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Today's Quotes
Remember the difference between a boss and a leader; a boss says "Go!" - a leader says "Let's go!" ~E.M. Kelly

A chief is a man who assumes responsibility. He says "I was beaten," he does not say "My men were beaten." ~Antoine de Saint-Exupery

A leader leads by example, whether he intends to or not.

Leadership is action, not position. ~Donald H. McGannon

You can't lead anyone else further than you have gone yourself. ~Gene Mauch

The leadership instinct you are born with is the backbone. You develop the funny bone and the wishbone that go with it. ~Elaine Agather

You don't have to hold a position in order to be a leader. ~Anthony J. D'Angelo, The College Blue Book

Example is not the main thing in influencing others. It is the only thing. ~Albert Schweitzer

Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them. ~Robert Jarvik

You do not lead by hitting people over the head. That's assault, not leadership. ~Dwight D. Eisenhower

Nothing so conclusively proves a man's ability to lead others as what he does from day to day to lead himself. ~Thomas J. Watson

If two or three persons should come with a high spiritual aim and with great powers, the world would fall into their hands like a ripe peach. ~Ralph Waldo Emerson

A leader is a dealer in hope. ~Napoleon Bonaparte

Leaders don't create followers, they create more leaders. ~Tom Peters

One measure of leadership is the caliber of people who choose to follow you. ~Dennis A. Peer

A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit. ~John C. Maxwell

A leader is best When people barely know that he exists. ~Witter Bynner, The Way of Life According to Laotzu

The real leader has no need to lead - he is content to point the way. ~Henry Miller, The Wisdom of the Heart

If you wish a general to be beaten, send him a ream full of instructions; if you wish him to succeed, give him a destination, and bid him conquer. ~Augustus William Hare and Julius Charles Hare, Guesses at Truth, by Two Brothers, 1827

I am more afraid of an army of one hundred sheep led by a lion than an army of one hundred lions led by a sheep. ~Charles Maurice, Prince de Talleyrand-Périgord

A man is only a leader when a follower stands beside him. ~Mark Brouwer

I suppose that leadership at one time meant muscle; but today it means getting along with people. ~Indira Gandhi

Leaders need to be optimists. Their vision is beyond the present. ~Rudy Giuliani

A leader leads by example not by Force. ~Sun Tzu

A leader who doesn't hesitate before he sends his nation into battle is not fit to be a leader. ~Golda Meir

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it. ~Theodore Roosevelt

He led his regiment from behind - He found it less exciting. But when away his regiment ran, His place was at the fore, O. ~W.S. Gilbert

Leadership is based on a spiritual quality; the power to inspire, the power to inspire others to follow. ~Vince Lombardi

We have great managers who haven't spent a day in management school. Do we have great surgeons that haven't spent a day in surgical school? ~Henry Mintzberg

Every leader needs to look back once in a while to make sure he has followers. ~Author Unknown

The art of leadership is saying no, not yes. It is very easy to say yes. ~Tony Blair

Leadership: the art of getting someone else to do something you want done because he wants to do it. ~Dwight D. Eisenhower

When trouble arises and things look bad, there is always one individual who perceives a solution and is willing to take command. Very often, that person is crazy. ~Dave Barry, "Things That It Took Me 50 Years to Learn"

Authority without wisdom is like a heavy axe without an edge, fitter to bruise than polish. ~Anne Bradstreet

A leader has the vision and conviction that a dream can be achieved. He inspires the power and energy to get it done. ~Ralph Nader

Inside my empty bottle I was constructing a lighthouse while all the others were making ships. ~Charles Simic

Management is nothing more than motivating other people. ~Lee Iacocca

There go my people. I must find out where they are going so I can lead them. ~Alexandre Ledru-Rollin

I am not a labor leader. I don't want you to follow me or anyone else. If you are looking for a Moses to lead you out of the capitalist wilderness you will stay right where you are. I would not lead you into this promised land if I could, because if I could lead you in, someone else could lead you out. ~Eugene V. Debs

To lead the people, walk behind them. ~Lao-Tzu

Charlatanism of some degree is indispensable to effective leadership. ~Eric Hoffer

A chief is a man who assumes responsibility. He says "I was beaten," he does not say "My men were beaten." ~Antoine de Saint-Exupery

A leader leads by example, whether he intends to or not. ~Author Unknown

Leadership is action, not position. ~Donald H. McGannon

You can't lead anyone else further than you have gone yourself. ~Gene Mauch

The leadership instinct you are born with is the backbone. You develop the funny bone and the wishbone that go with it. ~Elaine Agather

You don't have to hold a position in order to be a leader. ~Anthony J. D'Angelo, The College Blue Book

Example is not the main thing in influencing others. It is the only thing. ~Albert Schweitzer

Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them. ~Robert Jarvik

You do not lead by hitting people over the head. That's assault, not leadership. ~Dwight D. Eisenhower

Nothing so conclusively proves a man's ability to lead others as what he does from day to day to lead himself. ~Thomas J. Watson

If two or three persons should come with a high spiritual aim and with great powers, the world would fall into their hands like a ripe peach. ~Ralph Waldo Emerson

A leader is a dealer in hope. ~Napoleon Bonaparte, attributed

Leaders don't create followers, they create more leaders. ~Tom Peters

One measure of leadership is the caliber of people who choose to follow you. ~Dennis A. Peer

A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit. ~John C. Maxwell

A leader is best When people barely know that he exists. ~Witter Bynner, The Way of Life According to Laotzu

The real leader has no need to lead - he is content to point the way. ~Henry Miller, The Wisdom of the Heart

If you wish a general to be beaten, send him a ream full of instructions; if you wish him to succeed, give him a destination, and bid him conquer. ~Augustus William Hare and Julius Charles Hare, Guesses at Truth, by Two Brothers, 1827

I am more afraid of an army of one hundred sheep led by a lion than an army of one hundred lions led by a sheep. ~Charles Maurice, Prince de Talleyrand-Périgord

A man is only a leader when a follower stands beside him. ~Mark Brouwer

I suppose that leadership at one time meant muscle; but today it means getting along with people. ~Indira Gandhi

Leaders need to be optimists. Their vision is beyond the present. ~Rudy Giuliani

A leader leads by example not by Force. ~Sun Tzu

A leader who doesn't hesitate before he sends his nation into battle is not fit to be a leader. ~Golda Meir

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it. ~Theodore Roosevelt

He led his regiment from behind - He found it less exciting. But when away his regiment ran, His place was at the fore, O. ~W.S. Gilbert

Leadership is based on a spiritual quality; the power to inspire, the power to inspire others to follow. ~Vince Lombardi

We have great managers who haven't spent a day in management school. Do we have great surgeons that haven't spent a day in surgical school? ~Henry Mintzberg

Every leader needs to look back once in a while to make sure he has followers. ~Author Unknown

The art of leadership is saying no, not yes. It is very easy to say yes. ~Tony Blair

Leadership: the art of getting someone else to do something you want done because he wants to do it. ~Dwight D. Eisenhower

When trouble arises and things look bad, there is always one individual who perceives a solution and is willing to take command. Very often, that person is crazy. ~Dave Barry, "Things That It Took Me 50 Years to Learn"

Authority without wisdom is like a heavy axe without an edge, fitter to bruise than polish. ~Anne Bradstreet

A leader has the vision and conviction that a dream can be achieved. He inspires the power and energy to get it done. ~Ralph Nader

Inside my empty bottle I was constructing a lighthouse while all the others were making ships. ~Charles Simic

Management is nothing more than motivating other people. ~Lee Iacocca

There go my people. I must find out where they are going so I can lead them. ~Alexandre Ledru-Rollin

I am not a labor leader. I don't want you to follow me or anyone else. If you are looking for a Moses to lead you out of the capitalist wilderness you will stay right where you are. I would not lead you into this promised land if I could, because if I could lead you in, someone else could lead you out. ~Eugene V. Debs

To lead the people, walk behind them. ~Lao-Tzu

Charlatanism of some degree is indispensable to effective leadership. ~Eric Hoffer

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    Today's Thought- The Sobha Story
    Wednesday, December 31, 2008
    P N C Menon, chairman of the Rs 1,500-crore Sobha Developers Ltd, is one of the few dollar-billionaires in India. For the last two years, he has been listed in the Forbes list of billionaires (he is listed at number 754 in the last Forbes list of world’s billionaires).

