Inspiring Indian Business and a Business Tycoon

Many Indian Business leaders inspire and motivate young entrepreneurs in the country. It is important to aspire these business leaders, how they started their business and what are their decisions which made them successful and what they learnt and had their growth from their failures. One among them is Reliance Industries Limited.

Dhirubhai Ambani (28 December 1932 – 6 July 2002) was an Indian business tycoon who founded Reliance Industries. Ambani started his business in 1973 and took Reliance public in 1977 and was worth 25.6 billion dollar upon his death on 6 July 2002. In 2016, he was honoured with the Padma Vibhushan, India’s second highest civilian honour for his contributions to trade and industry.

Ambani lived in Europe and returned to India and started “Majin” in partnership with his Chambaklal Damani, who lived with him in Yemen. Majin was to import polyester yarn and export spices to Yemen. They set up their first office of the Reliance Commercial Corporation at the Narsinatha Street in Masjid Bunder. It was a small room with a telephone, one table and three chairs. Initially, they had two assistants to help them with their business. At the tiny office, he began to make a team that would stay with Reliance for years. They usually worked around the streets of Pydhonie.

During this period, Ambani and his family stayed in a two-bedroom apartment at the Jai Hind Estate in Bhuleshwar, Mumbai. In 1965, Champaklal Damani and Dhirubhai Ambani ended their partnership and Ambani started on his own. It is believed that both had different opinions and a different take on how to lead the business. While Damani was a cautious trader and did not believe in building yarn inventories, Ambani was a known risk-taker and believed in building inventories to increase profit. In 1966 he formed Reliance Commercial Corporation which later became Reliance Industries on 08 May 1973. He launched the brand ‘ Vimal ‘during this time which sold polyester materials for saris, shawls, suits and dresses.

Today the Reliance’s extensive marketing of the brand in the interiors of India made it a household name. Franchise retail outlets were started and they sold the “Only Vimal” brand of textiles. In the year 1975, a technical team from the World Bank visited the ‘Reliance Textiles’ Manufacturing unit. 

The company was co-founded by Dhirubhai Ambani and Champaklal Damani in 1960’s as Reliance Commercial Corporation. In 1965, the partnership ended and Dhirubhai continued the polyester business of the firm. In 1966, Reliance Textiles Engineers Pvt. Ltd. was incorporated in Maharashtra. It established a synthetic fabrics mill in the same year at Naroda in Gujarat. On 8 May 1973, it became Reliance Industries Limited. In 1975, the company expanded its business into textiles, with “Vimal” becoming its major brand in later years. The company held its Initial public offering (IPO) in 1977. The issue was over-subscribed by seven times. In 1979, a textiles company Sidhpur Mills was amalgamated with the company. In 1980, the company expanded its polyester yarn business by setting up a Polyester Filament Yarn Plant in Patalganga, Raigad, Maharashtra with a financial and technical collaboration with one of the American Company.

In 1985, the name of the company was changed from Reliance Textiles Industries Ltd. to Reliance Industries Ltd. During the years 1985 to 1992, the company expanded its installed capacity for producing polyester yarn by over 145,000 tonnes per annum. The Hazira petrochemical plant was commissioned in 1991–92.

In 1993, Reliance turned to the overseas capital markets for funds through a global depositary issue of Reliance Petroleum. In 1996, it became the first private sector company in India to be rated by international credit rating agencies. S&P(Standard and Poor) rated Reliance “BB+, stable outlook, constrained by the sovereign ceiling”. Moody’s rated “Baa3, Investment grade, constrained by the sovereign ceiling”.

In 1995/96, the company entered the telecom industry through a joint venture with NYNEX, USA and promoted Reliance Telecom Private Limited in India.

In 1998/99, RIL introduced packaged LPG in 15 kg cylinders under the brand name Reliance Gas. The years 1998–2000 saw the construction of the integrated petrochemical complex at Jamnagar in Gujarat, the largest refinery in the world.

 In 2001, Reliance Industries Ltd. and Reliance Petroleum Ltd. became India’s two largest companies in terms of all major financial parameters. In 2001–02, Reliance Petroleum was merged with Reliance Industries. In 2002, Reliance announced India’s biggest gas discovery at the Krishna Godavari basin, in nearly three decades and one of the largest gas discoveries in the world during 2002. The in-place volume of natural gas was in excess of 7 trillion cubic feet, equivalent to about 1.2 billion barrels of crude oil. This was the first ever discovery by an Indian private sector company.

