IIPM - ARTICLE AND PUBLICATION: March 2011

Monday, March 21, 2011

G. RAJENDRAN, MANAGING DIRECTOR, CRI PUMPS EXPLAINS THE ART OF IMPLEMENTING THE STRATEGIC BUSINESS STRATEGIES

Any first mover advantages over the years?
We have been unique in our approach and due to our group efforts and high level of teamwork; one reason why we haven’t face many insurmountable hurdles. The company was one of the first ones in India to come up with 100% stainless steel pumps. We compete with ourselves every time and try to learn newer techniques and implement them in our company. We are currently in a similar stage, where we are learning new methods to attain high level of efficiency.

What is that unique differentiating factor that makes CRI pumps stand out from the crowd?
We understand the needs of the farmers and hence have designed our product range accordingly. Our company has developed a high level of expertise in the business, which has helped us to overtake small problems easily. The use of these processes eventually results in providing the best product to the customer. We have our mark in the market and the customer is confident that the product will have a long life.

How do you plan to cope up with the competition that prevails in your industry?
We manufacture a wide range of pumps and we have 1000 variants of pumps in our portfolio. Moreover, from the agricultural sector we are moving towards urban areas. In the meantime, we have also introduced pumps which can be used in apartments and multi-storied buildings. We supply pumps for various states like Andhra Pradesh, Gujarat, to name a few. We work on a primary motive to fulfill the needs of the customers. We were certified with our first ISI certificate 30 years back; now, we have ISI certification even for international standards. Our aim doesn’t lie in the profits for the company alone; we equally focus on delivering best quality. Currently, we are producing 339 star rated pumps and hence, hold the position of market leaders in the segment. We are now shifting our administration from a family-backed to structured professional company and wish to function under the new talents as it is time for the next generation to take over.

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Source : IIPM Editorial, 2011.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Friday, March 18, 2011

HE IS ON A MISSION TO ERADICATE DIABETES WITH FENUGREEK AND MAKE FENFURO A GLOBAL BRAND. MEET PAWAN GOEL, CEO, FENFURO. BY AMIR MOIN

What would you like to say about you as a leader?
Human Resource is the most crucial asset that a company can have and I believe the same for my people. We are growing based on this principle.

How do you deal with various challenges that you face in a competitive environment?
We are in a business where we can not mess with quality. So for us the mantra is to keep a tab on quality and try to become cost effective.

What do you think is the most desired thing to create a great brand?
Consumer confidence in the product is the only way a company can create a great brand.

What do you think is the best way you could market your brand?
Use of the right kind of media vehicle, which would take our product to the right set of consumers, is the best way to market your product.

How do you manage your personal and family priorities?
I have good people taking care of my bread and butter. It is because of my people that I manage both my priorities so effortlessly.

Would you like to give some advice to the new generation?
Work Hard, be honest & have faith. If one can do this much, success will come searching for the person.

Do you believe in goals? Have you set any such goal for your business?
Yes, certainly. In short term, we are targeting a sizeable market share by 2015. And in long term I would love to establish the Fenfuro brand at an international level.

Wednesday, March 16, 2011

EYANTRA INDUSTRIES IN CONVERSATION WITH 4PS B&M

What makes you a strong contender?
A committed team of top notch professionals, a strong supply chain and the ‘Solution Architect’ philosophy we work on is gaining strong momentum. And we believe that the inflection point for our growth is not far away.

What challenges did you face as a brand leader?
As a brand leader, it has always been a constant journey of evolution. The path from the top is unknown and every customer of ours expects us to deliver the best every time; but the ecosystem around this industry still needs to be fully developed. There are challenges around logistics too.

What do you think this era is meant for – out of the box ideas or simplicity and direct messages?
Both. You need out of the box ideas to break the clutter and you also need simple and direct messages as we are living in an extremely over communicated society. eYantra does not make a distinction or sees them as opposite sides of the spectrum. For instance, we offer a water clock as an out of the box gifting idea and yet it is simple and direct. Our endeavour is to work closely with clients and design and develop customised solutions that meet their marketing or organisation needs. We give more weightage to the thought as thoughts shape opinions and lead to decisions.

What are the lessons a young leader like you should take from the past generation of CEOs?
Stick to the basics i.e. treat your employees well, offer value to your customers, respect your vendors and be a good corporate citizen. Success will automatically follow.

What does the Gen Y teach you?
Think innovation. Think energy. Think customisation. Think technology. Think Design.

What has been more challenging of all the jobs you do as a leader?
As a manager, the principal challenge was to influence and shape the thinking of the vendors as they were not used to any benchmarks or standards and quality. Delivery commitment was also not seen by most of them as an important requisite. As a leader, the principal challenge was to create an ecosystem of creativity and innovation in the workplace.

Where do you see eYantra five years from now?
We will be a 1,000 employee strong company and would still be maintaining the leadership position in the industry. We also aim at becoming a pan Asia player in the next five years with strategic partnerships in several Asian countries besides having strong sourcing offices in China and the Far East.