    Menon set up his empire in the Sultanate of Oman with just Rs 50 in hand. Through sheer hard work and some wise decisions, he has become one of the most successful businessmen from India. Today, his company has a presence in India, Dubai, and Oman.

    Sobha Developers went public in November 2006. Today, more than 4,000 people are directly employed by Menon, in addition to the thousands more involved in the construction of his buildings.

    As he diversifies his activities as a businessman, he is also in the process of developing the village he belongs to by adopting the 3,000-odd families which are below the poverty line.

    At Vadakkancherry in Kerala, he has built a hermitage for old people and young widows, a school for children, and also a hospital for the villagers. He also runs the Sobha Tradesman Academy in Bangalore that trains people from economically backward villages in trades related to the construction industry.

    In this interview taken at the Sobha Hermitage at Vadakkancherry, Menon speaks of how important it is for him to take care of his fellow beings.

    Childhood in Kerala

    I am from an agricultural family in Palghat in Kerala. As my father was into small business in Thrissur, I grew up there. I lost my father when I was 10 years old, and my grandparents were not educated enough to take care of his business. My mother also was ill. So, everything disappeared in a short period of time.

    You can say I became an adult at the age of 10 or 12, and started taking decisions on my own from that age. It was a very unfortunate childhood; not a happy one at all.

    I did not complete my graduation; I dropped out. If you ask me why, I don’t know. Probably I was in a hurry to be on my own. Like many children who come from a business background, working for somebody else was not there in my mind.

    I started my own interior decoration business; small scale contract work of the interiors of houses and offices. It was nothing to write home about.


    Chance meeting with an Arab

    In 1976, I met this gentleman — Brig Gen Suleiman Al Adawy — in a hotel lobby in Kochi, quite accidentally. He had come to Kochi to buy a fishing boat. I had gone to the hotel for some other work. We happened to talk to each other, and after that, he said, Ours is a new country. There are a lot of opportunities. Why don’t you come over to my place? We will do something together?
    Till then, I had not even heard of a place called Sultanate of Oman. (I went back home, took an atlas and located the place!)


    In Oman, with Rs 50 in hand

    I decided to accept his invitation. I took my passport and within two months, I was ready to fly to the Sultanate of Oman. I had only Rs 50 in my hand as, at that time, you were permitted to take only that much money with you.

    Read More...


    WYD Team
    posted by Win Your Dreams @ 7:53 AM  
    Today's Thought- The Jet Story
    Tuesday, December 30, 2008
    Naresh Goyal had to walk for a few miles everyday to school as his parents could not afford a bicycle for him, and started his career as a cashier at his maternal uncle's company at a starting salary of Rs 300 a month.

    Today, the net worth of the Jet Airways promoter is over Rs 81 billion (Rs 8100 crore), which makes him the sixth richest Indian as per the Business Standard Billionaire Club.

    Goyal, however, hasn't forgotten his humble past. A reason why he remains modest and avoids the limelight. For e.g. minutes after announcing his decision to buy Air Sahara for Rs 2,225 crore (Rs 22.25 billion) - a deal, which gives him control over almost half of India's domestic aviation airspace - Goel refuses to give it much importance and said, "It's no big deal. I am neither happy nor excited. Such acquisitions have been the way of life in the west." The modesty has been interpreted in many ways. While his associates say it shows that the man has his feet firmly on the ground, others say it's his way of avoiding controversies.


    Which is understandable, as Goyal has had his share of questions raised about the origin of funds. More recently, the US government has been dragging its feet on giving Jet permission to fly to that country because of what it called the airline owner's questionable links. For the moment, however, the 56-year-old Goyal is on Cloud 9, and says he is "open to all new trends and will grab the opportunities coming his way."

    He has been doing precisely that ever since he got into the civil aviation industry 36 years back. He also has clear ideas about which way to go. For example, he thinks low cost airlines are just a myth in India.

    There is nothing to call low cost carriers in India because there is no alternate second airport such as in Europe or the US. All airlines are paying for the same fuel, navigation, landing charges, which add up to 80 per cent of the total cost. There is hardly anything you can do with the balance 20 per cent.

    Goyal holds a Bachelors of Commerce degree and after completing his education in 1967, joined the travel business as a general sales agent for Lebanese International Airlines.

    Subsequently, he was appointed the public relation manager of Iraqi Airways in 1969 and from 1971 to 1974 was the regional manager for ALIA, Royal Jordanian Airlines.

    During this period, he also worked with the Indian offices of Middle Eastern Airline, where he gained experience in various areas including ticketing, reservations and sales. He was, thereafter, appointed regional manager of Phillipine Airlines where he handled the commercial operations of the airline in India.

    He started on his own in 1974 by floating Jetair Private Ltd (then known as Jetair Transportation Private Ltd) to provide sales and marketing representation to foreign airlines in India. Shortly thereafter in 1975, he was appointed regional manager of Phillipine Airline in India.

    Finally, in 1992, he took the big step of setting up his airline - Jet Airways. A firm believer in numerology, Goyal is fond of number "5". People close to him say his decision to acquire Air Sahara was also taken on the 5th many months ago. In his free time, he loves watching Bollywood movies for their emotional and entertainment value. But the bigger reason, as he once said, is, you don't have to remember what you saw last time.

    WYD Team
    posted by Win Your Dreams @ 11:46 AM  
    Today's Thought- The Satellite Guy
    Monday, December 29, 2008
    Charlie Ergen made his first run on the satellite-television market in the '80s, and he did it by truck. Ergen, with his future wife Candy and a poker buddy, Jim DeFranco, drove one of their two satellite dishes to Colorado, hoping his fledgling service would score big in a land of tall mountains and bad TV reception. A stiff wind blew their trailer into a ditch, ruining the dish and leaving them with only one. As it turned out, one dish was enough. Ergen used it to build EchoStar, now the nation's second largest satellite-TV company.

    Ergen isn't hauling dishes anymore, but he is still the scrappiest guy in satellite TV. Last week he made a $32 billion all-stock bid for DirecTV, the largest satellite company in the U.S. The offer puts Ergen in an uphill battle against Australian-born media mogul Rupert Murdoch, who was on the brink of clinching his own deal for DirecTV. If Ergen outmaneuvers Murdoch in the battle that's likely to unfold in the next few weeks, he will control most of the nation's satellite sets. If he loses, the move--like a well-executed bluff--may still work to his advantage.

    DirecTV--owned by General Motors' Hughes Electronics Corp.--would be the missing piece of the planetary puzzle for Murdoch's News Corp. Its Sky Global Networks has 85 million subscribers spread across Europe, Asia and Latin America. DirecTV would deliver the U.S. in a bold way. The addition of DirecTV's 10 million households would make Murdoch No. 1 in satellite TV in the U.S., and No. 3 in pay TV, behind only AT&T's cable operations, with more than 14 million cable subscribers, and AOL Time Warner, with almost 13 million. (AOL Time Warner is the parent of TIME.)