In 2002–03, RIL purchased a majority stake in Indian Petrochemicals Corporation Ltd. (IPCL), India’s second largest petrochemicals company, from the government of India. IPCL was later merged with RIL in 2008.

In 2005 and 2006, the company reorganized its business by demerging its investments in power generation and distribution, financial services and telecommunication services into four separate entities.

In 2006, Reliance entered the organised retail market in India with the launch of its retail store format under the brand name of ‘Reliance Fresh’. By the end of 2008, Reliance retail had close to 600 stores across 57 cities in India.

In November 2009, Reliance Industries issued 1:1 bonus shares to its shareholders.

In 2010, Reliance entered the broadband services market with the acquisition of Infotel Broadband Services Limited, which was the only successful bidder for pan-India fourth-generation (4G) spectrum auction held by the government of India.

In the same year, Reliance and BP announced a partnership in the oil and gas business. BP took a 30 per cent stake in 23 oil and gas production sharing contracts that Reliance operates in India, including the KG-D6 block for $7.2 billion. Reliance also formed a 50:50 joint venture with BP for sourcing and marketing of gas in India. In 2017, RIL set up a joint venture with Russian Company Sibur for setting up a Butyl rubber plant in Jamnagar, Gujarat, to be operational by 2018.

Today, Reliance is a well-known company in India,  and led by his son Mukesh Ambani, the company operates a broad collection of businesses, each of which is growing at amazing rates. The company’s tagline is “Growth is Life,” and this is truly the way Reliance operates.

In 2019 the company generated $89 billion in revenues, a 44% increase from the prior year, with profits around $5.6 billion (13% year over year increase). If you look at analyst projections for the company, one expects the company to grow to $124 billion in revenue by 2024.  Well, the story of Reliance is the story of India: as the Indian economy evolves, Reliance is there to accelerate growth. In fact Reliance’s most exciting business, Jio (the 4G telecom company that provides an entire range of services for digital life), has the potential to be one of the largest telecommunications companies in the world. This is a company that thrives on smart ideas, bold stakes, and investment in people. And when all these three things come together well, we find a company with unstoppable power to grow.

The leadership team understands the need to build a flattened, highly empowered organization, and they have experimented with this year after year. Today, the Jio business has been designed around a “fractal” organization model – one which empowers thousands of local sales and service teams to reach into Indian markets with a “one-stop” service for all products.

As far as bold stakes, Reliance has built the world’s largest and most multi-functional refinery in the world. The company has dug a deepwater oil well, the first in India. And at the time Jio was conceived, built the largest 5G network in the world. These “big stakes” come from the Chairman and his leadership team, and they don’t just bet, they bet smart. They spend lots of time thinking, studying, and researching how to make these bets work, and then with engineering precision (the top executives are engineers) they launch, repeat, improve, and grow.

In the area of investments in people, Reliance takes every aspect of Human Resources and management seriously. While the company is a demanding, hard-working place, the leadership team is constantly looking at new approaches to pay, goal-setting, rewards, and benefits. Reliance has been implementing OKR’s (a form of goals), agile team-based management, and continuous learning.

“Our dreams have to be bigger, our ambition higher, our commitment deeper and our efforts greater. This is my dream for Reliance and for India” said Dhirubhai Ambani Dhirubhai. He built an empire that is rock solid and he will always remain an icon and inspirational business leader. He was a perfect combination of entrepreneurship and leadership. He started his business from a small textile mill and through his leadership skills he helped Reliance Industries to reach new heights. He had all the qualities of a good leader. Though he was not highly qualified, but the leadership skills for engaging employees were inbuilt in him. He was a natural leader. He had a great vision, mission, ambition, zeal and commitment. His sons, Mukesh Ambani and Anil Ambani, also exhibit the same qualities inherited by him.

There are many leadership qualities of Ambani which moves me. But some of them are his revolutionary ideas to change the future, silent kindness, believe in teamwork and calculated risk.

