A

COMPREHENSIVE PROJECT REPORT

ON
―CASE STUDY ON FIVE WOMEN ENTREPRENEURS‖

Submitted to

C K SHAH VIJAPURWALA INSTITUTE OF MANAGEMENT

IN PARTIAL FULFILMENT OF THE

REQUIREMENT OF THE AWARD FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

Under

Gujarat Technological University

UNDER THE GUIDANCE OF

Faculty Guide

Ms. Savitha K. (Associate Professor)

Submitted by

Pankti Shah (097050592030)

Hansa Karena (097050592038)
M.B.A –SEMESTER IV

C K SHAH VIJAPURWALA INSTITUTE OF MANAGEMENT,

M.B.A PROGRAMM
Affiliated to Gujarat Technological University
Ahmedabad
April 2011

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College certificate

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 PREFACE

―SOUND BECOMES MUSIC, IF A TRAINED PERSON USES IT‖

The above proverb itself is the significance of the industrial training with
the theoretical knowledge in the fields of management.

In order to understand the importance of practical aspect with the

managerial mind, it is a field of a practical training especially in the field of
management one must know the real situation of running business in order to
strengthen the decision making and training ability in the area of management.

So, all the useful information was made available from firm, which is
presented over here with best managerial efforts.

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 ACKNOWLEDGEMENT

The successful and timely completion of this Project would not possible without
the kind co-operation and guidance of Ms. Savitha K.

We are grateful to all the faculties and other staff of our college for their support
and guidance towards the project which was our part of training.

We would like to thank Dr. Rajesh Khajuria, Director of C K Shah Vijapurwala

Institute of Management, Vadodara for his motivation.

PLACE : Vadodara

Date :

Yours Faithfully,

Pankti Shah

Hansa Karena

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 DECLARATION

We , Pankti Shah and Hansa Karena, hereby declare that the

―Comprehensive Project‖ entitled ―CASE STUDY ON FIVE WOMEN
ENTREPRENEURS‖ is a result of our own work and our indebtedness to other
work publications, references ,if any ,have been duly acknowledged.

Place: Vadodara
Date :

Yours faithfully,

Pankti Shah

Hansa Karena

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Executive Summary

―If you are a woman and especially a person of colour, there are two strikes
against you. Immigrant, person of colour, and woman, three strikes against you
So I would work extra hard at it. More hours, yes. More sacrifices and trade-offs,
yes. That has been the journey.‖
-Ms. Indra Nooyi

A successful woman entrepreneur is extremely ambitious, has an inner urge or

drive to transform an idea into reality. she is ready to seize opportunities, sets
goal, possess clear vision, steps confidently forward and is ambitious to succeed.
Every successful woman entrepreneur is truly determined to achieve goals and
make her business flourish. In-depth knowledge of the field is essential to
success. She comes with new innovative solutions to old problems to tide over
issues.

Here we are discussed about five successful women entrepreneurs in India and
their success. We also discussed how they running their organization
successfully.

1.Ekta Kapoor , Creative Director, Balaji Telefilms

2. Indra Nooyi , Chief Executive—designate, Pepsi Co.

3.Anu Aga- Chairperson (former) Thermax Group

4.Dr. Kiran Mazumdar Shaw( Chairman & Managing Director

of Biocon Limited.)

5.Shahnaz Husain,(CEO of Shahnaz Herbals)

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TABLE OF CONTENTS
Preface

Acknowledgement

Declaration

Executive summary

SR. NO. PARTICULARS PAGE NOS.

1 Ekta Kapoor , Creative Director, Balaji 8
Telefilms

Ekta Kapoor Career Graph 9-15

Balaji Telefilms Information 16-36

2 Indra Nooyi , Chief Executive—designate, 37

Pepsi Co.

Ms. Indra Nooyi Career Graph 39-41

Pepsi Co. Information 42-61

3 Anu Aga- Chairperson (former) Thermax 62

Group

Ms. Anu Aga Career Graph 63-66

Thermax Group Information 67-79

4 Dr. Kiran Mazumdar Shaw( Chairman & 80

Managing Director of Biocon Limited.)

Dr. Kiran Mazumdar Shaw Career Graph 81-86

Biocon Limited. Information 87-101

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5 Shahnaz Husain,(CEO of Shahnaz 102
Herbals)

Shahnaz Husain Career Graph 103-105

Shahnaz Herbals Information 106-111

Bibliography

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1.Ekta Kapoor ,

(Creative Director,

Balaji Telefilms)

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General Information

ABOUT EKTA KAPOOR

Ekta Kapoor , born on June 7, is the Creative Head of Balaji

Telefilms. She is aptly called the Queen of Indian Television Industry. The serials
produced by her company Balaji Telefilms are a smashing hit with the masses
and dominate all the major T.V. channels in India. Ekta`s serials have not only
captured the imagination of the masses but also their soul. She did her schooling
from Bombay Scottish School and after that she joined Mithibai College. After the
college her father Jitendra suggest her to open balaji TV production house which
now a days no.1 telefilms. At that time ekta only turned 19. she enter like child in
indian television and become the queen of indian tv serials.

Her shows have broken all Previous records of TV serial Production and
popularity in India. For her entrepreneurial skills and achievements
Ekta Kapoor was rewarded the Ernst & Young (E&Y) Startup Entrepreneur Of
The Year award in 2001. Although she hasn`t clearly followed the footsteps of
her father - actor Jeetendra and current emerging star Tushar Kapoor, she has
already become a shooting star in the genre of production and programming.

Since producing her first blockbuster television program at the age of 19, Ekta
Kapoor has successfully rewritten the script on TV entertainment for the masses.
She has very successfully created more than 20 soaps on 10 major Indian
networks. The Indian showbiz community keeps a vigil on her every move, and
older, more experienced producers are quic to copy any new concept brought in
by the `SOAP QUEEN` of Indian television.

She is a smart woman with a definite agenda and has also been appropriately
termed as Asia`s most powerful communicator and the lady no.1 in Hindi

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serials and movies. As the creative director of Balaji Telefilms in Mumbai,
Ekta continues to produce absorbing dramas - whether about an ambitious
tycoon or a charismatic but scheming wife or a 70-year-old grandmother
looking for a job - that consistently strikes a chord with viewers across the
subcontinent.

"It's been seven years of hard work. But I enjoyed myself."

- Ekta Kapoor, Associate Director, Balaji Telefil

Why did we take Ekta Kapoor?

Ekta Kapoor is considered to be one of the most vibrant and innovative

businessperson of India. She is rightly called the "ruling queen of Indian
television industry". The serials made by her production house Balaji
Telefilms are smashing hits in all across India. These daily soaps produced
by Ekta Kapoor dominate all the major television shows in various channels in
India. Her serials have not only caught the imagination of the crowds but also
their heart.

What position is Ekta Kapoor now in Balaji Telefilms?

Ekta Kapoor is the creative director of Balaji Telefilms. Her company has
produced more than 25 serials and each one is being shown, on an average,
four times a week on different television channels. Ekta Kapoor's serials have
captured the imagination of masses. She broken all previous records of TV
serial production and popularity in India.

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What are the process of coming to a director position?

Ekta Kapoor or the K lady is the king-pin of the Indian Television Industry.
Born on 7th June 1975, she has a typical look: soft tussled brown hair with a
large red tika on her forehead. She heads Balaji Telefilms, a Production
House based in Mumbai.

Ekta‘s father is none other than Jeetendra, the superstar, and her brother
Tusshar Kapoor, current Bollywood actor.

In Television as a Producer:

• Ekta‘s first soap was Kyunki…Saas Bhi Kabhi Bahu Thi. It started in 1999,
and was aired on Star Plus till November 2008, making it not only one of the
longest running serials in the history of Indian Television, but also one of the
most loved. The central character, ―Tulsi‖ became one of the most recognized
faces on the TV screen.

• Then came Kutumb in 2000 on Sony TV, and lasted a year. It was rather
popular initially, but the ratings dwindled towards the closure of the soap.

• The same year Kahaani Ghar Ghar Kii hit the screen. Ekta specializes in
family drama, and this was no different. The audience loved it as much as her
other soaps.

• In 2001 came another superhit series Kasautii Zindagii Kay. It was aired on
Star Plus as well.

• Kkusum (2001), told the story of a simple yet strong girl. Needless to say the
audience fell in love with the central character, comparing their own
daughters and daughter-in-laws to her!

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• Her other serials that have done well are: Kavyanjali (2005), Kasamh Se
(2006).

She has also produced few Bollywood films `Kyu Kii... Main Jhuth Nahin
Bolta,` `Kucch To Hai,` `Krishna Cottage,` `Koi Aap Sa` and `Kyaa Kool Hai
Hum,` `Shootout at Lokhandwala,` `Mission Istanbul` and produced `Once
Upon a Time in Mumbai.

Who are the persons behind Ekta Kapoor?

Ekta kapoor gives credit to her family for her success,

Ekta kapoor with jiterdra(ekta's great dad)

Starting off from a scratch with her star father Jitendra‘s status helping little in
pulling off her dream ambition - Ekta Kapoor gambled her way into television
production.

Though her dreams appeared to shatter as her creative products flopped on the
small screen, her confidence in her self and her belief in the Almighty saw her
pulling off success with a hilarious comedy show Hum Paanch. After that there
has been no looking back for this young wizard-ress of Indian television.

Ekta kapoor with shobha kapoor(ekta's great mother)

Mrs. Shobha Kapoor, the Managing Director of Balaji, is in charge of the overall
administrative and production activities of the company.

Ms. Ekta Kapoor, the creative director in the company, oversees the creative
side of the company's business. She has been the instrumental factor behind
BTL's foray into regional channels. Academically she has a graduation degree in
Commerce from the University of Mumbai.

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Ekta kapoor with tushar kapoor
"Full of flavours" is how Tushar Kapoor defines his relationship with sister Ekta. One is
cool, calm and cooperative while the other is temperamental, terse and touchy.

She is still very determined to prove what she thinks is right. She never gives up and he
really admire her for the patience she has to wait for her efforts to bear fruit. When he
decided to enter in the film industry, he was surprised to know the amount of labour
required there. Part of it had to do with his good academic background.

QUOTES BY EKTA KAPOOR

"Being in a city like Mumbai, it‘s hard for us to accept the reality of small
towns and villages; the shows reflect this. Our viewers are not Mumbai, but in
the smaller townships across the country. It‘s not a geopolitical divide, but
psychological‖

- Ekta Kapoor

"I am looking forward to some exciting and hitherto unknown facts to emerge
from her association"
- Ekta Kapoor

"In a biopic, the central character should have one distinctive trademark feature
that stands out so we thought, 'why not let Ajay wear white?' We had made 40
different sets of clothes for him in various colours but couldn't use them. We had
to scrap them all"
- Ekta Kapoor

"I will essay the younger son of Bhoopat Rai Sood. His elder brother is no more
and the property has been passed to the son of the elder brother Siddharth

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instead of me. This is annoying to me. Initially, I am not being depicted as a gray
character but eventually I might change."
- Ekta Kapoor

ANSWERS BY EKTA KAPOOR

What does it take to succeed in the creative economy?

She told,

 You need to evolve and re-evolve to align yourself with changing

tastes.

 Great content is all about great basic thoughts! Things you and I can
see all around, but no one has been able to pick up and use as a
concept.

Do you see yourself as an entrepreneur? Give us your sense of the creative

economy.

She said,

Yes, I am an entrepreneur but not in the conventional sense. I have learnt

business as time passed, but I do not have a B-school education.

Speaking of the creative economy, it is a completely new field. Films have been
there for the last 100 years but television, media, content for mobiles have just
made everything so much larger. We now suddenly realize that this is an
environment friendly industry which requires very little capital; though it requires
absolute skills. And when the medium gets aligned to the content, it creates a
whole new breed of professionals.

I think the time has come for media schools to be considered mainstream and
present a choice of professions. We are going to have various niche channels

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and we are going to have regional movies coming up. Be it music, films or new
media, there is going to be need for fresh content. In it, the creative and the
business side will get enough prominence.

I think we are seeing the creative economy as just the tip of an iceberg. It is
going to fully reveal itself after 10 years. The mediums are actually developing
and evolving. Once 3G or 4G comes in, people will want instant gratification as
far as entertainment goes. So, there will be professionals catering to that need.

What are the critical qualities one needs to succeed in the creative
economy?

She said,

One is basic instinct! You have to know and smell your viewer. Whoever I am
catering to--[even] the housewife sitting at home--I need to know her taste! So,
instinct is probably the driving force that would stand out for any creative
entrepreneur. The second and most important thing would be "evolving". I have
realized that the taste of the viewer can constantly change. So you need to sniff
out the need for change. Constantly restructuring your own business to cater to
changing taste is imperative. You can become successful by doing a certain kind
of content [as per] your instinct. [But] you need to reach out to people constantly.
The very next year you might have to revolve that same instinct to align yourself
to the new state and probably pre-empt it.

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AWARDS OF EKTA KAPOOR

In the short span of her career this young entrepreneur of India has achieved
many awards and civic honors. She was chosen to lead the Confederation of
Indian Industries' (CII) entertainment committee. In the last two years she has
also bagged the Indian Telly Awards. The other awards she received are:

 The Society Achiever Award

 The Best Entrepreneur of the Year 2001
 The 6th Indian Telly Awards 2006
 Ekta Kapoor receives Most Outstanding Woman Entrepreneur award
 Asia's Most Powerful Communicator is the very nice award for ekta kapoor

Education of Ekta Kapoor

Ekta Kapoor completed her schooling from Bombay Scottish School. After
completion of schooling, she attended Mithibai College. Since she was not so
interested in academics, her great actor-father Jeetendra advised her to open the
Balaji Television production house. At that time, Ekta was only 19 years of age.