    DirecTV has been an elusive prize for Murdoch. Hughes chairman Michael Smith long spurned his advances, an impediment that disappeared in May when Smith did: he was recently replaced by Harry Pearce, a top GM executive seen as sympathetic to Murdoch's bid. Just when the deal seemed imminent, though, Ergen made his play.

    Murdoch has several factors in his favor, beyond possibly friendly management at Hughes. With two deep-pocketed backers behind him, Microsoft and Liberty Cable's John Malone, Murdoch could hand over as much as $7 billion in cash. In mergers and acquisitions, cash is king. (Ergen has said he would consider adding some cash.) Most significant, there's considerable skepticism in the industry that antitrust regulators would let Ergen combine the nation's two largest satellite companies.

    But the wily Ergen, a Tennessee native and a onetime professional gambler, isn't giving up. His initial offer gave shareholders an 18% premium (that bonus decreased when EchoStar stock fell on the news), an amount that forced Hughes' management to take notice.

    And Ergen brushed aside antitrust concerns, arguing that the relevant market is not satellite TV but all of pay TV--including satellite and cable. EchoStar currently has 6 million subscribers (who pay between $21.99 and $69.99 a month in programming fees). If the deal were to go through, the new company's 16 million subscribers would be only slightly more than the customer base of No. 1 cable company AT&T.

    Even if Hughes' management would like Ergen to just go away, it has to proceed with caution. It is legally required to go with the highest bid, and at least four shareholder lawsuits have been filed charging that GM and Hughes failed to hold a fair auction. "Ergen's incredibly passionate about winning," says Jimmy Schaeffler, chairman of the Carmel Group, a media and technology research firm. "If people won't deal with him at the table one on one, they'll deal with him in front of their shareholders or in the courtroom."

    Ergen could win even if he loses. At the very least, his offer is likely to slow Murdoch's entry into the U.S. market, and it may force News Corp., already heavily indebted, to up its bid. There's still an outside chance Ergen could walk away with the big prize. The odds look long--but no longer than when he was down to his last satellite dish, fighting a blustery Colorado wind.


    WYD Team
    posted by Win Your Dreams @ 8:58 AM  
    Today's Thought-The Oberoi Story
    Saturday, December 27, 2008
    I was born on August 15, 1900 in a small village, Bhaun in district Jhelum, which now forms a part of Pakistan. The story of my life has been, in many ways, a dramatic one -- full of difficulties and hardships, in earlier days and later a spectacular rise to the position I now hold.

    But this was not achieved without incessant toil and a daily fight against tremendous odds. Yet it was a challenge to prove myself. When I look back to those days, as I sometimes do, in moments of leisure, I am thankful that I was able to accept this challenge and make good.
    These reflections also make me feel humble for I realise it was with God's help that I achieved what the world calls 'success.'

    My father, Shri A S Oberoi was a contractor in Peshawar, who died when I was only six months old. The family consisted of my mother and myself. My earlier days were spent in the little village of my birth. I began my education at the village school. Later, I was sent to the nearby town of Rawalpindi and enrolled in the DAV school from where I matriculated. After this I went to Lahore to join college and passed my Intermediate Examination. My studies were cut short as our already meagre finances began to dwindle. This was a moment of anxiety in my life as I realised that my qualifications would not get me a job.

    However, at the suggestion of a friend, I went to Amritsar, stayed with him and took a course in shorthand and typing. There was still no job for me on the horizon and I decided to get back to my village, where it would be easier to live than in a big city. There followed a point of waiting and frustration. My uncle helped me to get a job in the Lahore Shoe Factory. My work was to supervise the manufacture and sale of shoes.

    For a while, things looked brighter but the star of ill luck was still in the ascendant and soon the factory was closed down for lack of finances and I was compelled to return to my village.
    In India the importance attached to marriage is beyond all reason. Here I was penniless, jobless and almost friendless, but in spite of these very real disadvantages, my marriage was arranged with the daughter of Shri Ushnak Rai, who belonged to my village. I think my bright looks may have influenced my father-in-law. I like to think that in spite of other shortcomings I was a smart lad and he probably assessed that I would make good. The days immediately following my marriage were spent with my in-laws in Sargodha.

    On my return to Bhaun, a virulent plague epidemic had broken out. My mother told me that since I could not do any-thing to help in such a situation, I should go back to Sargodha and not risk my life. Plague, in those days was a terrible killer and people naturally dreaded an epidemic, which often wiped out villages. Sadly, I left full of apprehension about my future. In this mood of depression, I saw an advertisement in the local newspaper for the post of a junior clerk in a government office. With Rs 25 in my pocket, which my mother had given me, I left for Simla to appear for the examination.

    Unprepared as I was, I was unable to pass. This did not lessen my depression. My time was now spent walking around Simla and rambling in the countryside. Being the summer seat of the government of India, the town itself was full of high-ranking officers and members of the Viceroy's Council.But the hillsides, beyond officialdom were beautiful and there were many walks where one could be alone with one's thoughts. One day, as I was passing the Hotel Cecil, I suddenly had the urge to go in and try my luck. Those were the days when this hotel was one of India's leading hotels, high class and elegant. It was owned by the line of Associated Hotels of India.


    WYD Team
    posted by Win Your Dreams @ 1:27 PM  
    Today's Thought- The Hotmail Story
    Wednesday, December 24, 2008
    While internet businesses are slowly making their money today, it would be fascinating to know how the first web venture actually made this happen. Many of you who watched the dotcom boom would know how Sabeer Bhatia made riches by creating Hotmail.com. But for the benefit of the rest of us, Trans Indus Entrepreneurs Bangalore Chapter had organised an interactive session with the legend himself. He narrated the complete story of how he made it big in Silicon Valley.

    “After studying in Caltech, I wanted to continue with my PhD. But I was advised to bring in some diversity to my education and so I took up a course on business for electrical engineers in Stanford University. This was quite a momentous decision since it gave me an insight into entrepreneurship.

    So after I graduated I started searching for a job in the Silicon Valley and it was hard to get one due to the depression in 1991-92. Luckily I got a job with Apple Computers. So within 9 months of getting a good job I decided to leave because I had this opportunity to work on building a computer.

    But few years down the line the company lost steam and started floundering. During that time the internet was in its infancy and I heard some Marc Andreessen had created a web browser which could be used to access information on computers placed in different parts of the world.
    At this juncture I was completely taken in by the idea of internet. Prior to the internet, people had to write specific programs for each platform. But a web browser had the ability to work on any platform, be it a Unix, Macintosh or a PC. So I was sure that I wanted to do something on the net, I was wondering that it could be a web based database on the net accessible anywhere in the world. Then I wrote a business plan and gave it to my partner Jack Smith.


    While Jack and me were working on the idea of web based database, our company put a firewall in the corporate intranet. Since we couldn’t exchange mails, we had to work with floppies and pieces of paper. Then we thought of putting this database on some remote server so that both of us could access it anytime anywhere. Then we thought why only documents on servers, why not have a private email… so that was the genesis of the idea and we started looking for finance.
    Convincing the VCs


    I started wearing formal suits and learnt how to present my idea in a convincing manner. Those days the market was filled with venture capitalists and lot of them were pseudo, just waiting to steal ideas. We had to use our web based database as a ploy before we showed them the Hotmail idea. Nearly 19 of them turned me down saying I don’t have the experience, managerial skills nor am I trained in software design.

    Read More...

