Self Acheivements(2)

8/3/2019 Self Acheivements(2)

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Brief on Self achievements duringdifferent phases in Rinder

(1997-till date)



Initial Phase of taking over the

company by overseas management Initially it was JV between Indian and European company , I was

appointed in Marketing by Indian company, just before JV tookplace for JV company.

Due to the difference of opinion between both managements, onexpansion plan & investments, one of the partner was to leave ,

but it was not clear that who will leave. European management was logical in approach , hence I decided

to support them .

While the dispute was “ON” , the expatriate (European in charge

of this JV) had to leave India overnight and I had to support himproviding all information/documents required for take overprocess for almost 2 months , which I did successfully .



Building customer confidence afterTake over

After we took over the JV, the important task was to build theconfidence in Indian customers mind as the Indian partner of JVwas very close to Indian customers ….

I took over this process along with our expatriate CEO andsuccessfully conveyed customers, our vision for future and

capabilities to full fill their requirements . The basic points for convincing them was, long term commitment

of company to work in Indian market , capabilities to build worldclass manufacturing facilities and providing latest technology atmoderate cost.



Constructing new plant

Once the customer gave us commitment to work with us in longterm , our first objective was to build a state of art of manufacturing plant ,as the existing plant (which we received as apart of breaking JV) was not up to then mark .

In 6 months we acquired land in Chakan near Pune (5 acres,

around 20,000 Sq mtrs) The design was done by our Spanish team and I was handling

supplier base for different functions like contractor , Architect ,and other service providers

The plant was ready in more or less 18 months .

I was given the complete responsibility of shifting most of ourexisting facilities to new plant, without disturbing supplies tocustomer and I could do it successfully with my team .



New Business and Team building

Once the plant was ready, I was on Task for getting morebusiness from existing customers and new business from potential

customers . This was the time when our CEO (who was Spanish) ,left the

group to form his own company in India and he took some key

people from our company along with him. Because of my results and recommendation from the existing CEO

I was promoted as CEO of the company along with the

responsibility to build a new team to take new challenges ,which I did successfully in 6-8 months .

From here, the growth of company has started not only because Itook over the company, but also because by this time our teamhas proved to our customers, that we could be best choice forthem for taking complete project from designing to manufacturing.



Getting Export Business

• As the challenges in Indian market were constantly dynamic , Iproposed management to start focusing also on export businessfrom Indian operations .

• To check our capabilities to cater export market our Managementin Europe has started buying some standard products from India

and we could successfully build the confidence .• From here our success story in Export market was started , in

2006 our export was around 5% of our sale which we could raiseit to 30% till 2009 .



Building another plant in North

Even though there was additional focus on export we did not losefocus on Indian market .

I proposed the management to build new plant in North of Indiafor catering Northern potential customers (the 60% of automotivebusiness in India is saturated in North)

With lot of discussions and meeting with customers, managementagreed to build new plant in North in year 2006 end .

I was completely responsible ,right from creating small team innorth ,searching land , Finalizing the designs , selecting agencies ,till the completion on construction and taking trial production in

2008 end . Now responsible for 2 plants in Pune and 1 plant in North



Top & Bottom Line improvement

In all this process of expanding with leaps and bounds , ourtop line has reached to the level of Rs.1.5 billion , whichwas around Rs.20 million , in 10 years.

When I took over the company , the bottom line was

almost like a NGO (no loss no profit). Today our bottom lineis in Double digit , even after supporting our European plantin different ways and also we managed additional

investments, thru internal accruals .



Key to Success

Even though the presentation is to elaborate self achievements ,the key success factor for growth of our group in India was also,excellent team work shown within the Indian organization andalso within the group .(As our Technical center is in Europe , theIndian operations has to be a good interface between Indiancustomers and Technical center , which is not possible without

good team work ) Understanding Indian/Asian customer needs and providing them

solutions thru European technology at moderate cost was/isalways a challenge and we succeeded in this area.

Investments in right kind of technologies , good supplier base ,young and dynamic team , following latest techniques in

manufacturing also played vital role in our success story .



Key issues faced

Heading MNC is always a big challenge compare to heading Indian /local organization , as there is always big cultural gap , whichcreated lot of difficulties in handling critical issues and also manytimes handling day today small issues .

Improving customer perception for getting the latest technology

product with some “Extra Delta “ cost is very difficult ,as customeralways demands Japanese technology, at German spped inChinese cost .

Competing with local competitors by following all business ethicsand principles is always a challenge to work with MNC .

Convincing MNC management for new investments based onfuture projections is very difficult , in today's volatile market.

Self Acheivements(2)

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