial advisor for this transaction Jabong is a leading consumer fashion destination for urban Indian youth partnering with marquee brands. It offers more than 375,000 styles from 3,000+ brands and designer labels. With an 80% repeat business, Jabong focuses on the premium segment to differentiate from the mass-appeal of horizontals. Ethnic wear, sports and select private labels are its key growing segments. Fashion e-commerce in India is expected to be $24 bn by 2020, dominated by the aspirational segment. Vertical players will continue to play a leading role in fashion, focusing on curation and a superior user experience. Lorenzo Grabau, Chairman of GFG and CEO of Kinnevik, GFG’s largest shareholder, said, “We are grateful to the Jabong team for the great work carried out over the last several years to build such an attractive Indian fashion e-commerce company. We are pleased with the outcome of Jabong’s strategic review and will now focus all our energy and capital in driving the growth of Lamoda, Dafiti, Namshi, The Iconic and Zalora across their 24 countries of operation”. NEWS RELEASE Avendus Capital Release Date: July 26, 2016 India, US and UK Contact: Kartik Kini +91 22 6648 1401 [email protected] About Jabong: Founded in 2012, Jabong.com is an Indian fashion and lifestyle e-commerce portal.
    [Show full text]
  • The Launch of the Indian Premier League
    ID#092301 PUBLISHED ON MARCH 20, 2009 THE JEROME CHAZEN CASE SERIES The Launch of the Indian Premier League BY RAJEEV KOHLI* ABSTRACT CONTENTS In September 2007 Lalit Modi was handed a $25 million check from the Introduction........................................ 1 Lalit Modi............................................ 3 Board of Control for Cricket in India—formalizing Modi’s long- New Cricket Forms Evolve................ 5 awaited opportunity to launch a new cricket league. Modi’s challenge Modi Partners with IMG..................... 7 League Models to Consider .............. 9 was to build a sustainable business model which would create the IPL Concept Announced ................. 10 proper incentives to motivate players, broadcasters, franchise owners, Competitive Landscape................... 11 and the various cricket boards to join his effort. And he had seven 2007 World Cup: A Time to Woo Players.............................................. 13 months to accomplish it all. 2007 World Cup: Seizing an Unexpected Opportunity................. 14 Shaping the IPL Model .................... 15 India and the History of Cricket...... 21 Snapshot of India’s Modernization. 22 * Professor of Marketing, Columbia Acknowledgements Copyright information Business School We thank Lalit Modi, Peter Griffiths, © 2009 by The Trustees of Columbia University in and Andrew Wildblood for their the City of New York. All rights reserved. guidance and Radhika Moolraj and This case was prepared as a basis for class Sonali Chandler for their support. discussion rather than to illustrate either effective Alan Cordova, MBA’08, Atul Misra, or ineffective handling of a business situation. EMBA’09, Valeriy Elbert, MBA’10, Jonathan Auerbach, and Nate Nickerson provided research and writing support. Introduction On September 10, 2007, Lalit Modi stepped out of the office of Sharad Pawar, the chairman of the Board of Control for Cricket in India (BCCI), holding a check for $25 million.
    [Show full text]
  • 214908890.Pdf
    The Indian Premier League (IPL) is an Indian professional league for men's Twenty20 cricket clubs with double round- robin and playoffs. Without any Twenty20 cricket league system, it is India's primary Twenty20 cricket club competition. Currently contested by eight clubs, it does not operates on a system of promotion and relegation. Only Indian clubs are qualify to play in the Premier League. Seasons run in the Indian summer spanning between April and June, with most games are played in the afternoons. The competition was formed by the Board of Control for Cricket in India (BCCI) in 2008 after an altercation between the BCCI and the now-defunct Indian Cricket League.[1] The Premier League is headquartered in Mumbai,Maharashtra,[2][3] and is currently supervised by BCCI Vice-President Ranjib Biswal, who serves as the League's Chairman and Commissioner.[4] The Premier League is the most-watched Twenty20 cricket league in the world. It is generally considered to be the highest- profile showcase in the world for Twenty20 club cricket, the shortest form of professional cricket with just 20overs per innings. IPL is as well known for its commercial success and for the quality of Twenty20 cricket played. During the sixth IPL season (2013) its brand value was estimated to be around US$3.03 billion.[5][6] Live rights to the event are syndicated around the globe, and in 2010, the IPL became the first sporting event to be broadcast live on YouTube.[7] It is currently sponsored by Pepsi and thus officially known as the Pepsi Indian Premier League.[8] Two eligible bids were received, with Pepsi winning over Airtel with a bid of 3968 million.[9]However, the League has been the subject of several controversies where allegations of cricket betting, money laundering and spot fixing were witnessed.[10][11] Of the 11 clubs to have competed since the inception of the Premier League in 2008, five have won the title:Chennai Super Kings (2), Rajasthan Royals (1), Deccan Chargers (1), Kolkata Knight Riders (1) and Mumbai Indians (1).