    WYD Team
    posted by Win Your Dreams @ 8:36 AM  
    Today's Thought-The Leela Story
    Tuesday, December 23, 2008
    Whether it's been tactical maneuvers on the war front or corporate strategies in the company boardroom, Captain CP Krishnan Nair (or Capt. Nair, as he is fondly addressed) believes that the key to success is to learn to do something right. Then do it right every time.

    It is a philosophy, which has underlined much of his life, at least from year 1950. "I was at a crossroad. On one hand was a promising career in the army - it was a profession I always wanted to grow in, and on the other my wife's insistence to do something for the upliftment of the handloom industry in which she was actively involved in. So taking courage I spoke to my senior. What he advised changed the course of my life. All he said was that in the army you can only reach to the highest rank but then what. In the road your wife has envisaged sky is the limit. So I made a promise to my wife that I will walk the unpredictable path she has foreseen and make it a success. And so it has been," he says.

    Though the initial years after his foray into the world of business were riddled with hardships, he was able to withstand them. "As a company we were able to contribute substantially to make handloom grow into a Rs 3 billion industry in the early 1960s. In fact the major impetus to the handloom industry came when the government, then led by Jawaharlal Nehru, heeded to a simple suggestion, I made on the behest of the All India Handloom Board of levying a 1 paisa cess to develop handloom. In one year, the government had accumulated over Rs 300 crore which was used to further fuel the growth of the handloom industry," he says.



    Just as handloom business was surging ahead, Capt. Nair, in the early 1960s, decided that he had had enough of success and money. His quest turned towards peace, tranquility and God and led him to Swami Sivananda in the Himalayas but the Swami advised Capt. Nair not to take up sanyas as that was not the chosen path for him. "He told me my calling was to serve people by shaping the fortunes and livelihood of innumerable people," states Capt. Nair.

    His return to business proved even more successful. After consolidating in India, Capt. Nair established his textile export business in '70s and started to supply to America and Europe. His company pioneered a unique form of textile manufacturing technique - 'Bleeding'. The export business flourished and then he suddenly veered tracks to enter an entirely new segment - hospitality.

    "Travelling has been my passion. I have been fortunate to stay in the best hotels in the world. I wondered whether it was possible to offer such hospitality with the essence of India. After much research in the industry and belief in the growth of the Indian hospitality industry, I made a decision to venture into this arena. From our first property in North Mumbai, where at that time no major hospitality player wanted to venture, we have carved a niche in India's hospitality sector. Currently, we have three hotels in Mumbai, Bangalore and Goa, and few in the pipeline in Chennai, Udaipur, Hyderabad and Delhi as well as internationally in Malaysia and Doha," informs Capt. Nair.

    Read More...

    WYD Team
    posted by Win Your Dreams @ 8:17 AM  
    Today’s Thought-The Wal-Mart Story
    Monday, December 22, 2008
    Sam Walton was the founder of Sam's Club and Wal-Mart, one of the world's largest general retail chain stores. By 2001, Wal-Mart had over 4500 stores worldwide.

    Sam Walton was born on March 29, 1918 in Kingfisher, Oklahoma to Thomas Gibson Walton, a farmer, and Nancy Lee Walton. In 1923, Walton's father determined that their farm did not provide enough income on which to raise a family and decided to move the family to Missouri to become a mortgage banker, his previous profession. The Walton family moved from town to town with Walton's father, but young Sam Walton still remained focused on his studies and sports.


    After graduating high school, Walton pursued a higher education at the Univeristy of Missouri-Columbia in hopes of finding a career that would help support his family. During his time at the university, Walton was an officer with the ROTC unit, worked odd jobs to help feed and support himself, and joined various prestigious fraternities such as Zeta Phi, Beta Theta Pi, and Alpha Kappa Psi. He graduated with a degree in economics and was known as an honorable, scholarly student.


    Walton left the military in 1945 and decided he wanted to open his own department stores. Instead of starting with ones that would compete with his former employer, Walton chose to focus on variety stores. His father-in-law loaned him the initial $20,000 to help him start his first store, a Ben Franklin franchise variety store, in Arkansas.


    Sam Walton wanted to focus on providing a wide range of goods at discounted prices to the consumer and keep his stores open longer than his competitors, even during the Christmas season. His lower-priced strategies allowed him to drive up sales and negotiate lower prices on purchases with his wholesalers. A combination of his location and price strategies made him a top seller in the chain in the six-state region of the franchise market.

    Higher rent and unfair lease negotiations eventually forced Sam Walton to open his own store in Bentonville, Arkansas called "Walton's Five and Dime" and sell off his inventory and franchise location to the location's owner, instead. In Bentonville, Walton continued to provide low prices and long hours while subsequently participating in community activities such as the Rotary Club and Chamber of Commerce. He continued to open new stores and offered the managers to become involved in the business from an investment perspective. By 1962 Walton and his brother Bud owned a total of sixteen stores in Kansas, Missouri, and Arkansas, most of which still functioned under the brand of Ben Franklin.

    Walton is best known for starting the chain "Wal-Mart" which first opened in 1962 in Bentonville, Arkansas. He transferred his philosophies from his Ben Franklin stores to his own brand stores in the process and worked hard to help bring a large variety of products and low prices to his consumers throughout his career. Walton remained dedicated to keeping Wal-Mart involved in local activities by allowing charities to hold bake sales on his property as well as providing scholarships to high school graduates from local schools.

    As a result of his accomplishments, Sam Walton eventually received the Presidential Medal of Freedom from George H. W. Bush in 1992. Walton also reached the ranks of the richest man in the U.S. From 1985 until 1988. Walton passed away on April 6, 1992 and left his business to his wife and children who became the primary shareholders of the company.



    WYD Team


    posted by Win Your Dreams @ 8:49 AM  
    Today's Thought- The Infosys Story
    Friday, December 19, 2008
    CEO and Managing Director of the Infosys; Conferred the Padma Bhushan in 2006.

    Nandan Nilekani is the CEO and managing director of the Infosys. Along with Narayan Murthy, he was one of the co-founders of Infosys. He has served as a director on the company's board since its inception in 1981. Before assuming the post of CEO in March 2002, Nandan Nilekani held the post of Managing Director, President and Chief Operating Officer.

    Nandan Nilekani was born in Bangalore. His father Mohan Nilekani was a manager in Minerva Mills. Nandan Nilekani had his initial schooling in Bangalore. Due to his father's transferable job Nandan moved to his uncle's place at Dharwad at the age of 12. This taught Nandan Nilekani to be independent. In 1973, at the age of 18, Nandan Nilekani got admission in IIT Mumbai.

    The stint at IIT Mumbai transformed Nandan Nilekani from a small town boy to a confident mature man. The lessons he learnt here-meritocracy; the ability to work as part of a team; hard work; and the importance of giving back to the society-have stood him in good stead.After graduating in electrical engineering from IIT Mumbai in 1978, Nandan Nilekani joined Patni Computers. Here he worked under Narayan Murthy.

    Three years later in 1981, Nandan Nilekani along with Narayan Murthy and five other co-founders founded Infosys. While Narayan Murthy stayed in India, Nandan Nilekani shifted to the US to take care of Infosys' interests there. He was the company's marketing face.In 1980s and 90s Nandan Nilekani and his team worked hard to build Infosys. Today Infosys' success story has become a legend in India's corporate history.

    Today, Infosys has an employee strength of 58,000, annual revenue of $2 billion and $21 billion capitalization.Nandan Nilekani is recipient of several honors and awards. In January 2006, Nandan became one of the youngest entrepreneurs to join 20 global leaders on the prestigious World Economic Forum (WEF) Foundation Board.