Dhirubhai Ambani believed in the concept that ‘more the supply, more will be the demand’. However, this also meant a huge investment. Inspite of the fact that this concept was based on years of observing and researching the market, it was his gut instinct and risk taking ability which took him where every entrepreneur dreams to be. When you take risk, and give your best there is always the best outcome of it.

One of the remarkable traits of Ambani was that whenever he helped someone, whether that was part of the business or it was a personal level, he never spoke about it to anyone. Many business leaders do philanthropy for the sake of public relations, but with Amabani as time passed people got to know and this helped to build confidence in anything related to him.

Innovation and moving from one level to an other and opening varieties of firm are crucial for any entrepreneur to nurture their business. But Ambani handlesd it well.  The hunger to change and expand made Dhirubhai Ambani grow shockingly. His efforts in various fields have not only benefitted him but also the nation and its people. A determined push for change can bring about positive developments not only in your business but for everyone connected to you as well.




Reliance, One Of The Largest Companies In India, Takes HR Very Seriously





What makes you a “Good Leader”?

As part of our Management studies, we watched “The Titans” and “Chak De India”. And both the movies are based on sports organisation and sports coach. As our professor tells us Sports Organisations are good case studies to analyse industrial management and leadership theories. Well, that is one commonality between these movies. Both the movies open many barriers for leadership’s management understanding the crisis of race, gender, religion, socio-political events, geographical boundaries, white supremacy, victim cards and more. 

The very first thing both movies show us is how can an organized leader keep the team, players and assistant coaches motivated and focused on the same goal. The first commitment is being the expert who everyone looks up for decisions. Being a good leader starts with setting and obeying rules and it is displayed through always attending practice, leading the team by example(probably by their own experiences), having a positive attitude and showing respect for the performance of his team, even when it’s far from being perfect. The evident difference in the movie are race and gender, also in the Titans, the coach having a family do make a lot of difference in Chak De India the coach being single, as they both have different challenges with their marital status. 

In Chak De India, I would like to pick one specific lesson which is

“Team objectives are greater”. In the movie, it begins from identifying as Indian Player rather than identifying from the which Indian State they represent. Individual goals and agendas are always counter-productive (as proved by the way two forward players try to become the highest goal-scorer at the cost of the team’s fortune). So it is important to have a Common Goal than Individual goals. In the movie, those who do not play for the common goal should be ruthlessly dealt with and kept out of the team. The way coach Kabir Khan orders players out of the team are notable. The movie emphasized that when you’re in a team, it is more important to look at the team’s goals than an individual’s personal objectives. We need to look beyond our individual goals to win as a team. 

In the Remembrance of Titans, it is interesting to analyse how it is important for a leader to recognise the difference in the group and manage them to target for solidarity. Like how Coach Boone managed the cultural and ethnic discrimination between the two camps, every good leader must recognize and manage the different expectations, beliefs and values of a team. He helps bring peace and resolves the conflicts with wisdom as they come by.

Whether it is a local or global organisation, every group will have socio-political differences. Because the organisation is made with people, and people come from diverse backgrounds and beliefs. As a leader, it is will be not his challenge it will be his duty how to break these diverse beliefs and motivate the team to work on a common goal. In the movies, as I could observe the race, gender, geographical background, social movements, religious ideologies, social stereotypes and so can be the toughest challenges to the leader. Because they are sensitive to manage, where the leader might cost his position for it. 

In Chakde Movie, when Kabir had to push his girls’ team more than they could do, the whole team turned against him to resign his job. Well, gender plays a huge role in this, as it is hot subject the male coach who is going to train te bunch of female players need to be careful. Fortunately, in the movie, there was a situation where team united to defend their team member from gundas, but if that wouldn’t have happened Kabir had to resign. In the Remembrance of Titans, it is about challenging the White Supremacy. The race is one of the socio-political sensitivity, indeed it is a big challenge to face hierarchal white power in the team, as well as the place he lived. 