    [Show full text]
  • Information Regarding 38Th Annual General Meeting
    4 COMPANIES MUMBAI | MONDAY, 7 DECEMBER 2020 1 > PhonePe eyes rural mkt with $700-mn war chest PEERZADA ABRAR Bengaluru, 6 December “ASLONGASWEREMAINHUNGRY ometime this year, as the country ANDAGILEASASTART-UPTO BETHE was dealing with the Covid-19 FIRSTTO GETINTO RURALINDIAAND S pandemic challenge, Sameer DOALOTOFOTHERTHINGSAS Nigam (pictured), founder and chief AMARKETLEADER,ITHINKWE'LL executive officer of PhonePe, adopted a stray cat he found hiding under his car. BEFINE” “It was raining. It came out as soon as I turned on the ignition switch. I took it home,” said Nigam, who is now able to spend time with the cat and also work from home. “Work-from-home is the only reason my wife allowed me to get the cat into the house,” he chuckled. Despite most of PhonePe’s employ- ees working remotely, the digital pay- ment firm has been able to turn the Covid-19 pandemic challenge into an opportunity. PhonePe recently crossed the 250- million registered user milestone, with over 100 million monthly active users OLYMPIC OILINDUSTRIESLIMITED generating nearly 1 billion digital pay- Regd.Off:709, CWing,One BKC, Near Indian OilPetrol Pump,GBlock, ment transactions in October alone. It Bandra- Kurla Complex, Bandra(East) Mumbai -400051 WHAT’S IN PHONEPE’S WALLET Tel: 91 22 2654 0901 Fax: 91 22 2652 0906 is targeting at crossing 500-million reg- E-mail ID: [email protected] Website: www.olympicoil.co.in istered users by December 2022. > $340 billion: Projected size of financial raise at a $5.5-billion valuation from CIN L15141MH1980PLC022912 “Digital payment volumes have services market in the next few years existing Flipkart investors, led by US NOTICE OF THE 40th ANNUAL GENERAL MEETING THROUGH VIDEO CONFERENCING exploded during Covid,” said Nigam, in giant Walmart AND REMOTE E-VOTING, REMOTE E-VOTING INFORMATION AND BOOK CLOSURE ETC.
    [Show full text]
  • 28.04.2016 Mediation Cause List
    28.04.2016 SUPPLEMENTARY LIST SUPPLEMENTARY LIST FOR TODAY IN CONTINUATION OF THE ADVANCE LIST ALREADY CIRCULATED. THE WEBSITE OF DELHI HIGH COURT IS www.delhihighcourt.nic.in' INDEX PRONOUNCEMNT OF JUDGMENTS ------------> J- 1 TO 02 REGULAR MATTERS -----------------------> R- 1 TO 67 FINAL MATTERS (ORIGINAL SIDE) ---------> F- 1 TO 11 ADVANCE LIST --------------------------> 1 TO 108 ORIGINAL SIDE (SUPPLEMENTARY I)--------> 109 TO 114 APPELLATE SIDE (SUPPLEMENTARY LIST)----> 115 TO 135 (FIRST PART) COMPANY -------------------------------> 136 TO 136 APPELLATE SIDE (SUPPLEMENTARY LIST)----> - TO (SECOND PART) SECOND SUPPLEMENTARY ------------------> - TO THIRD SUPPLEMENTARY ------------------> - TO MEDIATION CAUSE LIST---------> 01 TO 03 NOTES 1. Urgent mentioning may be made before Hon'ble DB-II at 10.30 A.M. 2. Hon'ble Mr. Justice I.S.Mehta will hear Single bench matters listed before his Lordship in Court No.9 DELETIONS 1. W.P.(C) 8207/2011 listed before Hon'ble Mr. Justice Manmohan at item No.27 is deleted as the same is a decided matter. 2. CM(M)1276/2015 listed before Hon'ble Ms. Justice Indermeet Kaur at item No. 2 is deleted as the same is fixed for 06.09.2016. 3. BAIL APPL. 123/2015 listed before Hon'ble Ms. Justice Pratibha Rani at item No.1 is deleted as the same is fixed for 30.05.2016. STANDING/NOMINATED COUNSEL 1. STATE OF ODISHA SH. ARUNAV PATNAIK,ADV. OFFICE ADDRESS: B-37(L.G.F.) NIZAMUDDIN EAST NEW DELHI-110013 OFFICE NO.: 011 41826164 MOB. NOS. : 98185 01344 98189 28917 2. JAMIA MILLIA ISLAMIA MS. ZEBA KHAIR, ADV. (A CENTRAL UNIVERSITY BY CHAMBER NO.
    [Show full text]
  • Before the Disciplinary Committee, at Hotel Taj Palace, New Delhi
    BEFORE THE DISCIPLINARY COMMITTEE, AT HOTEL TAJ PALACE, NEW DELHI Date: 2nd August 2011 BCCI WITNESS NO.5 Mr. KESHAV TAHILRAMANI X XX Cross Examination of Mr. Keshav Tahilramani by Mr. S.S. Hora, Advocate on 2nd August 2011 at 4:30 p.m. 1. Mr. P R Raman Counsel for BCCI identified the witness. 2. I affirm the witness statement and the same bears my signature. 3. Under the Umbrella named Rosy Blue, we have different companies in different parts of the world. It is neither a partnership firm nor a company. Rosy Blue as a name is not a legal corporate entity. Rosy Blue Dubai is not a legal entity. If required I can produce my appointment letter from Rosy Blue DMCC as I have already mentioned that Rosy Blue Dubai is not a legal entity. I have been an employee of Rosy Blue DMCC from approximately 2006 to date. The portion marked A to B in witness statement is shown to the witness, which the witness confirms is not a technically correct description of his employment profile. The portion marked C to D similarly is not technically correct as Rosy Blue Dubai is not a legal entity. The portion marked E to F also is technically incorrect as Mr. Harshad Mehta does not have a majority stake in Film waves Combines. 4. No Rosy Blue entity owns a stake in Filmwaves Combine. I am not an employee in Filmwaves Combine. Mrs. S R Kothari is a major stake holder in Filmwaves Combine. I cannot confirm or deny your suggestion that Mrs.
    [Show full text]