EKTA KAPOOR WAS AT IIM BANGALORE

A few years ago, she received an unusual invitation from the British Council and
the Indian Institute of Management, Bangalore, to speak to a group of young
people undergoing a weeklong management program to become entrepreneurs
for a "creative economy". Chosen on the basis of a national-level competition,
they were to be taken to the U.K. with the idea that if they were to start their
businesses, they should register their companies in the U.K., or raise investment
there.

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That is when she started tracking the creative economy which is expected to
remain recession-proof and low on carbon footprint. Think of it this way: What
natural resources do you need to set up a girl-band? If four girls got together and
cut an album, it could be a billion dollar industry before anyone knew it, and
countries like the U.K. are seriously pushing such entrepreneurs. In India, it is
time we looked at this new sector consisting of television and video
programming, software games, arts and crafts.

ABOUT HER SERIALS

Ekta Kapoor's serials always says:

" The rich do not need values, the poor do not have time for them. It is middle

class values that my serials are about."

And that is working very fine.

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BACKGROUND OF HER COMPANY

Balaji Telefilms was incorporated in 1994 and has redefined the Indian
television space in this period. Making a strong start with hit shows like ―Hum
Paanch‖, the company rose to unprecedented heights in the late 1990s and
2000s.

The satellite boom in India can in a sense be said to have been

created and led by Balaji. The performance of the Hindi television channels
and the dominance of the Hindi General Entertainment Channel was
pioneered by Balaji content and run successfully for over a decade, with
blockbuster shows like ―Kyunki Saas Bhi Kabhi Bahu Thi‖ and ―Kahaani Ghar
Ghar Ki‖ garnering unheard of TRPs. The company has produced over
15,000 hours of television content since its inception, including content in
Hindi, Tamil, Telegu, Kannada and Malayalam

Balaji also entered the motion picture business in the late

1990s, producing and distributing a number of films.

Today, the company occupies a dominant space in the

television content creation space, with the No.1 show on Indian television to
its credit and all of its shows among the Top 50 on television. Balaji has also
diversified itself into all the 4 screens by bringing in new teams for the motion
pictures, internet and mobile space. The company has also evolved with the
times and significantly corporatized itself, bringing in a Group CEO and
experienced professional team for driving the future strategic direction of the
company. From a television content provider, we have evolved into a media
conglomerate with organizational divisions responsible for television, motion
pictures, internet and mobile.

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VISION AND VALUE

Vision

To consistently provide delightful and innovative entertainment experiences by

engaging audiences and nurturing talent

Values

Storytelling
We always delight audiences with our content and the way we deliver it to them

Passion
We go that extra mile because we love what we do

Integrity
We are honest and ethical in all our dealings

Compassion
We care about our people, we listen, we take the initiative to understand what
each one of us wants and work together as a team

Excellence
We push the bar and never settle for second-best

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MILESTONES SINCE INCEPTION

From an relaxed 16-year-old to a young entrepreneur running an kingdom

today, Ekta Kapoor has come a lengthy way. The journey wasn’t effortless,
but her talent to go all out and attain her dreams has made this promising.

At 16, Ekta Kapoor was like any other teenager looking to go in front a freezing
out life. But soon things altered. Ekta Kapoor got serious about her job and
slowly and steadily set out to achieve her dreams. Ekta Kapoor dreamt big, but
she dreamt the achievable. And she is at present ruling an empire. Ekta has had
her share of ups and downs, but at the end of it all what mattered was her grit to
fulfill her ambitions. Here‘s her story in her own words...

Those early days were no cakewalk:

She wasn‘t much of dreamer initially. She started dreaming only when my work
started happening. When She was 16, all she thought about was eating good
food, basically just relaxing. She was like this youngster who was looking to
make around 20,000 a month, so that She could have a happy fun disco-pubbing
lifestyle. When She was 18 they planned their venture. Her dad said this is a big
opportunity and put a lot of money in this company. That was in 1994 that we set
up Balaji Telefilms. The company was losing money because She had made
some pilots and they didn‘t go on air. Her pilots were ok, not really amazing. Her
first six pilots were were not approved. Money got clogged. Her dad‘s career at
the time was not peaking, they were his last few acting years. Money was
important to us and here She was losing more money. She kept telling herself
‗What have I done? I‘m not good for this. I‘m not good for anything in life‘.

Coping with insecurities:

She believes that anything that goes up has to come down. But She always
remember what her dad said: ‗This too shall pass‘. Good, bad, ugly...everything

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will pass. Although these are strong logics when things happen to you they do
affect you. But life is afterall a lot of experiences put into one. Any kind of
shakeup is an experience that you will cherish all your life. As far as insecurity
goes, She is quite insecure as a person. Her insecurity fuels a sense of
determination, a sense of passion and that passion is what takes you forward.
She try to work on her insecurities and make it work for her. The base is
insecurity.

Means of communication

The Company believes that all stakeholders should have access to adequate
information, regarding the Company‘s position to enable them to accurately
assess its future potential. In accordance with the applicable guidelines / listing
agreements with the stock exchanges, all information which could have a
material bearing on the Company‘s share price is released at the earliest. The
Company‘s financial results were published in Business Standard, Free Press
Journal and Navshakti/Sakal (regional daily). The financial results and official
news releases were displayed on the Company‘s web site
www.balajitelefilms.com. Presentations made to the institutional investors and
analysts are displayed on the Company‘s website. No such presentations were
made in the current financial year. The Company sends a copy of its half-yearly
results to each shareholder.

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Our Brands

Balaji today is a different firm from what it was even one year back. Pioneering
widely different genres of content across several distribution media, the firm has
completely redefined its brand architecture to reflect these far-reaching changes.

The new Balaji logo reflects its fresh new outlook, while still reflecting the core
values it stands for. The Balaji logo will be used for all of its traditional television
content, as well as family-oriented, large scale feature films.

Envisaged as a cutting-edge, youth oriented brand, the Alt Entertainment brand

will be used on all content catering to a younger, more urban demographic,
across the television, movie, mobile and internet space.

Hoonur is our recently-launched online portal for media professionals and

entertainment consumers. The brand will be used in the online and mobile space
both for the entertainment portal and for user generated content.

ICE is the latest initiative of Balaji Telefilms aimed at providing world class quality
education to aspirants wanting to make careers in the Media & Entertainment
industry. ICE covers all major specializations like Acting, Cinematography,
Direction, Editing, Production, Scriptwriting, Sound and Vfx.

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ORGANIZATION STRUCTURE

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 Core-strengths are:

Leading figure in the fastest growing entertainment market: We have refined

the entertainment taste of the nation and become India's leading entertainment
content provider. We have also redefined the business space for the entire
nation.

Targeted Content: We have raised the industry benchmark of content

making with our highly focused and creatively driven projects. Balaji has
emerged, not just as a content provider , but a powerful communicator which
influences how people lead theirs.

Constant Improvisation: Adapting to the ever changing preferences of target

markets, requires improvisation to be a constant and dynamic process.
Continuous innovation and technology upgradation has kept us, always a step
ahead of the times.

Exploring New Vistas: We have maintained our leadership stance only

because of our deep understanding of the industry trends. Thus, we've entered
into newer fields such as non-fiction, reality shows and events as well. We have
entered into the world of motion pictures and succeeded in capturing the
attention of this target segment. The animation industry is another possibility, we
are currently considering.

Strong Management: The overall performance and operation at Balaji is

carried out following stringent management guidelines. The entire business
model has been 'corporatised' with a view of allowing smooth movement of
systems and processes.

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2.PRODUCTION DEPARTMENT

Organization structure and all activities

STUDIOS

Set No : 4B Killick Nixion – (Dimensions- Area – 60 ft X 100 ft

This set has a Huge Furnished haveli with a hall, a Kitchen & three Bedroom with
all property

Set No : 5A Killick Nixion - ( Dimensions: Area 40 ft X 72 ft )

This set has Huge Furnished hall & One Bedroom with all property.

Set No : 7B Killick Nixion – ( Dimensions: Area 150 ft X 50

This set has Huge Furnished haveli with a hall, Aangan & Four Bedroom with all
property. The haveli exhibits extravagance of wealth belonging to rural rich,
lavishly furnished with vibrant colors, gilded furniture, classy tapestries, towering
wooden pillars and sprawling staircases all add mood and dimension to the show
and characters.

The similar look and extravagance flows into the rest of the rooms of the house.
The aagan or the courtyard, a prominent feature in every vernacular structure
has been traditionally decorated, with a temple for the pantheon of gods and the
centrum stationing the sacred tulsi plant.

Set No : 4K Killick Nixion –( Dimensions: Area 60 ft X 67 ft)

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This set has a Huge Furnished haveli with a hall, & a Bedroom with all property.

Today this set is positioned as an ancient haveli of a feudal lord based in a

village in Gujarat.

The set captures the feel of rich traditional Indian house, the ancestral portraits
adorned on the walls boast about the grandeur and augustness, from the ornate
columns towering high to the checkered floors, from beveled windows to stained
glass doors, from wooden staircases sprawling into the hall to the overlooking
intricate balustrades, all remind you of the colonial architecture and feudal
opulence.

Set No : 2A Killick Nixion – (Dimensions: Area)

This set has been especially designed Chawls better known as ghettoes of India,
the look of the set and the props have been designed keeping in mind the
meager means and basic necessities the characters survive on. This set have A
Hall & A kitchen, two bedroom with all property & exterior of chawl building
replicating the old chawls of Girgaum. This set divided into two parts. Other part
called as set no. 2B. It contains A Hall & A kitchen & One Bedroom.

Set No : 2D Killick Nixion –(Dimensions: Area 40 ft X 80 ft)

This set have Huge Furnished Wada (Kolhapur style), a hall with Aangan & Two
Bedroom with all property.

The show have Maharashtrian feel. So it get changed to Rich traditional

maharashtrian house.

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Set No : 6 Killick Nixion – ( Dimensions:Area 84 * 52 FT)

A traditional looking house the set is revamped to give it a more urbane look for
the chic society, a contemporary circular staircase, bold reds, daring blacks and
soothing white dominate in furniture and geometric motif designs. This set have
Huge Furnished hall with a Kitchen & Four Bedroom with all property.

Disco - (Dimensions: Area 66 * 52 FT)

Welcome to the disco set, with its metallic silvers, psychedelic purple, electronic
blue splash of colors on the dance floor it sets the characters in a perfect mood
to break into a groovy gyrating Bollywood.

Current Productions

TV Series Original Run Network Time Slot

Pavitra Rishta June 1, 2009 – Zee TV Mon - Fri at

Present 9:00 PM IST

Pyaar Kii Ye Ek October 18, 2010 STAR Mon - Sat at

Kahaani – Present One 8:30 PM IST

Kitani Mohabbat November 1, 2010 Imagine Mon - Fri at

Hai Season 2 – Present TV 8:00 PM IST

(So many past productions also)

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3.HUMAN RESOURCE MANAGEMENT

PRESENT MANPOWER STATUS

Jeetendra Kapoor, Chairman

A popular movie star throughout the 1970s and 1980s, Mr. Kapoor starred in
more than 200 films in a 45 year film career. In his long film career, he won a
number of awards including a Filmfare Lifetime Achievement Award, the Legends
of Cinema Award and the Dadasaheb Phalke Academy Award. Mr. Kapoor has
been the company's Chairman since 2000.

Shobha Kapoor, Managing Director

Mrs. Kapoor has been instrumental in building the company from its small
beginnings in 1994 to India's largest television content company today. From its
inception, Mrs. Kapoor has been hands-on in the operational management of the
company, controlling on set activity, operational efficiency. Given her wealth of
experience, today, she works closely with the Group CEO in helping him
discharge his responsibilities. Her stellar work in creating the Balaji organization
and brand has resulted in a slew of awards, including CEO of the Year (Indian
Telly Awards), Businesswoman of the Year (The Economic Times), and
numerous Best Producer awards for television shows produced by Balaji.

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Ekta Kapoor, Joint Managing Director

Ekta Kapoor has almost single-handedly revamped the television landscape in

India. She pioneered an entire genre of television content, creating among the
most successful shows and heralding the satellite television boom in the country.
Balaji's shows have been channel drivers for broadcasters in India, and even
today, have a place in the top 2 - 3 shows on each channel.

As the creative force behind Balaji's success, Ekta believes in a hands-on

approach to the day-to-day creative direction of each of Balaji's TV shows and
films, routinely putting in 16 - 18 hour work days move with the rapidly .

HUMAN RESOURCE PLANNING

Assistant Manager - HR
Balaji Telefilms Ltd.
Balaji Telefilms Ltd - Mumbai
Media Production industry
June 2008 – March 2010 (1 year 10 months)

•Responsible for making the organization structures for all departments.

• Employee counseling and grievance handling.

• Providing inputs for salary and HRIS.

• Personal File Maintenance.

• Co-ordination with the accounts department for salary and reimbursements.