Personally, if I have to categorise myself as a Democratic leader. As it sounds like I would prefer to make decisions based on the input of each team member. I believe each member of my team has an equal say on a common goal that we work on. But I have an adaptive personality, as I can change my leadership quality according to the people who I will work with and the situation I am in.
I have led teams many times in my life as chosen or by volunteering myself. A few months back at my college we had a digital pitch, and in the last minute, the team were collapsing with fights and facing differences and challenging each other. We were warned the day before to be disqualified if we continue so. Nobody was ready to talk to each other except me. I was a bridge for communication. So, I had to take responsibility and lead my team not to be the worst. I analysed each person’s strength and weaknesses and gave them tasks accordingly. I worked with each individual and motivated them to work on their given task. And, I had my post-presentation speech to the team, well we were imperfect but our diverse talents made us perfect. Though we didn’t win, at least the team become runers rather than breaking apart.

Also back in my Pre University College, I used to lead NSS camp. There were many situations where I have to manage the team to stay back on Saturday afternoons and work together. Also to lead them the NSS camp. I had to pull out some strategies to motivate them to actively participate in camp activities. And we had some successful camps and I had a bigger role supporting my teacher who was a new NSS officer of the college.

There are also some incidents in my personal life where I didn’t exhibit my leadership qualities. Sometimes as I volunteer myself to lead the team, even I have a chance I will not do so. Once in the dance & theatre project, I was working with I was the only one who came from` both the background. And the differences raised huge arguments between dancers and theatre artists, I didn’t want to take a chance as both parties were taking huge volume and I believed that I shouldn’t intervene. And, the consequences were so bad we had to compromise with certain defaults of the team and not to follow the structured system.

Personally, it will be my sister Diya Naidu. I always look at her as my ideal leader. Because of the way she leads the group as Choreographer and Event Curator I have witnessed her how she organise things. Though yes she becomes a bad person while it is creating, once it is executed she is admired and appreciated for her brilliance management skills. She is versatile with her nature, she knows how to be kind and lead her team with love, she also knows roar like a lion and commands the targets for the expected outcome. Also, she is well aware to be sovereign and kick people out when they are big trouble for a teams solidarity or outcome, but at the end, she is always respected for her tremendous personality as a leader. Additionally, she has her spiritual spell to manage her duties without any biases.


A Few Good Men – Movie Analysis based on management studies

A few Good men courtroom American 90’s movie is a good case study for understanding leadership and management system, and many other subjects. Also what pulls out in this movie is Tom Cruise and Demi Moore. And, the actors performances are noteworthy.

The movie is about the Military Court system’s case on the two marines in the trial claim that the Code Red was executed on direct orders from Colonel Jessep and Lieutenant Kendrick, which resulted in the death of Santiago.

It is up to JoAnne Galloway to defend the marines from a probable Court Marshal. She is joined by Lieutenant Daniel Kaffee and Lieutenant Sam Weinberg. Lt. Kaffee takes pride in being a Navy brat and playing softball, who cannot think without his bat. Also, he has to live up to Dad’s expectations. As the story unfolds, and the investigations go on, the day comes down right to the trial. Every person is called to Witness stand, the case seems to be losing out of Lt. Kaffee’s grip. But Kaffee finds out the right dice for the court Marshal. 

“We live in a world that has walls, and those walls have to be guarded by men with guns. You want me on that wall; you need me on that wall. We use words like honor, code, loyalty. We use these words as the backbone of a life spent defending something. You use them as a punch line. I have neither the time nor the inclination to explain myself to a man who rises and sleeps under the blanket of the very freedom that I provide and then questions the manner in which I provide it. I would rather you just said ”thank you” and went on your way. Otherwise I suggest you pick up a weapon and stand at post. Either way, I don’t give a damn.” – Col Jesseph, A few Good Men

There are many powerful dialogues told in this movie which gives an exposure to the various leadership roles and how is it wore and executed. In management, Efficiency is doing things right, while effectiveness is doing the right things. According to the system, we may lead the troop to achieve the targets, but it is also important to the system do not break the basic human rights and ethics. Col. Nathan Jessup was so focused on doing things right, right which is according to him and his structured system. But his system wasn’t doing the right things. Lt Kaffee was doing the right things but not things right in his profession. 

Some Leadership points to look into from “A Few Good Men”:

To stick with the basic morality: Know when to disobey orders that are illegal, immoral or when common sense dictates they are wrong. Someone in the chain of command should have stopped the “Code Red”. Every Officer in the chain of command made serious mistakes that directly and indirectly contributed to the incident. 