    He figures among one of the 100 most influential people in the world by Time Magazine, 2006. In 2005 he was awarded the prestigious Joseph Schumpeter prize for innovative services in field of economy, economic sciences and politics. In 2006, Nandan Nilekani was conferred the Padma Bhushan, one of the highest civilian honors of India.


    WYD Team
    posted by Win Your Dreams @ 8:03 AM  
    Today's Thought- Weaving the Web
    Thursday, December 18, 2008
    Father of World Wide Web

    Timothy Berners-Lee was born in London, England. His mathematician parents, who had worked on the revolutionary Mark I computer, frequently discussed mathematics at home, and encouraged Timothy's scientific interests. From an early age, he was fascinated by both mathematics and electronics. As a schoolboy, he closely followed the emerging field of transistor technology and built electronic devices to control his model trains.

    As a physics student at Oxford, Berners-Lee continued to tinker with electronic devices. In his spare time, he painstakingly soldered together his own computer terminal from a discarded calculator, broken television sets and a car battery. His unauthorized use of the nuclear physics laboratory's mainframe led to his being barred from the system. He had already begun devising his own computer languages, and after graduating with a degree in physics in 1976, he found his services as a computer programmer in immediate demand.

    After graduation, Berners-Lee worked for two years with Plessey Telecommunications, one of Britain's major telecommunications firms. Berners-Lee's work there included the refinement of bar code technology. The following two years were spent with D.G. Nash Ltd., where he designed typesetting software and a multi-tasking operating system. After working for Nash, Berners-Lee was ready to try his wings as a freelance consultant software engineer, a period that culminated in a six-month stint at CERN, the European particle physics laboratory in Geneva, Switzerland.

    At CERN, Berners-Lee was faced with the daunting task of correlating the sprawling body of research carried out by separate teams, all documenting their work on disparate, incompatible systems. For his own convenience, he devised a software application he called Enquire, based on the concept of "hypertext," which allowed him to link documents on the basis of single-word associations, rather than through the branching hierarchies of existing systems. Berners-Lee urged his associates at CERN to try Enquire, but found few takers.

    When his assignment at CERN ended in 1981, Berners-Lee took a job at Image Computer Systems, developing graphics and communications software and a generic macro language. Although CERN had abandoned Berners-Lee's Enquire program, the young software engineer had made a lasting impression, and in 1984 CERN offered him a fellowship to work on distributed real-time systems for data acquisition and system control.

    Read More...

    WYD Team





    posted by Win Your Dreams @ 9:30 AM  
    Today's Thought- The Costco Story
    Wednesday, December 17, 2008
    James Sinegal cofounded Costco Wholesale Corporation in 1983. During his tenure as president and chief executive officer Costco became the top warehouse-club retailer in the nation, with more than four hundred stores in the United States and abroad, amassing $40 billion in sales in 2003 alone. Known as much for his voluntarily low salary as for his insistence that adequate employee compensation was good for business, Sinegal was a controversial figure among some investors and analysts.

    Learning a Business Philosophy
    Raised in a working-class Catholic family, Sinegal once dreamed of going to medical school. Although his test scores were good, his high-school grades were mediocre; he was advised to attend San Diego Junior College, where he earned an associate's degree. Later, while working his way through San Diego State University, Sinegal discovered his true vocation: retailing. He started at the discount chain Fed-Mart as a bagger in 1954; when he received a promotion, he discontinued his studies. Under the tutelage of the Fed-Mart head Sol Price, Sinegal rose through the company ranks, eventually holding the position of executive vice president.

    He credited Price with teaching him not only the basics of retailing but also the importance of establishing relationships with customers based on trust. In an interview with Fortune, Price recalled, "We tried to look at everything from the standpoint of, is it really being honest with the customer?" (November 24, 2003). Price's other business principles had a clear influence on the culture Sinegal would create at Costco: obeying the law, taking care of employees, and keeping inventory lean. In 1979 Sinegal moved to Sol Price's next venture, the membership-based warehouse chain Price Company, also known as Price Club. Price Club was initially conceived as a provider to small business owners, but membership was quickly extended to the general public. By 1982 the company had established 10 outlets and garnered sales of $366 million.

    High Quality and Low Prices

    In 1983 Sinegal left Price Company to found Costco Wholesale Corporation with fellow entrepreneur Jeffrey Brotman. The first Costco store opened in a Seattle warehouse; like Price Club the venture charged a small membership fee to its customers. In 1993, after 10 years of success, Costco acquired Price Company.

    An Open-Door Policy
    Sinegal's management style reflected his egalitarian business philosophy. Callers to the executive offices in Issaqua were surprised to find him answering his own phone. Cluttered and furnished with a second-hand desk and chair, his office was always open to staff who wished to stop in and talk. Sinegal felt that an open-door policy throughout Costco fostered more managerial accountability. He told Ethix magazine, "If warehouse managers know that their own regional bosses have open-door policies and will talk to any employees about their issues, then they are going to be a little faster to talk to the troubled employees themselves. They don't want the problems to come back to them through their bosses" (March 2003).

    Sinegal tried to personally visit every Costco warehouse at least once a year, ensuring that every company employee would in theory have a chance to talk to the CEO himself. At the same time Sinegal was not soft when it came to adherence to company performance benchmarks. He was known for running tough budget meetings, dressing down buyers and managers who failed to meet profit-margin goals.

    WYD Team
    posted by Win Your Dreams @ 7:53 AM  
    Today's Thought- The XEROX CEO
    Tuesday, December 16, 2008
    Anne M. Mulcahy is chairman of the board and chief executive officer of Xerox Corporation. She was named CEO of Xerox on August 1, 2001, and chairman on Jan. 1, 2002.

    Mulcahy most recently was president and chief operating officer of Xerox from May 2000 through July 2001. Prior to that, she was president of Xerox’s General Markets Operations, which created and sold products for reseller, dealer and retail channels.

    She began her Xerox career as a field sales representative in 1976 and assumed increasingly responsible sales and senior management positions. From 1992-1995, Mulcahy was vice president for human resources, responsible for compensation, benefits, human resource strategy, labor relations, management development and employee training.

    Mulcahy became chief staff officer in 1997 and corporate senior vice president in 1998. Prior to that, she served as vice president and staff officer for Customer Operations, covering South America and Central America, Europe, Asia and Africa.

    Mulcahy earned a bachelor of arts degree in English/journalism from Marymount College in Tarrytown, N.Y. In addition to the Xerox board, she is a board director of Catalyst, Citigroup Inc., Fuji Xerox Company, Ltd., Target Corporation, The Washington Post Company, and is the chairman of the corporate governance task force of the Business Roundtable.

    Mulcahy's advice for other companies facing massive problems, particularly during the current financial crisis? "Do not defend yourself against the inevitable." In other words, face reality and get your team aligned with the new vision that will result in reinvention.

    To that she adds, "Focus on client service instead of financial engineering." It's too bad that failed financial firms like Lehman, Bear Stearns, AIG, and Wachovia didn't listen to her counsel. Actually, one troubled financial giant is listening: Mulcahy left the board of Fannie Mae four years ago to join the board of Citigroup, where she is offering advice to its new CEO, Vikram Pandit.

    Learning her lessons well from the previous debacle, Mulcahy is once again transforming Xerox—the plain paper copier company. Her new vision? She wants to eliminate paper in the office altogether and become the company that manages digital content.

    Career: Xerox, 1976–1991, field sales representative; 1992–1995, vice president, human resources; 1996–1997, vice president and staff officer, customer operations worldwide; 1998, senior vice president and chief staff officer; 1999–2000, president, general markets operations; 2000–2001, president and chief operating officer; 2001–2002, president and chief executive officer; 2002–, chairman and chief executive...