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REMUNERATION POLICY
The remuneration of the Directors is decided by the Board of Directors as per the
remuneration policy of the Company within the ceiling approved by
shareholders.No performance linked incentives were paid or is payable to the
Managing Director and the Joint Managing Director for the year under review.
Though both Executive and Non-Executive Directors are entitled to commission
@ of 2.5% each, due to insufficient profits none of them were paid any
commission. no remuneration was paid to non-executive directors apart from
sitting fees. Although there is eligibility of commission at fixed rate of 0.80% to
the Chairman and 0.20% of the net profits of the Company computed in
accordance with Sections 349 and 350 of the Companies Act, 1956, to all other
Non-Executive Directors as on date with a ceiling of Rs. 3 lakhs each, no
commission was paid to any director due to insufficient profits. Besides the sitting
fees, rent amounting to Rs. 23.38 lakhs paid to Mr. Jeetendra Kapoor (refer Note
No. B-8 in Schedule 15 ‗Notes on Accounts‘, annexed to the Financial
Statements of the year), there is no other pecuniary transaction by the Company
with Non-Executive Director

31
4 FINANCE DEPARTMENT

Balance sheet

Mar ' Mar ' Mar ' Mar ' Mar '
PARTICULARS 10 09 08 07 06

Sources of funds

Owner's fund

Equity share capital 13.04 13.04 13.04 13.04 13.04

Share application money - - - - -

Preference share capital - - - - -

Reserves & surplus 388.74 375.84 351.80 291.12 237.43

Loan funds

Secured loans - - - - -

Unsecured loans - - - - -

Total 401.78 388.88 364.85 304.16 250.47

32
 Mar ' Mar ' Mar ' Mar ' Mar '
PARTICULARS 10 09 08 07 06

Uses of funds

Fixed assets

Gross block 148.81 98.14 94.77 77.68 66.95

Less : revaluation reserve - - - - -

Less : accumulated depreciation 67.50 57.68 50.49 38.10 30.70

Net block 81.31 40.45 44.28 39.58 36.26

Capital work-in-progress 2.90 51.39 17.62 3.83 5.07

Investments 209.79 245.67 249.89 178.76 162.39

Net current assets

Current assets, loans & advances 135.31 92.37 126.26 123.09 108.60

Less : current liabilities & provisions 27.52 41.01 73.21 41.09 61.84

Total net current assets 107.78 51.36 53.05 82.00 46.75

Miscellaneous expenses not written - - - - -

Total 401.78 388.88 364.85 304.16 250.47

33
 Mar ' Mar ' Mar ' Mar ' Mar '
PARTICULARS 10 09 08 07 06

Notes:

Book value of unquoted investments 209.79 245.67 244.76 178.76 157.25

Market value of quoted investments - - 5.03 4.98 5.08

Contingent liabilities 5.45 5.70 30.20 2.87 -

Number of equity sharesoutstanding

(Lacs) 652.10 652.10 652.10 652.10 652.10

34
5 MARKETING DEPARTMENT

Punyashlok Bhakta has been appointed as Chief Executive Officer – New Media
at the Ekta Kapoor-backed content production house Balaji Telefilms.

Bhakta was previously the Business Head (Consumer Business) and Head of
Marketing at Hungama Digital Media Entertainment Pvt. Ltd where his focus was
on building Hungama.com.

Bhakta has over ten years of experience in marketing, and has worked at
companies such as Asian Paints and L‘Oreal, where he worked on brands like
Garnier and L‘Oreal Paris. His expertise is in brand management with a focus on
communication development and consumer insights.

News of his appointment comes even as the company publicly announced its
intent to sell the new media and training divisions in January 2011. The new
media division of Balaji runs artist hiring portal Hoonur.com and mobile content
production.

During his three year stint at Hungama Digital Media, Bhakta helped build the
consumer business and marketing team from grounds up. As marketing head, he
oversaw brand building and communication for the consumer and B2B brands,
mobile marketing for VAS products, online and social media marketing, insights
and research, as well as corporate communications. Bhakta was also
instrumental in developing and implementing Hungama‘s pan-India retail
strategy. He also managed international business development and strategic tie-
ups for Hungama with entertainment and sport entities, in collaboration with the
company agent Creative Artists Agency.

Shlok holds an MMS in marketing from Narsee Monjee Institute of Management

Studies and a B. Sc. in Statistics from University of Mumbai.

35
Corporate Announcements

The company is battling a notice from sales tax authorities for an aggregate
amount of Rs. 223.63 crores (including interest and penalty) pertaining to sales
tax for the financial Years 2000-2001 to 2004-2005. It had previously received a
show cause cum demand notice from the Commissioner of Sales Tax in Mumbai
for Rs. 2897.74 lakhs for sales tax in 2008-09 and 2009-10 on exports made to a
customer. It had also received another notice for Rs 403.12 lakhs for service tax
for the years 2006-07 and 2009-10.

Net profit for the quarter ended December 2010 declined to Rs. 121.46 lakhs
from Rs. 181.54 lakhs in the same quarter in 2009 but has increased quarter on
quarter from a net loss recorded of Rs. 640 lakhs.

Meanwhile, subsidiary Balaji Motion Pictures‘ paranormal/ romantic movie ‗Ragini

MMS‘ is slated for release. The company also plans to release its maiden
Marathi film this year, marking its first foray into regional cinema.

36
SWOT ANALYSIS

Strengths

 Strong creative team: The company‘s serials accounted for 79% of the
aggregate TRP of the weekday prime time shows featuring in the top 100
Hindi cable and satellite shows. Being the leader in the Hindi mass
entertainment space, accounting for more than 40 of the top 100
programmes, some of its popular serials have been on air for years now
but still dominate the TRP ratings. Balaji has also been very successful in
regional programming.
 Low overheads: Balaji‘s budgeting discipline is responsible for a strict
control of costs. The budgeting discipline has the following priorities. Each
programme is appraised as a profit center and costs are compared with
the budgeted target across every episode, artiste, location, and people
expenses. Secondly, project life cycle management comprises of a holistic
perspective of shooting schedules, scene wise artiste requirements,
ongoing shooting progress and final product delivery before shooting
commences.Balaji has two state of the art post production suites, which
accelerates the conversion of recorded material into episodes and
enhances the flexibility to review the produced content with the objective
of revision and improvement.

Weaknesses

 Over dependence on key personnel: Ekta Kapoor is the creative

director of Balaji and is chiefly responsible for the company‘s success.
Although Balaji has a proper structured creative team in place, it still
heavily depends on Ekta Kapoor. Balaji Telefilms evinces a lot of interest
from aspiring actors who are eager to work with it. Initially the company
doesn‘t have to pay high fees to these aspiring stars. However if any of

37
 their actors becomes very popular then high fees have to be paid to them.
Besides this the popularity of the serial hinges on the performance of
these key actors to some extent and their exit can hurt the TRP‘s of the
show.
 Difficult to sustain success: Balaji‘s programmes accounted for 79% of
the aggregate TRP of the weekday prime time shows featuring in the top
100 Hindi cable and satellite shows. The tastes of the viewers are fickle
and it will be very difficult for Balaji to sustain these high TRP‘s leave
alone improving them. Thus Balaji‘s impressive track record may prove to
be its bane in the future.
 Lack of scalability: Production of entertainment software is not a very
scalable business. The channels that Balaji services are limited in number.
Besides, talented directors, technicians, artistes required for expanding
operations are not easily available. Most of the other production houses
produce only one or two serials at a time finding it very difficult to scale up
their level of operations.

Opportunities

 Growth opportunities: The penetration of television sets and cable TV is

very low in India. It is expected to increase due to the rise in incomes and
a decline in the prices of television. Digitalization (CAS and DTH services)
will increase cable penetration from 70 m homes in 2006 to around 113 m
homes by 2011. The Indian television industry had a market size of US$
3.24 bn in 2005 and is expected to reach US$ 9.34 bn by 2010, a CAGR
of 24%. Advertisement spending in India is directly linked to the growth in
GDP. In view of the country‘s projected GDP growth, the country‘s TV
advertising market is expected to grow from Rs 66 bn in 2006 to Rs 123
bn by 2011.
 Entry of new players in the Hindi General entertainment space: The
Hindi general entertainment space will get more competitive with the entry
of NDTV, UTV, INX Media. The broadcasters would try to maintain or

38
 increase their market share by improving their quality of content. Thus the
broadcasters expenditure on content would increase. INX media has
requisitioned Balaji to produce a couple of shows for it. Balaji‘s
programming hours would increase as well as its realisations per hour
should also continue to increase in the future.

Threats

 Plummeting share of mass entertainment: Balaji has produced many

successful serials in the mass entertainment genre. However, it has not
been very successful in other programme genres such as comedy shows,
reality shows, music contests that are getting increasingly popular and are
telecast on prime time. In fact, the share of mass entertainment channels
in terms of viewership and revenues is reducing (as seen from the table
below). If this trend amplifies in the future, then it can adversely affect the
profits of Balaji.

FUTURE OUTLOOK

Future strategies

Corporate Level

 Grow beyond being a television content provider

 Further strengthen the professional identity
 De-risk and Diversify Revenue Model (channels,
 regional programming, other business divisions)
 Establish ALT and Hoonur as recognized brands
 Expand management bandwidth

39
SUMMARY

EKTA KAPOOR is a smart woman with a definite agenda and has also
been appropriately termed as Asia`s most powerful communicator and the
lady no.1 in Hindi serials and movies. As the creative director of Balaji
Telefilms in Mumbai, Ekta continues to produce absorbing dramas - whether
about an ambitious tycoon or a charismatic but scheming wife or a 70-year-
old grandmother looking for a job - that consistently strikes a chord with
viewers across the subcontinent.

40
2. Indra Nooyi
( Chief Executive
designate, Pepsi Co.)

41
 GENERAL INFORMATION

ABOUT INDRA NOOYI

Indra Krishnamurthy Nooyi is her full name and she belongs to the Southern
Indian city of Chennai. She was born in 28 October 1955 in Madras, now
Chennai. She has done her graduation from Madras Christian College (MCC) in
Chemistry, Physics and Math. On completion of her graduation she went to
Indian Institute of Management in Calcutta for doing Masters in Finance and
Marketing. Soon after completion of her MBA she joined ABB and then Johnson
and Johnson (J&J) in Mumbai. One of her achievement with J&J is her close
association with launch of the sanitary napkin Stayfree. From there she has been
no stopping her life.

However, her career profile was not satiating her wishes to do more in life and
she persuaded her parent to let her study at Yale Management School in US.
She completed her Master‘s in Public and Private Management from Yale. Here
in US before landing in the Pepsi in 1994, she had worked with Boston
Consulting Group and Motorola. Indra coaxed the CEO Roger Enrico of the
Pepsi to follow-up the company‘s restaurant division, including brands such KFC,
Pizza Hut and Taco Bell, as the chief strategy officer.

Her quick decision making ability and sticking to the work until its got
accomplished has drawn this comment. If she gets an idea, she goes after it.
There‘s no stopping her.? No doubt her firmness and go getting attitude has won
her laurels in the company and this helped her to build a strong foundation in the
career graph to reach the top echelons in the organization where many people
just day dream to reach.

42
Why did we take Ms. Indra Krishnamurthy Nooyi?

She is the only Indian woman to become the Chief Executive Officer of the more
$ 25 Billion Multinational, and perhaps the first Indian to reach to this level. As of
now she has been deliberately being used so as to see more and more Indian
transcendent to that level in future. For Ms. Indra this has been a both tough and
exciting experience. As she has said in her own word that being a woman,
immigrant and colour made it thrice difficult for her to reach to this destination,
but only mantra which she followed during the course of time was working hard
twice as the male counterpart.

What position is Ms. Indra nooyi now in pepsico?

Ms.INDRA K. NOOYI, 55, has been PepsiCo‘s Chief Executive Officer since
2006 and assumed the role of Chairman of PepsiCo‘s Board of Directors in 2007.
She was elected to PepsiCo‘s Board of Directors and became President and
Chief Financial Officer in 2001, after serving as Senior Vice President and Chief
Financial Officer since 2000. Ms. Nooyi also served as PepsiCo‘s Senior Vice
President, Corporate Strategy and Development from 1996 until 2000, and as
PepsiCo‘s Senior Vice President, Strategic Planning from 1994 until 1996.

What are the process of coming that CEO position?

Prior to becoming CEO, Mrs. Nooyi served as president and chief financial officer
beginning in 2001, when she was also named to PepsiCo's Board of Directors. In
this position, she was responsible for PepsiCo's corporate functions, including
finance, strategy, business process optimization, corporate platforms and
innovation, procurement, investor relations, and information technology. Between
February 2000 and April 2001, Mrs. Nooyi was senior vice president and chief

43
financial officer of PepsiCo. Between 1996 and 1999, Mrs. Nooyi was senior vice
president of corporate strategy and development.

Before joining PepsiCo in 1994, Mrs. Nooyi spent four years as senior vice
president of strategy and strategic marketing for Asea Brown Boveri, a Zurich-
based industrials company. She was part of the top management team
responsible for the company's U.S. business as well as its worldwide industrial
businesses, representing about $10 billion of ABB's $30 billion in global sales.

Between 1986 and 1990, Mrs. Nooyi worked for Motorola, where she was vice
president and director of corporate strategy and planning, having joined the
company as the business development executive for its automotive and industrial
electronic group. Prior to Motorola, she spent six years directing international
corporate strategy projects at the Boston Consulting Group. Her clients ranged
from textiles and consumer goods companies to retailers and specialty chemicals
producers. Mrs. Nooyi began her career in India, where she held product
manager positions at Johnson & Johnson and at Mettur Beardsell, Ltd., a textile
firm.