Understand your employee: Every NCO in the unit and all of the NCOs involved in the incident were on their first duty assignment. They may have been wearing NCO stripes, but they lacked fleet experience and were immature. All they knew of the Marine Corps was what they learned at boot camp and they saw at Marine Barracks.

Their Officers caused them to confuse loyalty to them with loyalty to the institution. The accused Marines believed they were doing the right thing. A Cpl, who was not involved, later told me he felt he had let his Marines down (some of his men had been accused). I thought he was going to say he should have attempted to stop them. Amazingly, he said he felt he should have been on the “Code Red” with them.

Employee’s welfare is as important as the Organisation’s welfare: Every Marine in your charge is your responsibility! Whether you personally like them or not, as a leader it is your professional responsibility to ensure their well being and safety. It is also your responsibility to help your Marines improve. The NCO creed clearly states that your Marines are a reflection of you. It may take days, weeks or months, but it is your responsibility to help them to become better Marines (and thus when they EAS better citizens). Not only was the “Code Red” illegal, but it was also a lazy excuse for leadership. By not preventing it, the Chain of Command ultimately failed those Marines who executed the “Code Red” as well. Their Officers failed every enlisted Marine involved in this incident. They had a responsibility to each Marine’s family to return them better than they found them.

The leader has to be loyal to their subordinates: Loyalty is a two-way street. You must be loyal to your subordinates as well. Everyone was loyal to their seniors, but who was loyal to their subordinates? The command climate was such that loyalty to the institution was completely replaced with loyalty to the individual. The Marines had been conditioned such that being loyal to their Officers superseded being loyal to the Marine Corps. To their Marines, it was the same.

Command Climate: It is every leader’s responsibility to establish a positive command climate. The climate at the Marine Barracks may have been fun, but it wasn’t positive. The Barracks CO created a horrible environment for his Marines and it cascaded down to the lowest level in the headquarters, supporting units and Rifle Security Company Windward RSC(W). RSCW was co-located on the same side of the base as the Barracks HQ.

It is worth noting that Rifle Security Company Leeward had no problems and continued to function as an extremely effective unit during this entire time. They were remotely located away from the Headquarters which is across the bay and had outstanding young officers who provided effective leadership in spite of the Commander.

The Officers bent and broke regulations without any thought about the example they were setting for their Marines. A climate of entitlement existed that was created by a combination of rank, personality, arrogance, or isolated location and the difficult mission. Their young and inexperienced Marines saw this and in turn emulated them. The enlisted Marines paid the price, but extremely poor leadership by their Officers established the conditions that caused this incident.

Conclusion: In any organisation, the management system has to bond with basic human ethics. And, it is the leader’s choice of how they lead their group members to do the right things within the system. But also, it is very hard to decide what decisions will be right or wrong? Is it humanity, or is it logicality which works? As a leader, it is his or her duty to analyse the situation and make the right decision which justifies the crisis on the welfare of the organisation as well as the employee. 


Reference: Los Angeles Fire Department Leadership Academy post.


The evolution of management thought in this world, and the symbiotic relationship business and management

Peter Drucker, Father of Management taught that management is a liberal art and is about much more than productivity. Understanding psychology, sociology, anthropology, science, religion, culture, the evolution of civilization and other subjects are important to know the philosophy of Management.

As Drucker says “Management is doing things right; leadership is doing the right things”, it is all about taking charge of everything in an organisation. The goal is to control what the leader believes in and accomplish the ideology and targets rightly. This was usually out of a desire for control or the belief that they were the only person who could accomplish a task correctly. Management is the tool needed to delegate tasks to empower the employees in an organisation.

Management is simply managing time and men(members of an organisation). Since the stone age, man has been managing the time and people to achieve goals. Management evolved as a science in the 20th century. 

Ancient India is known for its contribution to literature and philosophy. Arthashastra, written by Kautilya in the 4th century BC talks about the treatise on Economic Administration of the Kingdom. The book is guidance to learn the art of governance. This book consists of 15 chapters, 380 shlokas(ideologies) and 4968 sutras(solutions/policies for administration). This is the first-ever book written on Practice of Management. 