    WYD Team
    posted by Win Your Dreams @ 7:57 AM  
    Today's Thought- A Mexican Success Story
    Monday, December 15, 2008
    Carlos Slim Helu is a Mexican entrepreneur and businessman involved in a varied group of companies that include telecommunications, retail, banking and insurance, technology, and auto parts manufacturing businesses. He is the wealthiest Mexican man, the richest Latin American, and one of the top ten richest men in the world.

    Carlos Slim Helú was born on the 28th of January, 1940 in Mexico City. His father Yusef Salim Haddad and mother Linda Helu were of Lebanese decent. Carlos was the 5th of 6 children. He studied engineering at the Universidad Nacional Autonoma de Mexico.
    The financial success that Slim Helu has achieved has been from finding undervalued companies and making them profitable.


    Telefonos de Mexico (Telmex) was acquired during a privatization period in 1990 of the Mexican government. Carlos was criticized for raising phone call costs soon after purchasing the business, but he went on to improve phone services in Mexico with the company offering local and long distance calls, mobile phone services, Internet services, and a telephone directory.

    "It's not a question of arriving and putting in a whole new administration, but instead, arriving and "compacting" things as much as possible, reducing management layers. We want as few management layers as possible, so that executives are very close to the operations. We also don't believe in having big corporate infrastructures." Carlos Slim Helu

    Carlos Slim Helu has been referred to as the "Warren Buffett of Latin America", but he thinks of himself as an operator of companies, rather than just an investor (like Buffett).

    Even though he has admitted to having very poor computer skills, he sees the Internet and technology as a major growth area in his group of businesses. He owns the largest Internet Service Provider (ISP) in Mexico and had one of the largest in the United States of America with his acquisition of Prodigy. Slim also owns the major computer retailer CompUSA, with more than 200 retail stores throughout the USA and Puerto Rico.

    "Technology is going to transform people's lives and society everywhere in the world. My main task is to understand what's going on and try to see where we can fit in." Carlos Slim Helu

    In 2005 Forbes business magazine estimated Carlos Slim Helu's net worth to be $23.8 billion American dollars, making him the 4th richest person in the world.

    In 2006 Carlos Slim Helu was ranked as the third richest man in the world with an estimated $30 billion in assets.

    In 2007 the Mexican billionaire remained in third position but increased his wealth dramatically to an estimated $49 billion.


    WYD Team

    posted by Win Your Dreams @ 7:57 AM  
    Today's Thought- The Bharti Story
    Saturday, December 13, 2008
    Chairman and Managing Director of Bharti Group, India's largest GSM-based mobile phone service provider; IT Man of the Year Award 2002 from Dataquest and CEO Of the Year, 2002 Award from World HRD Congress.Sunil Mittal can be called as originator of cellular phone revolution in India.

    He is the founder, Chairman and Managing Director of Bharti Group and runs India's largest GSM-based mobile phone service. Sunil Bharti Mittal's father was an M.P. Sunil did not followed his father's footsteps. After graduating from Punjab University in 1970s, he set up a small bicycle business in Ludhiana in partnership with his friend.

    By 1979, Sunil Mittal realized that his ambitions could not be fulfilled in Ludhiana, so he moved out to Mumbai from Ludhiana. He spent a few years in Mumbai and in 1982, Sunil Mittal started a full-fledged business selling portable generators imported from Japan. This gave him a chance to acquaint himself with the nitty-gritty's of marketing and advertising.

    His business was running smoothly but later on the government banned the import of generators as two Indian companies were awarded licenses to manufacture generators locally.In 1986, Sunil Bharti Mittal incorporated Bharti Telecom Limited (BTL) and entered into a technical tie up with Siemens AG of Germany for manufacture of electronic push button phones.

    Gradually he expanded his business and by early 1990s, Sunil Mittal was making fax machines, cordless phones and other telecom gear. In 1992, when the Indian government was awarding licenses for mobile phone services for the first time, Sunil Mittal clinched Delhi cellular license in collaboration with French telecom group Vivendi. In 1995, Sunil Mittal founded Bharti Cellular Limited (BCL) to offer cellular services under the brand name AirTel.

    Soon, Bharti became the first telecom company to cross the 2-million mobile subscriber mark. Bharti Cellular Limited also rolled out India's first private national as well as international long-distance service under the brand name IndiaOne. In 2001, BCL entered into a joint venture with Singapore Telecom International for a $650-million submarine cable project, India's first ever undersea cable link connecting Chennai in India and Singapore.


    Today, Sunil Mittal runs a successful empire with a market capitalization of approximately $ 2 billion and employing over 5,000 people. He has been honored with several awards. Sunil Bharti Mittal was chosen as one of the top entrepreneurs in the world for the year 2000 and amongst 'Stars Of Asia', by 'Business Week'. He also received IT Man of the Year Award 2002 from Dataquest and CEO Of the Year, 2002 Award (World HRD Congress).

    WYD Team

    posted by Win Your Dreams @ 11:51 AM  
    Today's Thought- The Bell Story
    Friday, December 12, 2008

    Jeong Kim
    President of Bell Labs



    Jeong Kim was born in Seoul, South Korea. His parents divorced when he was very young and he was raised by his father and stepmother. At age 14, he emigrated with his family to the United States. He entered school in Anne Arundel County, Maryland, speaking almost no English. Although a good student, he quarreled with his father and left home at age 16. He worked the night shift at a convenience store to support himself while he finished school and won a scholarship to study electrical engineering at Johns Hopkins University in Baltimore.

    Kim earned his bachelor's degree in only three years. While still a student, he became excited by the possibilities of the computer revolution and began to work for a start-up company called Digitus. Kim quickly became a partner in the company and believed he was well on his way to making his first million in the computer business when, upon graduation, he left the company to join the U.S. Navy. He believed it was time to repay his adopted country for the opportunities it had already given him.

    Jeong Kim spent seven years as an officer on a nuclear submarine and watched from the sidelines while the company he helped build fell victim to the accelerating consolidation of the computer industry. While still in the Navy, Kim took the opportunity to earn an additional graduate degree in management. Kim resolved that on leaving the Navy he would start his own business and avoid the mistakes he believed had been made by Digitus.

    Unable to obtain financing for his own start-up, Kim applied his naval background and worked as a contract engineer for AlliedSignal Inc. at the Naval Research Laboratory. At the same time, he earned a doctorate in engineering from the University of Maryland in only two years. At the Naval Research Laboratory, he became aware of the asynchronous transfer technology used to link different modes of electronic communication. He saw the need to bridge the gap between the integrated technology of the future and the many differing systems in use today. The military, for one, had a need to link its divergent systems of voice, video and electronic data transmission, especially from remote areas without existing communications infrastructure.

    Kim believed he had missed an opportunity to benefit from the computer revolution while he was in the Navy; he now saw a second opportunity to capitalize on the evolution of telecommunications. In 1992, he borrowed against his house and his credit cards to start Yurie Systems, Inc. His company soon became a world leader in advanced data transmission, one of the fastest-growing companies in America.

    In 1998, Jeong Kim reached an agreement to sell Yurie Systems to Lucent Technologies for over $1 billion. At age 37, Kim personally earned more than half a billion dollars from the deal. Kim, who had been accustomed to working 120-hour weeks when he was building his company, could not imagine retiring at this stage of his career, and went to work for Lucent running several divisions at once. He is now President of Bell Labs at Alcatel-Lucent. Jeong Kim makes his home with his wife and children in Potomac, Maryland.