Who are the persons behind Ms. Indra Nooyi

In fact, standing up for what she believed in is a quality that Nooyi inherited from
her mother. Along with sister Chandrika, who went on to work at the Citibank, the
World Bank, the New York University‘s Stern School of Business and then set up
Tandon Associates, the Krishnamurthy girls were honed in on the art of
leadership at a very young age.

In her childhood Every night after dinner, her mother used to ask them to make
speak on what they wanted to do when they grew up also make them to compete
to solve it as if they were a President or Prime Minister and the winner was
awarded a piece of chocolate.

44
About her husband she says "He helps me. He supports me. He's a man with a
big heart,"

Why she get success?

She began her discourse with the exhortation that ―there are no limits to what you
can do‖, but cautioned the audience not to let others define the concept of
success for them, adding, ―not even me.‖ In Indra Nooyi‘s regard, success ― isn‘t
money, prestige, or power because net worth can never define self worth. True
success is being happy with yourself, is being fulfilled. And that comes from
devoting your time, your life, to doing what you love the most‖.

The core of the concept of success lies in knowing ―what you want to do in life‖
and those who have triumphed at ―figuring out‖ that issue should consider
themselves ―tremendously blessed‖, she explained. Such advice does not seem
simplistic, coming from a business leader with verve, like Indra Nooyi, who
reportedly balances and blends her corporate role with her other talents that
include playing the guitar and singing, skills that she presumably developed as
part of an all-girl rock band while attending college in India.

Finally she explained that the three critical pillars of success are, ―family, friends
and faith‖, she said, ―when things look bleak and uncertain, it‘s your family,
friends and faith that pull you through….And when I‘m wrestling with change in
my life, good or bad, the first place I turn to, is my religion. I tell you, it really
helps‖.

45
Ms.Indra nooyi’s education

School : Holy Angels School, Chennai

College :
* Bachelor's degree (Chemistry, Physics, Maths) from Madras Christian College,
Chennai (1974).
* Master's Degree in Finance and Marketing from the Indian Institute of
Management in Calcutta (1976).
* Master's Degree in Public and Private Management from Yale University's
School of Organization and Management (1978).

Leadership qualities of Ms. Nooyi

 Vision
 Dedication
 Assertiveness
 Creativity

46
BACKGROUND OF THE COMPANY

PepsiCo, Incorporated (NYSE: PEP) is a Fortune 500, American global

corporation headquartered in Purchase, Harrison, New York, with interests in the
manufacturing, marketing and distribution of grain-based snack foods,
beverages, and other products. PepsiCo was formed in 1965 with the merger of
the Pepsi-Cola Company and Frito-Lay, Inc. PepsiCo has since expanded from
its namesake product Pepsi to a broader range of food and beverage brands, the
largest of which include an acquisition of Tropicana in 1998 and a merger with
Quaker Oats in 2001 - which added the Gatorade brand to its portfolio as well.

As of 2009, 19 of PepsiCo's product lines generated retail sales of more than $1

billion each,and the company‘s products were distributed across more than 200
countries, resulting in annual net revenues of $43.3 billion. Based on net
revenue, PepsiCo is the second largest food & beverage business in the world.
Within North America, PepsiCo is ranked (by net revenue) as the largest food
and beverage business.

Indra Krishnamurthy Nooyi has been the chief executive of PepsiCo since 2006,
and the company employed approximately 285,000 people worldwide as of
2010.The company‘s beverage distribution and bottling is conducted by PepsiCo
as well as by licensed bottlers in certain regions.PepsiCo is a SIC 2080
(beverage) company.

47
Pepsico’s Mission and Vision

At PepsiCo, they believe being a responsible corporate citizen is not only the
right thing to do, but the right thing to do for our business.

Mission

Our mission is to be the world's premier consumer products company focused on

convenient foods and beverages. We seek to produce financial rewards to
investors as we provide opportunities for growth and enrichment to our
employees, our business partners and the communities in which we operate. And
in everything we do, we strive for honesty, fairness and integrity.

Vision
"PepsiCo's responsibility is to continually improve all aspects of the world in
which we operate - environment, social, economic - creating a better tomorrow
than today."

Our vision is put into action through programs and a focus on environmental
stewardship, activities to benefit society, and a commitment to build shareholder
value by making PepsiCo a truly sustainable company.

Performance with Purpose

At PepsiCo, we're committed to achieving business and financial success while
leaving a positive imprint on society - delivering what we call Performance with
Purpose.
Our approach to superior financial performance is straightforward - drive
shareholder value. By addressing social and environmental issues, we also
deliver on our purpose agenda, which consists of human, environmental, and
talent sustainability.

48
PepsiCo Values & Philosophy

Our Values & Philosophy are a reflection of the socially and environmentally
responsible company we aspire to be. They are the foundation for every
business decision we make.

Competition

The Coca-Cola Company has historically been considered PepsiCo‘s primary

competitor in the beverage market,and in December 2005, PepsiCo surpassed
The Coca-Cola Company in market value for the first time in 112 years since
both companies began to compete. In 2009, the Coca-Cola Company held a
higher market share in carbonated soft drink sales within the U.S.In the same
year, PepsiCo maintained a higher share of the U.S. refreshment beverage
market, however, reflecting the differences in product lines between the two
companies.As a result of mergers, acquisitions and partnerships pursued by
PepsiCo in the 1990s and 2000s, its business has shifted to include a broader
product base, including foods, snacks and beverages. The majority of PepsiCo's
revenues no longer come from the production and sale of carbonated soft drinks
Beverages accounted for less than 50 percent of its total revenue in 2009. In the
same year, slightly more than 60 percent of PepsiCo's beverage sales came from
its primary non-carbonated brands, namely Gatorade and Tropicana

PepsiCo's Frito-Lay and Quaker Oats brands hold a significant share of the U.S.
snack food market, accounting for approximately 39 percent of U.S. snack food
sales in 2009] One of PepsiCo's primary competitors in the snack food market
overall is Kraft Foods, which in the same year held 11 percent of the U.S. snack
market share.

49
Products and brands

PepsiCo‘s product mix as of 2009 (based on worldwide net revenue) consists of

63 percent foods, and 37 percent beverages.On a worldwide basis, the
company‘s current products lines include several hundred brands that in 2009
were estimated to have generated approximately $108 billion in cumulative
annual retail sales

The primary identifier of companies' main brands within the food and beverage
industry are those which generate annual sales exceeding $1 billion, and 19 of
PepsiCo's brands met this description as of 2009: Pepsi-Cola, Mountain Dew,
Lay's, Gatorade, Tropicana, 7Up, Doritos, Lipton Teas, Quaker Foods,
Cheetos, Mirinda, Ruffles, Aquafina, Pepsi Max, Tostitos, Sierra Mist,
Fritos, and Walker's.

Areas of business

The structure of PepsiCo's global operations has shifted multiple times in its
history as a result of international expansion, and as of 2010 it is separated into
four main divisions PepsiCo Americas Foods, PepsiCo Americas Beverages,
PepsiCo Europe, and PepsiCo Asia, Middle East and Africa. As of 2009, 71
percent of the company‘s net revenues came from North and South America, 16
percent from Europe and 13 percent from Asia, the Middle East and Africa.

50
Our Goals and Commitments

Products
Provide more food and beverage choices made with wholesome ingredients that
contribute to healthier eating and drinking.
• increase the amount of whole grains, fruits, vegetables, nuts, seeds and
low-fat dairy in our global product portfolio.
• reduce the average amount of sodium per serving in key global food
brands by 25 percent.
• reduce the average amount of saturated fat per serving in key global
food brands by 15 percent.
• reduce the average amount of added sugar per serving in key global
beverage brands by 25 percent.

Marketplace
To encourage people to make informed choices and live healthier.
• display calorie count and key nutrients on our food and beverage
packaging by 2012.
• advertise to children under 12 only products that meet our global
science-based nutrition standards.
• eliminate the direct sale of full-sugar soft drinks in primary and secondary
schools around the globe by 2012.
• increase the range of foods and beverages that offer solutions for
managing calories, like portion sizes.

51
 Milestones

 PepsiCo is named to the 'Best Companies for Multi Cultural Women' list by
Working Mother magazine
 PepsiCo joins Ceres, a leading coalition of investors, environmental groups and
public interest organizations working to address sustainability efforts
 Near East brand launches two new products—Pearled Couscous side dish and
Near East Gourmet Meal Kits
 SoBe Lifewater introduces two new zero-calorie flavors – Acai Fruit Punch and
Mango Melon
 Pepsi celebrates its 75th anniversary in Canada
 PepsiCo honored with 'Respect Award' for its commitment to diversity by the
Gay, Lesbian and Straight Education Network (GLSEN)
 PepsiCo-Almarai joint ventures acquires stake in Jordanian dairy company,
Teeba
 Frito-Lay Turkey honored with 'Environment-Friendly Industrial Plant' award from
the Kocaeli Chamber of Industry
 PepsiCo creates Baked Snacks North America Business Unit to meet consumers
interest in more nutritious snacks and foods
 PepsiCo opens new Russian beverage plant in Domodedovo, the largest bottling
plant in PepsiCo's global system
 Naked Juice becomes the first nationally distributed brand to use 100% recycled
plastic bottles with the Naked reNewabottle
 PepsiCo Russia celebrates 50th Anniversary
 Frito-Lay North America adds more than 1,000 fuel-efficient vehicles to its fleet

52
STRATEGIES TO DRIVE OUR GROWTH

1. Expand the Global Leadership Position of Our Snacks

Business.
2. Ensure Sustainable, Profitable Growth in Global
Beverages.
3. Unleash the Power of ―Power of One.‖
4. Rapidly Expand Our ―Good-for-You‖ Portfolio.
5. Continue to Deliver on Our Environmental Sustainability Goals and
Commitments.
6. Cherish Our Associates and Develop the Leadership to
Sustain Our Growth.

53
PRODUCTION DEPARTMENT

Our OperatiOns

We are organized into three business units, as follows:

(1) PepsiCo Americas Foods (PAF), which includes Frito-Lay North America
(FLNA), Quaker Foods North America (QFNA) and all of our Latin
American food and snack businesses (LAF), including our Sabritas and
Gamesa businesses in Mexico;

(2) PepsiCo Americas Beverages (PAB), which includes PepsiCo Beverages

North America and all of our Latin American beverage businesses; and

(3) PepsiCo International (PI), which includes all PepsiCo businesses in

Europe and all PepsiCo businesses in Asia, Middle East and Africa
(AMEA).

Our three business units are comprised of six reportable segments

(referred to as divisions), as follows:
• FLNA,
• QFNA,
• LAF,
• PAB,
• Europe, and
• AMEA.

54
MARKETING DEPARTMENT

Our Distribution network

We are brought to market through DSD, customer

warehouse and foodservice and vending distribution networks.
The distribution system used depends on customer needs,
product characteristics and local trade practices.

Direct-store-Delivery

We, our bottlers and our distributors operate DSD systems that
deliver snacks and beverages directly to retail stores where the
products are merchandised by our employees or our bottlers.
DSD enables us to merchandise with maximum visibility and
appeal. DSD is especially well-suited to products that are restocked
often and respond to in-store promotion and merchandising.

 Customer warehouse

Some of our products are delivered from our manufacturing plants

and warehouses to customer warehouses and retail stores. These
less costly systems generally work best for products that are less
fragile and perishable, have lower turnover, and are less likely to
be impulse purchases.

 Foodservice and Vending

Our foodservice and vending sales force distributes snacks, foods

and beverages to third-party foodservice and vending distributors
and operators. Our foodservice and vending sales force also

55
distributes certain beverages through our bottlers. This distribution
system supplies our products to restaurants, businesses, schools,
stadiums and similar locations.

 Our Competition

Our businesses operate in highly competitive markets. We compete against

global, regional, local and private label manufacturers on the basis of price,
quality, product variety and distribution. In U.S. measured channels, our chief
beverage competitor, The Coca-Cola Company, has a larger share of CSD
consumption, while we have a larger share of liquid refreshment beverages
consumption. In addition, The Coca-Cola Company has a significant CSD share
advantage in many markets outside the United States. Further, our snack brands
hold significant leadership positions in the snack industry worldwide. Our snack
brands face local, regional and private label competitors, as well as national and
global snack competitors, and compete on the basis of price, quality, product
variety and distribution. Success in this competitive environment is dependent on
effective promotion of existing products, the introduction of new products and the
effectiveness of our advertising campaigns, marketing programs and product
packaging. We believe that the strength of our brands, innovation and marketing,
coupled with the quality of our products and flexibility of our distribution network,
allow us to compete effectively.

Market Risks
We are exposed to market risks arising from adverse changes in:
• commodity prices, affecting the cost of our raw materials
and energy,
• foreign exchange rates, and
• interest rates.

56
HUMAN RESOURCE MANAGEMENT

PepsiCo is a company full of strong, talented individuals starting with the

company leadership. Get to know the inspiring people helping lead PepsiCo on
its 'Performance with Purpose' journey.

1. Indra K. Nooyi

Chairman and CEO, PepsiCo

2. John Compton

CEO, PepsiCo Americas Foods

3. Massimo d'Amore

CEO, PepsiCo Beverages Americas

4. Eric Foss

CEO, Pepsi Beverages Company

5. Zein Abdalla

CEO, PepsiCo Europe

57
FINANCIAL DEPARTMENT

Financial News

PepsiCo has enjoyed a long history of delivering strong financial growth for
shareholders. With some of the world's most powerful brands, our commitment to
sustainability and top global talent, PepsiCo is positioned to win in the long term.