Kautilya who served as minister to the king Chandragupta Maurya, wrote this book for him and declared in its preface that it has been written as a guide for “those who govern”. Kautilya with his interest worked for the establishment and operation of the machinery through which the king maintains the integrity and solidarity of the State and to generates power.

The present day management, the importance of vision, mission and motivation was already captured in Arthashastra. Kautilya advises his swamy(king) to rule through Prabhu Shakti (vision), Mantra Shakti (mission) and Utsah Sahkti (motivation). Kautilya’s concept of the objectives of a king seems to be virtually adopted by Peter Drucker in his book, Managing For Results.

It is important to understand the evolution of management thought and the evolution of theories is essential. If you are familiar with them, including the development that brought about the current practices in business, then you will have a better understanding of management principles that can help you to manage people more effectively.

The evolution of management thought is a process that started in the early days of man. It began since the period man saw the need to live in groups. Leaders were able to organize the masses, share them into various groups. The sharing was done accord to the masses’ strength, mental capacities, and intelligence.

Culture in other hand plays a huge role in management. Features of culture are very important in formulating business strategies. It can be very high the expense of violating customs, rituals, tabuses, tastes and preferences, etc.. Culture performs functions of distinguishes between one organisation and another. It conveys a sense of identity for organisation members. It helps to build a sense of commitment in doing something nobler than one’s own interest. It enhances social system stability.

So culture acts like social glue that helps hold the organisation together by providing appropriate standards for behaviour of members of organisation.

The point is that since civilisation began, management has been practiced in one way or the other. If you want a good example where the principles of advance management were applied, consider organizing the old days of Roman Catholic Church, military forces and ancient Greece. These are all very good examples. But it has brought drastic change to the industrial revolution. And the need to establish a more systematic so formal philosophy of management immediately became a requirement.

Organizations were formed, and by many authors ‘ writings. Their writing-up consisted of ruling the realms and controlling the people. And these developed the literature that helped to develop the ideas about management. And the military, political and religious organizations have provided certain models of management. Sun Tzu’s book, for instance, “The Art of War,” was written in the 16th century BC. Sun was also a General of the Chinese army. The writings in Sun’s book have also been used for administrative purposes, however.

Management development started with humanity. And what we have today, ideas and theories of management are refined and improved. But it’s vital to know how that evolution came about. It will help improve one’s process awareness and use management concepts to strengthen the company effectively.










ಹೂವು ಮತ್ತು ಭಿದುರು – ೧ / Flowers and Fragility 1

ಪ್ರಣಯ ಕಣಗಳ ಪ್ರತಿ ಕ್ಷಣಗಳು
ಹುಣ್ಣಿಮೆಯ ಬೆಳಕಿನೊಳಗೆ ಅಣಗಿತ್ತು.
ಕಾಮ ಹಾಸಿಗೆಯಲ್ಲಿ ಚೆಲ್ಲಿದ
ಹೂಗಳ ಪರಿಮಳದಲ್ಲಿ ಗೆಲುವು ನಿನ್ನದದಾಗ,
ಅದೇ ಹೂಗಳ ಸುತ್ತಲಲ್ಲಿ ಚೆಲುವು ನನ್ನದಾಗಿತ್ತು.
ಈ ಚೆಲುವು ಗೆಲುವುಗಳಲ್ಲಿ
ಉಳಿದದ್ದು ನನ್ನ ಸ್ವಪ್ನರಾಗ,
ಕಳೆದದ್ದು ನಿನ್ನ ಅನುರಾಗ.
ಮತ್ತೆ ಹೂವು ಚೆಲ್ಲುವುದು,
ನಿತ್ಯ ಹೂವು ಬಾಡುವುದು,
ಭಿದುರುಗಳಲ್ಲಿ ಮತ್ತೆ ಮತ್ತೆ
ಅರಳುತಿದ್ದೆ ನಿನಗಾಗಿ ಆ
ಛಿದ್ರ ಕನಸುಗಳ ದಳಗಳಲ್ಲಿ…

– ನಿನ್ನವಳು (ಶಿಲೋಕ್ ಮುಕ್ಕಾಟಿ)


PC: Flowers and Fragility by Shiva Sharma

 Rocket Singh Salesman of the year – The social and psychological challenges of being a sales professional

Rocket Singh is a motivational movie to understand the social and psychological stand of the Sales world. The movie gives you an idea to understand customer behaviours in a competitive world and also as salesperson how to understand the customer an have a win-win situation. Whether it is a business or a life it is about what you give you will gain the same. There are a few examples from the movie to explain, which I will b elaborating below.