    WYD Team

    posted by Win Your Dreams @ 7:54 AM  
    Today's Thought- The e-Bay Story
    Thursday, December 11, 2008

    Pierre Omidyar
    Founder and Chairman, eBay

    Pierre Omidyar was born in Paris, France. He moved to Maryland with his family when his physician father began his residency at Johns Hopkins University Medical Center. Pierre became fascinated with computers while still in high school and graduated from Tufts University in 1988 with a degree in Computer Science.

    After graduation he worked for Claris, a subsidiary of Apple Computer, developing software for the Macintosh. In 1991, he co-founded Ink Development Corp. with three friends. The company included an Internet shopping segment and was later renamed eShop Inc. Omidyar worked as a software engineer for eShop until the end of 1994, when he became a developer services engineer for General Magic, a mobile communication platform company. In 1996, eShop was sold to Microsoft, but Omidyar remained fascinated by the technical challenges of online commerce.

    While living and working in the San Francisco Bay Area, he met and became engaged to Pamela Wesley, a graduate student in biology who later embarked on a career as a management consultant. One night at dinner she mentioned an old hobby, collecting and trading Pez candy dispensers. The candy has been packaged for many years in a wide variety of colorful plastic dispensers, many of them modeled on classic cartoon characters. Although these nostalgic novelty items were collected and traded by a large community of enthusiasts across the United States, there was no facility for trading them in the Bay Area.

    Omidyar was intrigued by the technical problem of establishing an online venue for direct person-to-person auction of collectible items. He created a simple prototype on his personal web page, and launched an online service called Auction Web as a sole proprietorship on Labor Day weekend in 1995. The business exploded as correspondents began to register trade goods of an unimaginable variety.

    Omidyar incorporated the enterprise; the small fee he collected on each sale financed the expansion of the site. The revenue soon outstripped his salary at General Magic and Omidyar decided to dedicate his full attention to his new enterprise. Business expanded through word of mouth, and Auction Web added a Feedback Forum, allowing buyers and sellers to rate each other for honesty and reliability.
    Omidyar changed the company's name to eBay in 1997 and began to advertise the service aggressively. By the middle of that year, eBay was hosting nearly 800,000 auctions a day. By the time eBay went public in 1998, the site had more than a million registered users. By the end of the year, the value of Omidyar's personal stake in the company was nearly $3 billion. Pierre Omidyar has served as Chairman of the Board since its incorporation. At first he also served as Chief Financial Officer, President and CEO, but he relinquished these positions one by one, the last when he hired former Hasbro executive Margaret Whitman to serve as CEO in 1998.

    The rapid expansion of eBay's traffic did not come without growing pains. In 1999 the company suffered a number of service interruptions, one lasting 22 hours, but Omidyar moved quickly to regain the confidence of the site's customer base. The company made 10,000 phone calls to the site's top users to apologize for the interruption and assure them that everything possible would be done to keep the site up and running in the future. As other online ventures came and went, eBay has continued to grow and prosper.

    In 2003, eBay enjoyed sales of over $2 billion. As of this writing, eBay has more than 95 million registered users, selling more than 45,000 categories of merchandise. Through strategic acquisitions involving some buying and selling of its own, eBay is expanding in Europe and Asia, with particular emphasis on the world's two largest potential markets, China and India. Pierre and Pamela were married, and as the company continues to grow, they devote more of their resources to wide-ranging philanthropy.

    Pierre Omidyar serves on the Board of Trustees of Tufts University, The Santa Fe Institute and The Omidyar Foundation. Pierre and Pamela Omidyar have resolved to give away all but one percent of their fortune over the next 20 years. In November 2005, the Omidyars announced their gift of $100 million to endow the Omidyar-Tufts Microfinance Fund. As of this writing, this is the largest gift in the history of Tufts University, as well as the largest private allocation of capital to microfinance by any individual or family. The fund, to be administered by the Board of Trustees of Tufts University, will invest in international microfinance initiatives designed to empower people in developing countries to lift themselves out of poverty.
    WYD Team
    posted by Win Your Dreams @ 7:58 AM  
    Today's Thought- The AOL Story
    Wednesday, December 10, 2008
    Steve Case
    Co-Founder, America Online


    Stephen M. Case was born in Honolulu, Hawaii. His father was an attorney, his mother an elementary school teacher. The third of four children, young Steve showed an entrepreneurial bent from an early age. At six, he started a juice stand with his brother Daniel, using limes from their own back yard. The brothers shared a paper route, sold seeds and magazine subscriptions and started a mail order company they called Case Enterprises.

    After studying political science at Williams College, Steve Case worked for Procter and Gamble, then managed pizza development for Pepsi's Pizza Hut unit. While traveling for Pizza Hut, he spent many evenings amusing himself with a new gadget, the personal computer. After exploring one of the first online services, the Source, he became fascinated with the possibilities of the online world. His brother Daniel, who had become an investment banker, invited him to attend the 1983 Consumer Electronics show in Las Vegas, where he introduced him to the directors of Control Video, a struggling computer game company. Control Video offered Steve a job as a marketing assistant on the spot, and he jumped at the opportunity to pursue his vision of an interactive world of computer-based communication and entertainment.

    Control Video, based in Washington, D.C., was principally occupied with providing an online gaming service for Atari computer owners, but when Atari faltered, the service was no longer in demand and Control Video struggled to survive. As Control Video drastically reduced its staff, Case became the company's marketing director. With new CEO James Kimsey at the helm, Control Video made a deal to manage an online gaming service for Commodore computers. They managed to pay off the company's smaller creditors and offered the larger debt-holders a stake in the venture, renamed Quantum Computer Services in 1985.

    Case tirelessly sought new investors for the venture, and in 1987 landed a deal to provide custom online services for Apple Computers. Not long after, he made a similar deal with Tandy, but when Apple withdrew from the agreement in 1989 to manage its own online service, Case and Quantum were again faced with a crisis. Case believed the only solution was for Quantum to create its own branded online service that would be independent of any hardware manufacturer. The new service, which Case named America Online, made its national debut in 1989. Quantum Computer Services changed its name to America Online, Inc. in 1991.

    From the beginning Chairman Kimsey had groomed Steve Case to lead the company, in 1991, Kimsey named Case as his successor and the young marketing executive gradually took over AOL's day-to-day operations. In 1993 he took charge as CEO, while Kimsey stayed on as Chairman. In 1997 Kimsey retired and Steve Case assumed full duties as both Chairman and CEO

    Under Case's leadership, America Online led the industry in such areas as consumer privacy, integrating technology into schools and ensuring the safety of children on the Internet. Case had succeeded in making the personal computer, connected through the Internet, as much a part of the American home as television or the telephone. He quickly identified the next challenges, acquiring broadband access for his user base, and integrating the old media world of the film and music industries with the new media world of computers and the Internet.

    In addition to his far-flung business interests, Steve Case now devotes much of his energy to philanthropic activities. In the same year as the Time Warner merger, he teamed once again with his very first business partner, his brother Dan, to found Accelerate Brain Cancer Cure (ABC2), an organization that applies an entrepreneurial model to the funding of brain cancer research. Daniel Case succumbed to the disease in 2002, but Steve carries on their work, serving as Chairman of both ABC2 and The Case Foundation, a private family foundation he established with his wife Jean in 1997. Although he has made his home in the Washington, D.C. area for more than 20 years, he remains actively involved in the life of his home state, investing in enterprises that provide new operating models for agriculture and sustainable development in Hawaii


    WYD Team

    posted by Win Your Dreams @ 8:19 AM  
    Today's Thought- Father of Overnight Delivery Business
    Monday, December 8, 2008

    The FedEx Story
    Frederick W. Smith was born in Memphis, Tennessee. The Smiths were a well-to-do family, but Frederick's father died when he was only four, and the growing boy had to rely on his mother and uncles for guidance.