Financial Highlights

PepsiCo, Inc. and subsidiaries (in millions except per share data; all per
share amounts assume dilution)

58
Operating Activities
During 2010, net cash provided by operating activities was $8.4 billion, compared
to net cash provided of $6.8 billion in the prior year. The increase over the prior
year primarily reflects the incremental operating results from our acquisitions of
PBG and PAS, as well as favorable working capital comparisons to the prior
year. Also see ―Management Operating Cash Flow‖ below for certain other items
impacting net cash provided by operating activities.

In 2009, our operations provided $6.8 billion of cash, compared to $7.0 billion in
2008, reflecting a $1.0 billion ($0.6 billion after-tax) discretionary pension
contribution to our U.S. pension plans, $196 million of restructuring payments
related to our Productivity for Growth program and $49 million of merger cost
payments related to our acquisitions of PBG and PAS. Operating cash flow also
reflected net favorable working capital comparisons to 2008.

Investing Activities
During 2010, net cash used for investing activities was $7.7 billion, primarily
reflecting $3.2 billion for net capital spending, $2.8 billion of net cash paid in
connection with our acquisitions of PBG and PAS, and $0.9 billion of cash paid in
connection with our manufacturing and distribution agreement with DPSG. We
also paid $0.5 billion to acquire WBD American Depositary Shares in the open
market.

In 2009, net cash used for investing activities was $2.4 billion, primarily reflecting
$2.1 billion for capital spending and $0.5 billion for acquisitions.

Subsequent to year-end 2010, we paid $0.2 billion to acquire WBD American

Depositary Shares in the open market. We also spent approximately $3.8 billion
to acquire approximately 66% of WBD‘s outstanding ordinary shares, increasing
our total ownership of WBD to approximately 77%. In addition to these
transactions, we expect to incur an additional $1.4 billion of investing cash

59
outflows in connection with our intended purchase of the remaining outstanding
WBD shares, funded primarily through existing international cash.

We anticipate net capital spending in 2011 of about $3.7 billion, which includes
about $150 million of capital spending related to the integration of PBG and PAS,
as well as capital spending related to our acquisition of WBD.

Management Operating Cash Flow

We focus on management operating cash flow as a key element in achieving
maximum shareholder value, and it is the primary measure we use to monitor
cash flow performance. However, it is not a measure provided by accounting
principles generally accepted in the U.S. Therefore, this measure is not, and
should not be viewed as, a substitute for U.S. GAAP cash flow measures. Since
net capital spending is essential to our product innovation initiatives and
maintaining our operational capabilities, we believe that it is a recurring and
necessary use of cash. As such, we believe investors should also consider net
capital spending when evaluating our cash from operating activities. Additionally,
we consider certain items (included in the table below), in evaluating
management operating cash flow. We believe investors should consider these
items in evaluating our management operating cash flow results.

60
Consolidated Balance Sheet

61
SWOT ANALYSIS

Strengths
• The company has strong background established since 1903 as Pepsi Cola.
• Pepsi has been marketing its products in a strong way.

• Well known brand in the world

• Good sales and profit figures.

• Increase in mineral water and fresh juices market share.

• It has broader products width.

• Strong distribution channels.

• Pepsi sponsor number of sports event e.g. National Football League, National
Hockey League and Major League Baseball. Pepsi also sponsors Major League
Soccer.
Weaknesses
• Differences among the employees on basis of racism.
• Facing strong competition in mineral water market from Nestle.

• Pepsi is far away from Coca Cola as far as financials and brand image is
concerned.

Opportunity
• Growth in mineral water segment.

• Food products should be promoted in untapped areas.

• Launch health drinks in India to improve the brand image in the eyes of
customers
• Joint ventures

• Focus on social responsibility and sponsoring events.

62
Threats
• Food and beverages industry is mature.

• Pepsi was blamed in multiple occasions for excess percentage of pesticide in

their products.

• People are more health conscious so they prefer healthy drinks and juices.

• Ongoing recession in majority of countries.

• Random Currency fluctuation

• Political instability and tax policies.

• Pepsi is competing with major competitors in various segments such as Coca

cola in beverage, nestle in water and Kraft foods.

• Company majority of sales are dependent on few products which is major risk.
• Entry of new entrants

• Coca Cola outsells Pepsi in US Market.

63
 3.Anu Aga
- Chairperson (former)
Thermax Group

64
 General Information

ABOUT ANU AGA

Anu Aga was born on 3 August, 1942 in an upper middle-class, Parsi family
in Mumbai. She did her B.A. in Economics from St Xavier's College, Mumbai, and
post graduation in medical and psychiatric social work from the prestigious Tata
Institute of Social Sciences (TISS), Mumbai. She had also been a Fulbright
Scholar and studied in the United States for four months.

Anu started her career in Thermax in 1985 and later headed its human resources
division, 1991 to 1996, when after the death of husband, Rohinton Aga, she took
over as Chairperson of Thermax, finally retiring in 2004, succeeded by her
daughter and company vice-chairperson, Meher Pudumjee. Anu has since
remained on company's Board of Director ]and involved in social work.

She is an Indian businesswoman and social worker, who led Thermax Ltd., the
Rs 3246-crore energy and environment engineering major, as its chairperson
1996-2004.She had figured among the eight richest Indian women, and in 2007
was part of 40 Richest Indians by net worth according to Forbes magazine.

Why did we take Ms. Anu Aga?

Ms. Anu started her career in Thermax in 1985 and later headed its human
resources division, 1991 to 1996, when after the death of husband, Rohinton
Aga, she took as Chairperson, Thermax, finally retiring in 2004 succeeded by her
daughter and company vice-chairperson, Meher Pudumjee. Anu has since
remained on company's Board of Directors, and involved in social work.

65
What position is Ms. Anu aga now in Thermax?

After her husband‘s death Thermax’s growth curve dipped and share prices
plummeted from Rs 400 to Rs 36. An anonymous letter from a shareholder
accusing her of letting him down forced her to take stock of the situation. “I
realised I wasn’t capable but was only pretending to run the business,” she says.
Losing no time, she detached herself from day-to-day operations and brought in
a foreign consultant to restructure the company – the move revived its fortunes.

Ms. Aga was the Chairperson of Thermax, the Rs. 3246 crore leading Indian
player in energy and environment management. She was instrumental in turning
around the company and bringing it to its growth path. Ms. Aga retired in 2004
and is a Director on the Board of Thermax.

Since retiring, Mrs. Aga has chosen to focus on education for the
underprivileged. She is closely involved with Akanksha, an NGO which
supplements the educational needs of the slum children. In partnership with
Pune Municipal Corporation and Akanksha, Thermax Foundation has adopted
two municipal schools in Pune. She is on the Board of Teach for India, an
initiative that attempts to bridge the inequity gap in education.

What was the process to come at Chairperson’s position?

The year 1996 marked the beginning of the reinvention of Anu Aga. Her
husband, Rohinton Aga, passed away suddenly, leaving Thermax, the company
he transformed from a small boilermaker into a leader in energy and
environmental solutions, in Anu‘s hands. This was a crucial period for Thermax
as the company was in the midst of going public. A mere 14 months later, Anu‘s
25-year-old son Kurush died in a fatal car crash. If this wasn‘t enough to bring
Anu Aga‘s life to a shuddering halt, Thermax began to unravel at its seams.

The culture that Rohinton Aga had built within Thermax apparently couldn‘t deal
with the complexities of an unplanned succession. A host of diversifications into

66
other areas — such as co-generation of power, finance and software — either
went belly up or began to flounder. Also, industries that relied on Thermax‘s
products — such as capital goods and textiles — began to see a downturn,
further affecting the company‘s revenues even as costs were increasing. The
company‘s market cap nosedived from Rs 990 crore in 1996 to Rs 186 crore in
2000.

Today, Anu Aga is a poster woman for Indian entrepreneurs and worth a
whopping $1.1 billion, according to Forbes magazine. Thermax‘s turnover has
ballooned to more than Rs 3,246 crore. Its offices are sprawled across the globe
— in China, the UK and the US — as demand for its heating, waste heat
recovery and waste water solutions has been robust. From an abysmal Rs 13
crore loss in 2001, Thermax posted a net profit of more than Rs 250 crore in
2008.

Education of Ms. Anu aga

She did her B.A. in Economics from St Xavier's College, Mumbai, and post
graduation in medical and psychiatric social work from the prestigious Tata
Institute of Social Sciences(TISS), Mumbai. She had also been a Fulbright
Scholar and studied in the United States for four months.

Why she got success?

How could Anu Aga accomplish all of this, especially in the face of such
overwhelming tragedy? Aga turned to Vipasana meditation after her son‘s death,
which gave her the courage to pick up the pieces and move on. Aga had
originally joined Thermax in 1985 as an HR head, but didn‘t have much of a role
in the operations of the company. ―My corporate life lasted only 20 years,‖ says
the 65-year-old Aga. ―I never intended to work in the company; I was interested

67
in social sciences and ended up in the corporate by default.‖ Nevertheless, she
had to galvanise herself into action. Aga sacked the entire board — including
daughter Meher Pudumjee — replacing them with fresh members in an effort to
turn the culture of the company around. She pruned employees, cut unnecessary
investments in non-core businesses and hired the Boston Consulting Group to
restructure the company.

Despite her legendary success with Thermax, Anu Aga has always harboured
another passion — inspired by Kurush. ―For the past two years, education has
become my priority,‖ she says. ―This is where the company can make a
difference, and it was my son‘s wish that I did something for children.‖

Anu Aga of Thermax India Awarded the Padma Shri

Anu Aga, the ex-Chairman of Thermax India has been awarded the Padma Shri.

Her name featured on the list of awardees announced by the Government on the
occasion of Republic Day 2010.

Mergers and Acquisitions

 Thermax Acquires Denmark-Based Boiler Maker Danstoker

Thermax Limited has acquired Danstoker A/S, a leading European boiler

manufacturer, and its German subsidiary, Omnical Kessel- und
Apparatebau Gmbh. The acquisition valued at US$40 million will play a
key role in Thermax's plans for growth in the European energy market.

68
BACKGROUND OF THE COMPANY

Thermax Ltd. (BSE: 500411|NSE: THERMAX) is a multi-national energy and

environment engineering company based in India; and in Britain. It manufactures
boilers, vapour absorption machines, offers water and waste solutions and
installs captive power projects. Thermax is also a historic brand name of boilers,
and the name of a former toughened-glass company.

Anu Aga was the chairperson of the company 1996-2004, till she handed over
the reigns to her daughter, Meher Pudumjee , and figured amongst the eight
richest Indian women, and in 2007 was part of 40 Richest Indians by net worth
according to Forbes magazine, in 2009 she was at number 55, and continues to
be a board member.

Vision

To be a globally respected high performance organization offering

sustainable solutions in energy and environment.

Mission

 We aspire to become a leading technology company with a global outlook

delivering world-class products and services to customers.
 We exist to fulfill the needs of our customers – best understood through an
enlightened partnership with him.
 Our challenge is to continually expand and define new markets by
expanding the frontiers of research and engineering and customer

69
  Acquisitions

In November 2010, Thermax acquired European boiler manufacturer

Danstroker A/S, and its German subsidiary, Omnical Kessel for Euro 29.5M.

 Structure

It has four main offices -

 Thermax (Europe) Ltd is based in Fenny Stratford, Milton Keynes in

England (not far from IKEA).
 Thermax Inc - based in Northville, Michigan, USA
 Thermax do Brasil Energia e Equipamentos Ltda - Brazil
 Thermax (Zhejiang) Cooling & Heating Engineering Co - China

 Its main divisions are-

 Cooling and Heating (C & H)division.

 Boilers and Heaters (B & H)division.
 Power division.
 Enviro division.
 Chemical and Water division.
 Solar energy division.

70
  Products

The main company makes absorption chillers used for large air conditioning
systems.

The joint venture with Babcock & Wilcox makes B&W-licensed boilers for
circulating fluidised beds and HRSGs.

Thermax, as a part of its social obligation, is committed to:

 Provide quality education to the underprivileged children.

 Create an environment that respects the communities and the natural
environment.
 As a signatory to CII‘s initiative on affirmative action, work to achieve the
defined objectives.
 Involve and encourage employees and their families to participate in the
various social initiatives of the company.

71
 MILESTONES SINCE INCEPTION

1966 to 1986

 Wanson India starts operations in Pune, manufacturing small coil-type

packaged boilers (Vaporax), in collaboration with Wanson, Belgium..
 Wanson India becomes Thermax Pvt Ltd. ―Conserving energy, preserving
the environment‖ was adopted as the corporate vision.
 R D Aga appointed Chairman and Managing Director of Thermax Pvt Ltd.
In 1981
1987 to 2006

 The company forms the joint venture – Thermax Babcock & Wilcox Ltd.
 Combined Heating and Power Group (CHAP) is formed which later
became the Cogen division.
 Tata McGraw-Hill publishes R D Aga‘s book ―Changing the Mindset -
Reflections of a Chief Executive‖.
 19 Feb 1996 - Anu Aga is appointed as Executive Chairperson.
 June - Thermax acquires boiler company, M E Engineering Ltd, in UK.
 In March 2001, Thermax starts subsidiary company, Thermax Inc, in the
US.
 April 2002 - Thermax gets ISO 14001 certification for its chemical plant at
Paudh.
 In March 2003 - Anu Aga honoured with Lifetime Achievement Award by
Financial Express/Electrolux.
 In 2004 Anu Aga retires as Chairperson and Meher Pudumjee takes over.
 Thermax among the 20 Indian companies featured in the Forbes Asia List
of ―Asia‘s Best under a Billion‖ companies.