Picture Credits – Amazon.in
  • Your Values and Attitudes attract your business – In today’s world of competition, it is persuaded that bing manipulative a cunning will help your growth of the business. But it isn’t the truth. In the movie, the corrupt AYS company which was a decade old business firm had to see failure when Harpreet Sing’s built values, integrity and honesty approach of his Rocket sales company, which was months old firm. Money does not buy you everything, your values can buy you more than what money can buy you. 
  • It is important to keep your work environment happy and satisfied with your companies growth – The AYS company in the movie only focusing on customers joy but the Rocket Sales Company (RCS) focused on people who are part of the firm. Every individual was given the opportunity to opinionate and recognised and appraised. This approach led the people to own their responsibility for the companies growth. People in RCS were satisfied and happy to give their complete contribution to their assigned responsibilities. 
  • Keep your promises – to get your deals the business gives many promises, but later they fail to keep them. The RCS made the promises which were not made by any other companies. The customer services and lesser price quality products, and to keep up to their words which were given to their customers help them for higher demand. The greatest success in the business is always a satisfied customer. 
  • The risks that you take will surprise you – the very famous lines used many times in the movie was “Even Spider-Man takes the risk”. We all avoid taking risks and keep ourselves in a box to not to come out from our comfortable spas. This will not take you anywhere. All the characters who were part of RSC had to take a risk and be courageous and prepare for future consequences. Every success has its own hurdles, nothing easy smooth way, as you take a risk it will motivate to your growth. 

The movie tells you that business is not about numbers, it is about people. You need to understand and be empathetic. This approach is not only applied to your customers, but it also applies to the people who are part of your organisation. Every person in your organisation has its own potential with their social backgrounds. It is very important for you to recognise their abilities to give them the right opportunity. 


Social Life Has Changed with the advent of E and M-commerce?

In the present modern technological world, I live in two worlds. As I mostly have my urban lifestyle, I also live a rural lifestyle when I go back to Coorg. As much luxury, I live with my e & m-commerce, I also enjoy the social lifestyle I get in Coorg without them.

As a generation who was born without digital media and witnessed its raise along with my growth, I have witnessed and experience of e-commerce and m-commerce. We are so digitalised with our life events on social media, tweet our opinions, Instagramming our daily incidents, build our career brand on LinkedIn and so. Today the digital world has opened the platform for two-way communication, direct opinions on information and one on one marketing and everything runs fast and erases fast. As we are adapting busy lifestyles the digitalisation is evolving accordingly. It has its wast sociological effects on us.
Today with my urban lifestyles these mediums have been a great advantage for my fast-moving life. As a multi-task person, I manage many jobs and projects along with my academics. I hardly find time to go to the bank for any of my financial work. As an SBI consumer, it is hard for me to wait for hours with my token for any bank work. The online banking has made my life so easier with fast results with using my minimal time.

Even when I travel for my business work abroad, before I had to spend half a day to get my bank details for my VISA procedures. But now it is just five minutes work to download my statement over online and print them out wherever and whenever I want. Today I have become a cashless person as I am so used to Google Pay and PayTM where there is no risk of losing cash and so.

But, I cannot be dependent on this when I am in my hometown. Back in my village we hardly can access networks or the internet. Any of my financial work I had to go to the bank or post office. Regardless of time consumption, there is a lot where it leads to socialisation with the community. As it is a small community in a rural area, the banks and post offices also become a social gathering and community engagement.

I will not say that the urban area will not have these engagements, in urban set up you have various other ways for the socialisation. In a large community there a small community which has its own medium of social activities. As I found both interesting in its own ways, you need to adapt according to the evolution of technology, keeping in your mind that you should be aware of your psychological health.

Specifically focusing on E-Commerce I have a positive experience as I mentioned earlier, but I also experience the negative factors of it when the UPI of bank networks do not work it ends up with trouble. It is not always a reliable option. Regardless of this, I enjoy all the other factors of transaction timings, quick actions, and many more.