    While attending Yale University, Fred Smith wrote a paper on the need for reliable overnight delivery in a computerized information age. His professor found the premise improbable, and to the best of Smith's recollection, he only received a grade of C for this effort, but the idea remained with him.


    After graduation, Smith enlisted in the Marine Corps and served two tours of duty in Vietnam. As the Yale-educated son of an affluent family, Lt. Smith had some adjustments to make to the realities of war, but he cherished the advice given him by a veteran Marine sergeant: "There's only three things you gotta remember: shoot, move and communicate."


    While in the military, the young lieutenant observed military procurement and delivery procedures carefully, with an eye toward someday realizing his dream of a vast network dedicated to overnight commercial delivery. Smith got his chance when he left the service and started his express transport business in 1971. "I wanted to do something productive after blowing so many things up," he told an interviewer.


    The young entrepreneur raised $80 million to launch Federal Express, informally known as FedEx. The delivery service began modestly with small packages and documents. On the first night of operations, a fleet of 14 jets took off with 186 packages. In the first two years, the venture lost $27 million. In a short time, the company was on the verge of bankruptcy. It appeared that Smith had lost all of his investors' money, including the capital of his own brothers and sisters. But Smith succeeded in renegotiating his bank loans and was able to keep the company afloat.


    Unlike many entrepreneurs, Fred Smith is also a hands-on manager, who directs every facet of corporate strategy. He determined at the outset that FedEx was in the information business -- that knowledge about origin, present whereabouts, destination, estimated time of arrival, price and shipment cost of his cargo was as important as its prompt delivery.


    Another principle Smith applied at FedEx was to make sure every employee felt they could share in the success of the company. FedEx managers are carefully trained to ensure respect for all employees, and their performance is monitored. Mangers are evaluated annually by both bosses and workers to ensure good relations between all levels of the company. Smith believes that fair treatment instills company loyalty, and that company loyalty always pays off.
    Smith's professor at Yale may not have seen the need for overnight delivery, but today's business world depends on businesses like FedEx shipping all manner of goods around the globe quickly and reliably. Smith's fleet of MD11s and A300s circle the globe carrying all manner of goods: Maine lobsters, Japanese cherries, Hawaiian flowers, medicines, heart monitors, contact lenses, surgical scalpels, tennis shoes, circuit boards, fresh blood, tractor parts, auto bumpers, European fragrances, Swiss watch parts. As Smith says: "We are the clipper ships of the computer age."


    In 1997, Smith acquired the $2.7 billion Caliber System, whose trucking subsidiary RPS ranked second in ground shipments, exceeded only by UPS, the United Parcel Service. The RPS fleet of 13,500 trucks increased FedEx's profit margin, because ground fleets are cheaper to operate than airplanes. It also gave FedEx the extra muscle it needed to step into the breach when FedEx competitor UPS was immobilized by a strike later that year.


    Fred Smith's effort to instill company loyalty bore fruit. During the UPS strike, when FedEx was swamped with 800,000 extra packages a day, thousands of employees, many of whom had already worked a full day, voluntarily poured into the hubs a little before midnight to sort the mountain of extra packages. Smith publicly thanked them in 11 full-page newspaper ads; he also ordered special bonuses.


    When the strike was over and the smoke cleared, FedEx had pulled roughly two percentage points of market share away from UPS, increasing its share of the express transportation market to more than 43 percent. While UPS faces additional labor unrest among its pilots, FedEx pilots are among the best-compensated and most contented in the industry. The stock market responded to FedEx's gains. Over the course of the year, the company's share price rose by nearly 70 percent.


    Fred Smith has never allowed FedEx to rest on its laurels. Continuous improvement is one of his fundamental management principles. in the 1990s, the company installed computer terminals in the offices of over 100,000 customers and gave proprietary software to more than half a million more, enabling shippers to label their own packages. Today, more FedEx customers print their own labels directly from the FedEx web site. FedEx receives electronic notification to pick up the cargo, then ships and delivers. Competitors in the express delivery business are still rushing to catch up with FedEx's technological advances.


    In 2001, FedEx made an unprecedented deal with the United States Post Office, contracting to transport large mail shipments for the Post Office, while installing FedEx drop boxes in U.S. Post Offices. Three years after, FedEx also took on international express shipments for the Post Office. That same year, FedEx purchased the document services company Kinko's, renaming the business FedEx Kinko's Office and Print Center. At over 1,000 locations across the United States, customers can print, copy and bind their documents and dispatch them for overnight shipping from one convenient location.


    Today, FedEx Express is the world's leading express transportation provider. As of 2007, more than 290,000 FedEx team members worldwide were fielding a fleet of 672 aircraft and 75,000 other vehicles, delivering over 7.5 million packages every business day, to more than 220 countries and territories.


    Fred Smith amassed a vast personal fortune by enabling the world of business to deliver its goods quickly, anywhere in the world. Businesses seeking to reduce the costs of maintaining large inventory are increasingly adopting "just in time" delivery practices, increasing the demand for express services like FedEx. The rise of Internet commerce and the growth of the global economy are also contributing to the company's growth. FedEx has capitalized on both of these trends, with proprietary software for Internet catalogue service, and the completion of facilities in the Philippines, Taiwan and France. As of this writing, new hubs are under construction in Greensboro, North Carolina and in Guangzhou, China. Around the globe, communications and transport continue to develop along the lines undergraduate Fred Smith predicted in his term paper over 40 years ago.



    WYD Team
    posted by Win Your Dreams @ 7:52 AM  
    Today's Thought- KP Singh
    Saturday, December 6, 2008


    Recipient of the 'Delhi Ratna'
    Award for his valuable contribution to Delhi K.P. Singh is the Chairman of DLF Group and can be christened as the real estate baron of India.

    DLF
    has a strong le
    adership presence in Indian real estate industry and the company is credited with developing the modern township of Gurgaon. K.P. Singh (Kushal Pal Singh) was born on August 15, 1931 at Bulandshahar in Uttar Pradesh. After graduating in Science from Meerut College, he went to UK to study Aeronautical Engineering.

    While pursuing engineering in UK, K.P Singh was selected to the prestigious Indian Army, by British Officers Services Selection Board, UK. He joined the Indian Military Academy at Dehradun and was later on commissioned into The Deccan Horse-a renowned cavalry regiment of The Indian Army. In 1960, K.P. Singh joined American Universal Electric Company, a joint venture between Universal Electric Company of Owosso, Michigan and his family.


    Thereafter, K.P. Singh promoted another company, i.e. Willard India Limited in collaboration with ESB inc of Philadelphia for manufacturing automatic and industrial batteries in India and became its Managing Director. In 1979, K.P. Singh joined DLF Universal Limited.


    When American Universal Company merged with DLF Universal Limited, K.P. Singh became the Managing Director of the new company. K.P. Singh had the vision to buy land in Gurgaon, which was then a barren village on the outskirts of Delhi. He had the foresight to saw the untapped potential of the place and today Gurgaon is one of the real-estate hotspots of the country.

    Presently, DLF has 100 million square feet under development in residential, commercial and retail projects all over the country.Kushal Pal Singh also held a number of professional positions in India. He was the President of the ASSOCHAM (Associated Chamber of Commerce and Industry of India) and the PHD Chambers of Commerce & Industry. K.P. Singh is also the recipient of the 'Delhi Ratna' Award for his valuable contribution to Delhi.

    WYD Team


    The trees are God's great alphabet:
    With them He writes in shining
    greenAcross the world
    His thoughts serene.
    ~Leonora Speyer


    posted by Win Your Dreams @ 11:22 AM  
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