72
AWARDS AND RECOGNITION

 Mrs. Anu Aga, Director of your company was honoured with the Padma
Shri by the President of India. The Award is in recognition of her
distinguished service in the field of social work.

 Thermax won the Enertia Award 2009 for setting up the state-of-the-art
manufacturing facility for boilers and allied equipment at Savli, Gujarat.
The award was given in the 'Manufacturing power generation equipment
and related auxiliaries' category.

 Her company's manufacturing plants at Chinchwad won awards for

safety performance and environment management from the Greentech
Foundation. The plants of its Boiler & Heater business also won the
Golden Peacock Award for Occupational Health and Safety from the
Institute of Directors.

 Thermax also won the Imai Award for Operational Excellence for
'Exemplary Employee Engagement in Total Productive Maintenance' from
the Kaizen Institute in February 2010 At CII's (Western Region) HR
Awards for Excellence 2008.

 Her company received a commendation award for 'Strong commitment to

HR Excellence.

73
PRODUCTION DEPARTMENT

Product Range – Diverse and Efficient

From our experience of over three decades in the energy sector, we offer a
range of boilers and thermal oil heaters, energy chillers and customized products
like exhaust gas boilers. Thermax absorption chillers have found a niche in
green energy systems in Europe and Australia. We also help industries reduce
energy costs by shifting to abundantly available, alternate energy such as
biomass.

Industry-specific Solutions – Clean and Green

Thermax provides industries with clean technologies that recover pollutants;

thereby reducing their hazardous impact on the environment. Today, many iron &
steel, cement, fertilizer and chemical industries reduce emissions using our air
pollution control systems.
Industries in the US and Japan consistently use our hi-grade ion exchange resins
for specialised applications

Project Management Capabilities

Our project management capabilities extend to setting up energy-environment

projects for customers in several markets. This is backed by a robust and
innovative R&D setup, involved in technology development and adaptation for
various industrial applications.

74
HUMAN RESOURCE DEPARTMENT

Board of Directors

Meher Pudumjee, Chairperson

Meher Pudumjee took over as Chairperson of Thermax Limited on October 5,

2004, after the retirement of Anu Aga. A Postgraduate in Chemical Engineering
from the Imperial College of Science & Technology, London, Meher joined
Thermax.

M S Unnikrishnan, Managing Director

M S Unnikrishnan, took over as Managing Director on July 1, 2007. Earlier, as

Executive Vice President, he was head of the company's project business, viz.
captive power, boilers & heaters and air pollution control.

Anu Aga, Director

Anu Aga, after retiring as Chairperson of Thermax in October 2004 continues as

Director on the Company's Board of Directors. She began her career in Thermax
in 1985 and later was in charge of the Company's human resources function from
1991 to 1996. She took over as the Chairperson of the Thermax Group in
February 1996, after her husband Rohinton Aga passed away.

Confederation of Indian Industries (CII) and has served as the Chairperson of

CII's Western Region. She has written extensively and given talks on the
subjects of corporate governance, value-based management and on corporate
social responsibility.

75
 Corporate Social Responsibility
Thermax believes that corporate organisations should think beyond profit and
reach out for the wellbeing of the larger society. Guided by the vision of its
founder Chairman Rohinton Aga - 'profit is not just a set of figure but of values' -
over the years, Thermax has worked on a modest CSR agenda to fulfill its
obligations to its wider circle of stakeholders including the communities in which it
operates.

The CSR programme of the company got a formal structure and a governing
body when the Thermax Social Initiative Foundation (TSIF) was formed in March,
2007 as a not-for-profit body registered under Section 25 of the Companies Act.
Convinced that education can be the best enabler to come up in life, the
Foundation has decided to primarily focus on initiatives in this crucial area.

Thermax, as a part of its social obligation, is committed to:

 Provide quality education to the underprivileged children.
 Create an environment that respects the communities and the natural
environment.
 As a signatory to CII‘s initiative on affirmative action, work to achieve the defined
objectives.
 Involve and encourage employees and their families to participate in the various
social initiatives of the company.

Says Anu Aga, Director and former Chairperson, ―I would like our company to
play a bigger role in community affairs with complete adherence to the tenets of
good corporate governance. We will actively commit ourselves to initiatives that
can help improve the quality of life of the communities in which we live and work.

76
Corporate Governance

Thermax adheres to high standards of corporate governance. Through its

corporate governance measures, the company aims to maintain transparency in
its financial reporting and keep all its stakeholders informed about policies,
performance and development. Stakeholder confidence is sustained by adopting
and continuing good practices, which is at the heart of effective corporate
governance.

The key elements in the company's corporate governance practice are

transparency, disclosure, supervision and internal controls, risk management,
internal and external communications and high standards of safety, accounting
fidelity, product and service quality. The company's board has empowered
responsible persons to implement its policies and guidelines and has set up
adequate review processes.

Thermax is a Public Limited Company. Its equity shares are listed on two stock
exchanges – The National Stock Exchange of India Limited (NSE) and Bombay
Stock Exchange Limited (BSE).

77
FINANCIAL DEPARTMENT

THERMAX LIMITED - FINANCIALS AT A GLANCE

(crore)

PARTICULARS 2007- 2006- 2005- 2004- 2003- 2002- 2001-

08 07 06 05 04 03 02
Domestic Sales 2479 1735 1157 740 446 398 333
Export (including 678 402 308 176 118 116 107
deemed export)
TOTAL SALES 3157 2137 1465 916 564 514 440

CURRENT 1008 929 533 368 265 201 232

ASSETS
Current liabilities 1163 1087 600 368 227 150 145
Net current (155) (158) (67) 0 38 51 88
assets

Equity Share 24 24 24 24 24 24 24
Capital
Preference share 0 0 0 0 0 0 0
capital $
Reserves and 712 555 450 332 312 340 324
Surplus
Net worth 736 579 474 355 335 356 333
Loan funds 0 0 0 0 0 0 11

78
Profit After Tax (PAT)

PARTICULARS 2008-
2009-10 2009

Total income 3235.23 3303.17

Profit before interest, depreciation, 433.88 453.23

tax and extraordinary items
Interest & depreciation 41.94 35.38
Profit before tax & before extraordinary items 391.94 417.85
Extraordinary items of expenses / (income) 114.86 (1.36)
Provision for taxation (incl. deferred tax) 135.64 131.91
Profit after tax & extraordinary items 141.44 287.30
Balance carried forward from last year 548.00 359.20
Profit available for appropriation (cumulative) 689.44 646.50
Proposed equity dividend 59.58 59.58
Tax on dividend 9.90 10.12
Transfer to general reserves 14.20 28.80
Surplus carried forward 605.76 548.00
Profit After Tax (PAT)

Expenditure on R&D
a. Capital : Rs. 1.3 crore
b. Recurring : Rs. 12.9 crore
c. Total : Rs. 14.2 crore
d. Total R&D Expenditure as a percentage of turnover : 0.46%

79
Summary
This woman became the Chairperson of Thermax Engineering after the death
ofher husband Rohinton Aga. The company‘s condition was critical at that time.
Its share price dipped to Rs. 36 from Rs. 400. Anu Aga, the then Director of
Human Resource, Thermax, was compelled to take charge of the company.

In order to make the company profitable, she brought a consultant fromabroad

and restructured the company. The strategy worked and the company saw profit
again. She stepped down from the post of chairperson in 2004. Now, she spends
most of her time in social activities. Bombay Management Association awarded
her Management Woman Achiever of the Year Award 2002‐ 2003. After retiring
from Thermax, she took to social work, and 2010 wasawarded the Padma Shri
(Social Work) by Govt. of India.

80
 4.Dr.Kiran Mazumdar
Shaw
( Chairman & Managing Director
of Biocon Limited.)

81
About Dr. Kiran Mazumdar Shaw

Kiran Mazumdar-Shaw (Born: March 23, 1953) is an Indian businesswoman and

founder of Biocon, the biotechnology company based in Bangalore (Bangaluru),
India. She is the Chairperson and Managing Director of Biocon Limited, and
Chairperson of Syngene International Limited and Clinigene International
Limited.

She started Biocon in 1978 and spearheaded its evolution from an industrial
enzymes manufacturing company to a fully integrated bio-pharmaceutical
company with a well-balanced business portfolio of products and a research
focus on diabetes, oncology and auto-immune diseases. She also established
two subsidiaries: Syngene (1994) to provide development support services for
discovery research and Clinigene (2000) to cater to clinical development
services.

Her pioneering work in the sector has earned her several awards, including the
prestigious Padma Shri (1989) and the Padma Bhushan (2005) from the
government of India.She was recently named among TIME magazine‘s 100 most
influential people in the world. She is also on the Forbes list of the world‘s 100
most powerful women, and the Financial Times‘ top 50 women in business list.

Born in Bangalore, Kiran Mazumdar-Shaw completed her schooling from the

city‘s Bishop Cotton Girl‘s High School (1968). She wanted to join medical school
but instead took up biology and completed her B.Sc Zoology Honors course from
Bangalore University (1973). She later did her post-graduation in Malting and
Brewing from Ballarat College, Melbourne University (1975).

82
Why did we take Dr.Kiran mazmudar?

Kiran Mazumdar Shaw started her professional career as trainee brewer in

Carlton & United Beverages in 1974. In 1978, she joined as Trainee Manager
with Biocon Biochemicals Limited in Ireland. In the same year, Kiran Mazumdar
Shaw founded Biocon India in collaboration with Biocon Biochemicals Limited,
with a capital of Rs.10,000. She initially faced many problems regarding funds for
her business. Banks were hesitant to give loan to her as biotechnology was a
totally new field at that point of time and she was a woman entrepreneur, which
was a rare phenomenon.

What position is Ms. Kiran mazmudar in Biocon?

Kiran Mazumdar-Shaw is an Indian businesswoman and founder of Biocon, the

biotechnology company based inBangalore (Bangaluru), India. She is the
Chairperson and Managing Director of Biocon Limited, and Chairperson of
Syngene International Limited and Clinigene International Limited.

What are the process of coming to chairperson position?

In 1978, she joined Biocon Biochemicals Limited, of Cork, Ireland as a Trainee

Manager. In the same year she started Biocon in the garage of her rented house
in Bangalore with a seed capital of Rs. 10,000.

Initially, she faced credibility challenges because of her youth, gender and her
untested business model. Not only was funding a problem as no bank wanted to
lend to her, but she also found it difficult to recruit people for her start-up. With
single-minded determination she overcame these challenges only to be
confronted with the technological challenges associated with trying to build a
biotech business in a country facing infrastructural woes. Uninterrupted power,
superior quality water, sterile labs, imported research equipment, and advanced
scientific skills were not easily available in India during the time. Never one to
83
give up easily, she took the challenges in her stride and worked within the limiting
circumstances to take Biocon to newer and greater heights.

She is responsible for steering Biocon on a trajectory of growth and innovation

over the years. Within a year of its inception, Biocon became the first Indian
company to manufacture and export enzymes to USA and Europe. In 1989,
Biocon became the first Indian biotech company to receive US funding for
proprietary technologies. In 1990, she upgraded Biocon‘s in-house research
program, based on a proprietary solid substrate fermentation technology. The
commercial success of this program led to a three-fold expansion by 1996 and
Biocon entered the biopharmaceuticals and statins segments. In 1997, she
undertook initiatives in human healthcare through a dedicated manufacturing
facility.

Who are the persons behind Ms. Kiran mazmudar?

For a woman to rise in the workplace, a supportive husband and family are a pre-
requisite. While it is true that she was single when she built Biocon, the real
growth came when she got married, and her husband has played a vital role in
their success today. They balance and complement each other: she is a scientist
and he has a strong financial background. Men need to be emotionally secure
and should not get a complex with successful partners. Her husband is a very
strong and secure human being. She is a most fortunate to have such an
understanding partner. Her husband has invested in her in every way, and
inspires her every day to build a company that will be a torchbearer for Indian
biotechnology.

84
Why she get success?

She is quoted as saying, ―Success is about pursuing a vision with a sense of

purpose and a spirit of challenge. There are no short cut to success and there is
no substitute for hard work. I also believe success is about doing things in a
differentiated way - dare to be different so that you stand out. Biocon's byline is
‗The difference lies in our DNA‘ and we all believe in it. We don't imitate other
companies but have charted our own business destiny.

Her principle for life

• Do not make judgment on things, people, and issues with half information
• Listen to the little drummer in you who keeps saying break free, become large,
build something memorable.

Biocons mergers and acquisitions

 Biocon Ltd intends to acquire SIRO Clinpharma Pvt Ltd

 Biocon Ltd acquires IDL Specialty Chem-API Bus from Gulf Oil Corp Ltd

 Novozymes South Asia Pvt Ltd acquires Biocon Ltd-Enzymes Business from

Biocon Ltd

85
Her leadership style

The Success mantra is Listen to the little drummer in you who keeps saying break free,
become large, build something memorable.

Strategy: Leadership is about approaching opportunity through strategy.

Motivation: – Motivating Oneself

– Motivating others

Mission or vision

All leaders need not be visionaries and all visionaries need not be leaders.

There can be a leader without vision but there can‘t be a leader without mission.

A Leader‘s Mission :

• To inspire people

• To help them share aspirations and ideas

Situational leader

A Devastating situation – Personal Vs Professional Life

•Biocon was busy negotiating with Danish firm Novozymes for the sale of its enzymes
business.

•Her husband John Shaw was diagnosed with a cancerous lump in his kidney.

•Kiran not just tended to her husband in hospital, but also made all the strategic
decisions needed for the deal.

86
Charismatic Leadership

The Most Influential in Bio-business person (outside Europe and USA)

•Articulates the vision

•Sets the high performance expectations

•Conveys a new set of values

Motivational Leader

•A great motivational leader in terms of both motivating herself as well as her employees

•Inspired by India's software success story. This motivated her to set up Syngene.

Transcendental Leader

• Doing the IMPOSSIBLE

•Surface courage from FEARS

•Touching the UNTOUCHABLES

•Understanding the inarticulate needs Strong commitment to goals

She transcended the boundaries of self and her business.

All leaders should be passionate about their sense of purpose

 Motivating Oneself

 Motivating Troops

 Choosing the Right People

 Customer Focus

 Most Admired Companies

 How the Road Ahead Looks

87
ABOUT THE COMPANY

"Our ability to continuously scale new heights across the biopharmaceutical value
chain enables us to realise the promise of future therapeutics." -Kiran Mazumdar-
Shaw, Chairman & Managing Director

Biocon is a fully integrated healthcare company that delivers innovative

biopharmaceutical solutions. From discovery to development and
commercialisation, we have the defining science, cost-effective drug
development capabilities and significant manufacturing capacity to move ideas to
market.

Leveraging India‘s globally competitive cost base and exceptional scientific

people resource, we are advancing our in-house R&D programs, while also
providing custom and clinical research services to international pharmaceutical
and biotechnology majors through our subsidiary companies, Syngene and
Clinigene.

Biocon has rapidly developed a robust drug pipeline, led by monoclonal

antibodies and several other molecules at exciting stages in the
biopharmaceutical value chain. With the successful commercial launch of our first
anti-cancer drug and several promising discovery partnerships in the clinic, we
remain committed to scaling new heights in frontier science and achieving new
milestones in affordable medicine.

88
 GENERAL INFORMATION

BUSINESSES MODEL

Biocon‘s fully integrated business model spans the entire drug value chain, from
pre-clinical discovery to clinical development and through to commercialisation.
Our businesses in custom research (Syngene), clinical development (Clinigene)
and biopharmaceuticals (Biocon) provide multiple revenue streams to balance
risk, drive innovation, deliver products and accelerate growth. As we increase the
complexity and scope of our own R&D and manufacturing operations, especially
in new product discovery and development, we believe our custom and clinical
research services will continue to offer important synergies.

89
Mission

To be an integrated biotechnology enterprise of global distinction.

Essential to this mission is excellence in:

- Intellectual asset creation through discovery, research and development

- State-of-the-art manufacturing capabilities

- Internationally benchmarked quality and regulatory systems

- New medical insight through disease specifi clinical research

- Customer relationship through outstanding products and services

- Human resource development through training, mentoring and empowering

Intellectual Profile of 5300+ Personnel

Biocon, Syngene and Clinigene together employ approximately 5300 qualified

personnel - from biologists, chemists, medical practitioners, pharmacologists,
engineers, finance/legal/marketing analysts, HR generalists to general
administrators. 6% of our employees have PhD degrees, 45% have a master's
degree in science and the remaining are graduates with a bachelor's degree in
science, commerce or arts. 13% of Biocon employees are women (across the
group). The employee attrition for Q2 2010-11 was 5.6% and last year it was
over 20%. The average age of the employee is 29 years.

90
Milestones

- Biocon is India's first biotechnology company, established in 1978

- Biocon is India's first biotechnology company to export microbial enzymes to

USA and Europe

- Biocon is the first biotechnology company to receive ISO 9001 certification in

India

- Syngene, a Biocon subsidiary, is India's first custom research company in drug

discovery

- Biocon is the first Indian company to be approved US FDA for the

manufacture of lovastatin, a cholesterol-lowering molecule

- Biocon's proprietary bioreactor, the PlaFractor™, receives a US patent

- Biocon and Bayer join hands to create awareness for self monitoring for
diabetics, 2010

- Syngene and Endo Pharmaceuticals, USA to jointly discover and develop

novel biological drug molecules to fight cancer, 2010

- Biocon acquires stake of its Cuban partner CIMAB S.A. in their seven year old
JV, Biocon Biopharmaceuticals Pvt. Ltd, 2010

91
PRODUCTION DEPARTMENT

PRODUCTS

Biopharmaceuticals

Active Pharmaceutical Ingredients (APIs)

Biologicals

Branded Formulations

Oncology

Dosage Forms

Services
Licensing
Biocon collaboratively develops MAbs (Monoclonal Antibodies) and other novel
drug delivery systems-based proteins either in-house or in partnership with other
companies.

Contract Manufacturing

Biocon leverages its India cost base together with its extensive expertise and
technology platforms to offer competitive, high quality, custom manufacturing
services to a global clientele.

92
Research Services

Custom Research - Syngene

Clinical Research - Clinigene

Quality

Biocon follows good manufacturing, laboratory and documentation practices that

ensure consistent high quality results. Our state-of-the-art analytical facilities
monitor and maintain strict quality of our products, processes and services,
consistently meeting, USP and other national and international quality standards.

Biocon's quality chain covers three key functional areas:

- Quality Control

- Quality Assurance

- Regulatory Affairs

Quality Control (QC) is responsible for all analyses undertaken at Biocon. From
analytical support during product development and validations to training Biocon
customers, QC is supported by a highly qualified team of professionals.

Regulatory Affairs ensures compliance with national and international

regulatory requirements.

93
HUMAN RESOURCE MANAGEMENT

An organisation is as dynamic and effective as its people. At Biocon, the vast

experience of our distinguished Board of Directors and the strategic focus of the
Key Management Team steer us towards our goals. They are amply supported
by a 3000-strong team of exemplary bioscientists, engineers and business
managers who build our intellectual capital and drive our growth.

Key Management Team

Ms. Kiran Mazumdar-Shaw

-Chairman & Managing Director Founder Entrepreneur, 1978

Mr. John Shaw

- Vice Chairman
with Biocon since 1999

Dr. Arun Chandavarkar

- Chief Operating Officer, Biocon

with Biocon since 1990

Mr. Peter Bains

- Chief Operating Officer, Biocon

with Biocon since 1990

94
Marketing Department

Biocon continues to grow its product presence in India while broadening its
footprint to emerging and developed.Our developed market foray is lead by
our highly successful German subsidiary AxiCorp. Leveraging AxiCorp‘s well
established marketing and distribution network, we are making good progress
in preparing a range of pharmaceuticals including generics, biosimilars
tive biologics for Germany and eventuallyother EU markets.NeoBiocon, our JV
based in Dubai,represents Biocon‘s emerging market thrust. Through
NeoBiocon‘s marketing expertise, we have already made inroads
into the highly promising UAE market emerging markets as key growth ened our
presence in markets like Brazil,Mexico, Chile, and many countries in the Middle
East and Africa this year.Biocon‘s India strategy is reaping rich
reward as we continue to focus on leadership in key therapies within
the domestic branded formulations segment. By building large brands,
entering more therapeutic areas and productions each year, Biocon‗s healthcare
to millions of patients across the country.

Corporate Structure

The Biocon Group's corporate structure comprises of Biocon Limited (the Holding
Company) and its five subsidiaries, Syngene International Limited, Bangalore;
Clinigene International Limited, Bangalore; and AxiCorp GmbH, Germany. The
Biocon Group also has one joint venture company - Biocon Biopharmaceuticals
Private Limited, Bangalore and Biocon Research Limited, NeoBiocon FZ LLC,
Abu Dhabi.

95
FINANCE DEPARTMENT
"We are committed to delivering value to all our stakeholders. By leveraging our
proprietary products and technologies we will achieve robust growth and
sustained financial performance."
- Murali Krishnan K.N, President, Finance

Here, we feature comprehensive information on all aspects of the Company that

concern and interest the investor. From access to financial data, stock quotes,
FAQs and more, we give our existing and potential investors all relevant data and
updates on corporate governance and the overall progress of the company.

PROFIT AND LOSS ACCOUNT

2006 2007 2008 2009 2010

2005

Sales

Bio
557 603 728 787 1372 2036
Pharmaceuticals

Enzymes 90 85 95 46 - -

Research and
Technical 66 100 163 220 237 332
Licensing Fees

Total 713 788 986 1054 1609 2368

Other Income 15 5 4 36 64 37

96
Total Revenues 728 793 990 1090 1673 2405

Expenditure

Manufacturing &
488 557 697 748 1285 1896
Other Expenses

Interest and
Finance 2 2 9 10 18 17
Charges

Depreciation 22 29 67 94 110 140

Total 512 588 773 852 1413 2053

Profit Before Tax 216 205 217 238 260 352

Income Tax 18 31 17 13 12 49

Profit From
198 174 200 225 240 303
Operations

Exceptional Item, Net - - - 239 (147) -

Net Profit 198 174 200 464 93 293

97
BALANCE SHEET

Biocon Consolidated Financial Performance

(Rs. In Crores)

2005 2006 2007 2008 2009 2010

Share Capital 50 50 50 50 100 100

Reserves & Surplus 691 838 1019 1434 1411 1658

Minority Interest 1 3 -1 -7 25 34

Deferred Tax Liability 23 30 44 46 47 51

Secured Loans 49 68 74 135 396 332

Unsecured Loans 27 37 113 120 128 182

841 1026 1299 1778 2106 2356

Fixed Assets (Net) 578 827 915 1042 1220 1244

Intangible Assets 0 0 51 28 163 170

Investments 235 100 79 475 368 431

Inventories 74 110 161 179 319 372

Receivables 183 224 306 259 367 446

Cash & Bank balances 3 2 9 10 12 140

98
Loans & Advances 17 24 53 87 94 134

Current Liabilities 249 261 275 300 437 580

841 1026 1299 1778 2106 2356

FUTURE OUTLOOK

"We aim to develop novel biopharmaceuticals by

leveraging our exceptional scientific talent pool
and developmental capabilities."

99
SUMMARY

"Our ability to continuously scale new heights across the biopharmaceutical value
chain enables us to realise the promise of future therapeutics." -Kiran Mazumdar-
Shaw, Chairman & Managing Director

Biocon is a fully integrated healthcare company that delivers innovative

biopharmaceutical solutions. From discovery to development and
commercialisation, we have the defining science, cost-effective drug
development capabilities and significant manufacturing capacity to move ideas to
market.

Leveraging India‘s globally competitive cost base and exceptional scientific

people resource, we are advancing our in-house R&D programs, while also
providing custom and clinical research services to international pharmaceutical
and biotechnology majors through our subsidiary companies, Syngene and
Clinigene.

100
 5.Shahnaz Husain,
(CEO of Shahnaz
Herbals Inc)

About Shahnaz Hussain

101
She is one of the most prominent personalities of the corporate world. She is
making a constant effort to beautify the skin of people with her beauty products.
She has been continuously striving hard to slow down the aging process and
nourish the skin of people and thus make them look younger than their age. Well,
we are talking about none other than the ruler of the beauty world, Shahnaz
Hussain. In this article, we will present you with the biography of Shahnaz
Hussain.

She comes from a royal Muslim family and her father was a very powerful man.
She did her schooling from the Irish convent. Since a very young age, she had
an interest in poetry and English literature. She grew up in a traditional family, but
was privileged to receive modern education. She got married, when she was only
fifteen years old. The next year after her marriage, she became a mother.

When she went to Teheran along with her husband, she developed a keen
interest in beauty treatments. Eventually, she decided to study the cosmetology
course. She wanted to be self independent and so she began writing articles for
the Iran Tribune on varied subjects. While pursuing studies, she learnt about the
harmful effects of chemicals on human body. She studied Ayurveda.

After leaving Teheran, she took an extensive training in cosmetic therapy for a
long period of 10 years from the leading institutions of London, Paris, New York
and Copenhagen. She returned to India in the year 1977 and established her first
beauty salon in her abode. Unlike other salons, she did not use chemical
cosmetics. Rather, she made use of Ayurvedic products that are absolutely safe
on the human body. She has ushered an era of herbal cosmetics. The products
launched by her Company head their way to leading global stores such as
Blooming Dales (New York), Harrods and Selfridges (London), Seibu (Japan).

Her beauty products are very skin friendly and give a beautiful glowing look. She
has not only been able to tap the markets of India, but made her presence felt in

102
international market too. Now, her aim is to set her foothold in the space. People
who go to space usually suffer from skin problems. At present, Shahnaz Hussain
is focusing her attention on creating products that can prove to be beneficial for
the astronauts. To know the complete life history of Shahnaz Hussain, read on.

Her company Shahnaz Hussain Herbals has witnessed tremendous growth

throughout these years. She has launched more than 400 different kinds of
beauty products. In the contemporary times, people are becoming more and
more conscious about the way they look.

Why did we take Shahnaz hussain?

Shahnaz Husain, the woman who had the burning desire to recapture an ancient
heritage and make it relevant to modern demands, the woman with relentless
determination, courage and a crusader‘s zeal, is rightly honored as the most
successful Indian entrepreneur, as she markets the most sought after product in
the world; which is 'beauty'. All her products are sold as hot bread all around the
globe. She claims that she does not cell mere cosmetics but it is the rich Indian
civilization that is marketed by her. It is high time for every woman to be grateful
to Shahnaz Husain for it is only this women who wipes away the wrinkles from
your faces, it is she who helps you to look like in 20s when you are in 50s, and it
is only she who makes you farer than a European women when actually your
complexion exactly matches a coal piece.

What position Ms. Shahnaz hussain in her company?

103
Shahnaz Husain, CEO of Shahnaz Herbals Inc, is a prominent Indian female
entrepreneur best known for her herbal cosmetics, particularly skin
care products. Currently, the Shahnaz Husain Group has over 400 franchise
clinics across the world covering over 138 countries. He.She has been awarded
the Padma Shri, a civilian award by the Government of Indiain 2006, and
Success Magazine's "World's Greatest Woman Entrepreneur" award in 1996.

What is the process of coming at CEO position?

When she went to Teheran along with her husband, she developed a keen
interest in beauty treatments. Eventually, she decided to study the cosmetology
course. She wanted to be self independent and so she began writing articles for
the Iran Tribune on varied subjects. While pursuing studies, she learnt about the
harmful effects of chemicals on human body. She studied Ayurveda and believed
that it is the best alternative to chemical cosmetics.

After leaving Teheran, she took an extensive training in cosmetic therapy for a
long period of 10 years from the leading institutions of London, Paris, New York
and Copenhagen. She returned to India in the year 1977 and established her first
beauty salon in her Home. Unlike other salons, she did not use chemical
cosmetics. Rather, she made use of Ayurvedic products that are absolutely safe
on the human body. She has ushered an era of herbal cosmetics. The products
launched by her Company head their way to leading global stores such as
Blooming Dales (New York), Harrods and Selfridges (London), Seibu (Japan),
Galleries Lafayette (Paris), and La Rinaeccente (Milan).

Her company Shahnaz Husain Herbals has witnessed tremendous growth

throughout these years. She has launched more than 400 different kinds of
beauty products. In the contemporary times, people are becoming more and
more conscious about the way they look. It is here that Shahnaz Hussain comes

104
to play a major role by providing people with products that can bring the glow
back to their skin.

Her education

She did her schooling from the Irish convent. Since a very young age, she had
an interest in poetry and English literature. She grew up in a traditional family, but
was privileged to receive modern education.
she took an extensive training in cosmetic therapy for a long period of 10 years
from the leading institutions of London, Paris, New York and Copenhagen .

Why she get success?

She is one of the most prominent personalities of the corporate world. She is
making a constant effort to beautify the skin of people with her beauty products.
She has been continuously striving hard to slow down the aging process and
nourish the skin of people and thus make them look younger than their age. Well,
we are talking about none other than the ruler of the beauty world, Shahnaz
Hussain.

Her company Shahnaz Husain Herbals has witnessed tremendous growth

throughout these years. She has launched more than 400 different kinds of
beauty products. In the contemporary times, people are becoming more and
more conscious about the way they look. It is here that Shahnaz Hussain comes
to play a major role by providing people with products that can bring the glow
back to their skin.
Company Profile

105
The Shahnaz Husain Group is India's leading company in the field of natural
beauty and anti-aging treatments. Started in the 1970s by Shahnaz Husain in
New Delhi, the group has over time vertically integrated to encompass every
aspect of Ayurvedic care and cure. The group has activities as diverse as beauty
training institutes, growing of its own herbs to manufacturing of its cosmetics line
to retail to specialized treatments through its chain of over 200 beauty centers
worldwide. The group has received many an accolade, the most recent of which
was when it's Chairperson, Shahnaz Husain, won India's highest honor, the
Padma Shree, in the field of Industry and trade for bringing Ayurveda to the
West.

In 1996 Success Magazine, one of the worlds most well-respected business

publications, named Shahnaz Husain the Woman of the Year and estimated the
brand's worth at over $100 million. This number has grown many times since
then.

We remain a completely private company, with no outside shareholders.

INTERNATIONAL BUSINESS

Shahnaz Husain products are exported worldwide. During the last three decades,
we have acquired a tremendous global presence, having sold at prestigious
stores, like Galeries Lafayette (Paris), Harrods and Selfridges (London), the
Seibu chain in Japan, Bloomingdales (New York), La Rinascente in Milan (Italy),
as well as exclusive outlets and clinics all over the world.

While we have exclusive partners in certain regions, we are actively seeking

business partners in most parts of the world.

Products

106
1) Diamond Range

2) Chocolate Range

3) Saffron Range

4) Slimming Range

5) Gold

6) Pearl

7) Herbal

8) Hair Care

9) Sun collection

10) Cosmetics

11) Man Power Range

12)Himalaya Range

Training Institutes

107
Over the last three decades, Shahnaz Husain‘s Beauty Institutes have remained
committed to excellence in vocational training in beauty by offering professional
courses of the highest order, tailored to suit the changing demands of the beauty
business. Students have the benefit of theoretical approaches in skin and hair
health, body care, as well as the latest techniques in practical skills. They enable
students to obtain professional qualifications, in keeping with international
standards, opening up a vista of career opportunities.

The following courses are available at Shahnaz Husain:

 Diploma in Beauty Therapy

 Post Graduate Diploma - Skin and Beauty Therapy
 Short-Term Vocational Courses

The Shahnaz Husain Franchise

108
The Shahnaz Husain Group runs the largest chain of beauty parlors in the
country. We currently have over 200 franchisees, for both our parlors as well as
our training institutes. Our unique approach to beauty has made our parlors the
most successful in the country.

Requirements of becoming a franchisee

 A commitment to excellence
 Entrepreneurial spirit
 Financial stability
 A passion to succeed.
 An investment capability of Rs. 20 lacs

Their Support

 Equipment
 Site Selection.
 Project Management
 Layout & Interiors planning.
 Recruitment & Training.
 Interiors planning.
 Launch Planning.
 Marketing communications. (National & Local area)
 IT / Software support.
 Standard Operating procedures.
 Treatment consumables at competitive rates.
 Trouble shooting and hand holding
 Financing support through our tie-up with SBI

Franchise Department
901-903 International Trade Tower,

109
Nehru Place,
New Delhi - 110019 India
Phone: + 91 11 26468301-10
Fax: +91 11 26468310

AWARDS OF SHAHNAZ HUSSAIN

―Shahnaz Hussain wins business award‖

Herbal cosmetic queen Shahnaz Husain has been conferred the 2005 Top
CEO and the Ayurvedic Ambassador Award by the Delhi-based Institute of
Marketing and Management.

The 56-year-old beauty treatment guru was presented the award at a

ceremony at the India Habitat Centre Saturday.

Husain runs one of the world's biggest herbal product companies worth
around $100 million, with more than 450 products of royal Mughal origin,
Husain has promoted Indian herbals for more than 30 years, and has
garnered several high-placed clients like the late novelist Barbara Cartland
and the late Princess Diana.

"The Arch of Europe Gold Star for Quality"

"The 2000 Millennium Medal of Honor"

"Rajiv Gandhi Sadbhavana Award" and many more.

Summary

110
Shahnaz Husain is both the pioneer and the undisputed queen of herbal care in
India. Thirty-four years ago Shahnaz dreamt of pioneering the Indian herbal
heritage and Ayurveda, taking them far beyond the boundaries of her country
and achieving the kind of international acclaim that has surpassed her wildest
dreams. Today, she heads an organization that is the largest of its kind in the
world, with an integrated system of an international salon chain, supported by
product ranges. Shahnaz belongs to a royal family, who originally came from
Samarkhand and later held prominent positions in the royal governments of
Bhopal and Hyderabad, during the pre-independence days. It is also a family of
eminent legal luminaries. Shahnaz had to comply with existing traditions and
entered into an arranged marriage at the tender age of 15, becoming a mother by
the time she was 16. She was fortunate to have a broadminded, Oxford-
educated father, Chief Justice N.U. Beg, who put her through schooling in an
Irish convent and instilled in her a love of poetry and English literature. He also
imbued in her the right combination of traditional values and progressive ideas
and Shahnaz learnt to love and respect the rich heritage of India. It was her
extraordinary personal qualities that made her determined to emerge from a
sheltered and secure life and venture into a totally different world of
entrepreneurship, where she had to wage a lone battle to fulfil her dreams. When

Shahnaz returned to India, after training for 10 years in cosmetology and

cosmetic chemistry, in some of the leading institutions in London, New York,
Paris and Copenhagen, she started her own herbal salon for skin and hair care.
Instead of following the existing salon treatment methods, she decided to adopt
the principle of 'Natural Care and Cure' and to apply the Ayurvedic system and
formulate custom-made products for skin and hair problems. Today, the Shahnaz
Husain Group is engaged in the formulation and marketing of over four hundred
Ayurvedic formulations for skin, hair and body care, which have not only become
widely known, but have received unprecedented international acclaim.

111
Shahnaz became the first and only woman in 107 years to receive the World's
Greatest Woman Entrepreneur Award from Success magazine of the USA. The
Shahnaz Husain Group has also received several international awards for
Quality, including the Global Quality Management Award for Quality Excellence
and Outstanding Woman Entrepreneur 2002, in London. In September 2003,
Shahnaz was selected for the prestigious Global Indian "Woman of the
Millenium" Award, presented by Global Indian Congress, based in California,
USA.

CONCLUSION

112
 India is brimming with the success stories of women. These women
leaders are assertive, persuasive and willing to take risks. They managed to
survive and succeed in this cut throat competition with their hardwork, diligence
and perseverance.Ability to learn quickly from her abilities, her persuasiveness,
open style of problem solving, willingness to take risks and chances, ability to
motivate people, knowing how to win and lose gracefully are the of the Indian
women entrepreneurs.

In a recent survey it is revealed that the female entrepreneurs from India

are generating more wealth than the women in any part of the world. The
basicqualities required for entrepreneurs and the basic characters of Indian
women, reveal that, much potential is available among the Indian women on their
entrepreneurial ability. This potential is to be recognized, brought out and
exposed for utilization in productive and service sectors for the development of
the nation.

Most successful women entrepreneurs possess the following

traits

She is ambitious

A successful woman entrepreneur is extremely ambitious, has an inner urge or

drive to transform an idea into reality. Experience from her previous tenure as an
employee, relying on educational qualifications or lessons learnt from inherited
business, she is ready to seize opportunities, sets goal, possess clear vision,
steps confidently forward and is ambitious to succeed. Every successful woman
entrepreneur is truly determined to achieve goals and make her business
flourish. In-depth knowledge of the field is essential to success. She comes with
new innovative solutions to old problems to tide over issues.

She is confident

113
A successful woman entrepreneur is confident in her ability. She is ready to learn
from others, seek help from experts if it means adding value to her goals. She is
optimistic and is more willing to take risks. A successful woman entrepreneur
uses common sense to make sound judgements when encountering everyday
situations. This is gleaned from past experience and knowledge acquired over
the years. It is essential not to get frustrated and give up when you face
obstacles and trials ? a part of setting up any business venture. The ability to
explore uncharted territories and take bold decisions is the hallmark of a
successful woman entrepreneur. A successful woman usually loves what she
does. She is extremely passionate about her tasks and activities. Her high
energy levels motivate her to contribute immensely towards building, establishing
and maintaining a thriving business.

She is open and willing to learn

A successful woman entrepreneur keeps abreast of changes, as she is fully

aware of the importance of evolving changes. She is ahead of her competitors
and thrives on changes. She adapts her business to changes in technology or
service expectations of her clients. She is curious, interested to learn and
accommodative to innovations.

She is cost conscious

A successful woman entrepreneur prepares realistic budget estimates. She

provides cost-effective quality services to her clients. With minimized cost of
operations, she is able to drive her team to maximize profits and reap its
benefits.

She values teamwork and loyalty

She has the ability to work with all levels of people. She is keen on maintaining
relationships and communicates clearly and effectively. This helps her to

114
negotiate even sensitive issues easily. She is empathetic to people around her
and possess good networking skills that help her to expand contacts and make
use of opportunities.

She can balance home and work

Cautious of not becoming a workaholic, a successful woman entrepreneur is

good at balancing diverse aspects of life. Her multi-tasking ability combined with
support from spouse and family members enables her to blend business
priorities with family and household responsibilities efficiently and effectively.

She is conscious of her responsibility to society

A successful woman entrepreneur is willing to share her success with the

society. She is committed to help others and enjoys doing it.

It is no wonder that millions of aspiring woman entrepreneurs admire Oprah

Winfrey for her entrepreneurial skills, business achievements, and commitment
to philanthropy. A woman can choose self-owned business as her career choice
provided she is to ready to face the challenges that lie ahead of her, ready to
walk the extra mile and ready to rely on her own vast resources and abilities.

Despite difficult economic times, what makes the rising trend of successful
women entrepreneurs so encouraging is that most women seem to innately
possess entrepreneurial traits, as shown in the table below:

115
Women Entrepreneurs

Passionate, creative Ambitious, innovative

Curious Open to new things, seeks out help and advice

Values relationships, Values teamwork, communication, a good net-

empathetic, loves to talk worker

Balances home and work Multi-tasks, delegates

responsibilities

Sharing, giving Committed to helping others succeed,

conscious of social responsibility

The combination of historical and contemporary women entrepreneur successes

and the entrepreneurial traits that women possess can only serve as further
inspiration and motivation for women with a vision to succeed.

BIBLIOGRAPHY

http://www.balajitelefilms.com

http://kapoorekta.com

http://www.forbes.com

116
http://www.india-forums.com

http://connect.in.com/

http://en.wikipedia.org

http://timesofindia.indiatimes.com

http://www.mapsofindia.com

http://www.pepsico.com/

http://www.thermaxindia.com/

http://www.biocon.com/

http://www.shahnaz.in

117