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Amarnani Nelly Emirates Golf Champion

Nelly Amarnani returned a fantastic performance of net 66 in the end-of-season finale to clinch the Emirates Golf Club’s Tournament of Champions.

In a day of low scoring over the Majlis course, it was Nelly who took top prize from Tony Hutchinson and Ed Hesson who both carded 68s.

Commencing his round on the seventh hole, Nelly got off to the perfect start with a birdie two on the 160-yard par 3, he followed that with pars on the difficult eighth and ninth.

A consistent round from then on, including a further birdie on the par-five 13th, paved the way for a superb victory.

The best gross of the day went to Joel Neale, who signed for a two-over-par 74.

It could have been a lot better for the Emirates Amateur Open Champion if he hadn’t suffered a quadruple bogey seven on his final hole, the par-three seventh.

 
 

Raheja’s & Crosswords

Raheja group may exit Crossword 

Eleven years after buying Crossword Bookstores, the K Raheja Group — the promoter of Shoppers Stop — is reviewing the future of the book retailing chain.

According to three people in the know, it is exploring various options, including alliances and joint ventures, and may even exit the business altogether. T

he group is being advised by investment bank Avendus.

Shoppers Stop Q4 net at Rs 7.7 cr –

Shoppers Stop sees Q2 same store sales up over 20% – Hypercity plans to open 3-5 malls in FY11 – Zoomin to open 25 retail stores in 2010 – Debenhams set to wear a new look – Shoppers Stop eyes home furnishing in small towns Formerly a division, Crossword Bookstores is now a wholly-owned subsidiary of Shoppers Stop, India’s leading department store chain. The holding company also acts as the master franchisee.

What started in Mumbai in 1992 as a chain of stores by serial entrepreneurs R Sriram and K Anita – whose focus was to encourage readers to drop by, browse and buy books – has now grown far bigger.

STORY SO FAR

1992:

R Sriram and K Anita launch a bookstore chain in Mumbai after stints in Landmark (1988) & launching Walden in Hyderabad (1990) * India Book House becomes initial investor

2000: Srirams arrange buyout of Crossword by Shoppers Stop for Rs 25 crore, continue as CEO & MD * ICICI Ventures picks up 49% in Crossword

2005: Shoppers completes Crossword acquisition, buys out ICICI Ventures 2006: Sriram steps down, floats consulting company

2010: From a division, Crossword Bookstores becomes a wholly-owned subsidiary of Shoppers Stop

2011: Avendus appointed to explore sale, alliance options It is today one of the country’s few profitable book and music chains.

It has 72 stores, both company-owned and franchisees, most of these in west and south India.

Crossword, according to sources, clocked Rs 150 crore revenue in 2010-11 and earnings before interest depreciation, tax and amortisation of Rs 5 crore in a landscape where online players such as Amazon and Kindle are as much a threat as other brick-and-mortar chains such as the Tatas’ Landmark and the Deccan Chronicle Group’s Odyssey. Shoppers Stop did not respond to Business Standard’s queries. B S Nagesh, vice-chairman and non-executive director, did not want to comment on operational issues as he was no longer manning the company’s day-to-day business. Mails to the company’s spokesperson did not get any response.

The company’s managing director, Govind Shrikhande, and chief financial officer, C B Navalkar, were travelling overseas and could not be contacted despite several attempts. Industry watchers and informed sources said most big retailers and peers would be keen to examine any opportunity to buy Crossword.

While the Tatas are the only mutli-brand big retailer with standalone bookstores, companies such as Reliance Retail, Future Group, Aditya Birla Retail and RPG’s Spencer could be potential suitors.

 
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Posted by on June 8, 2011 in Crossword, Raheja - Crossword

 

Hinduja Srichand. Sindhi Billionare

The patriarch and the chairman  (HINDUJA GROUP), 75-year-old Srichand Hinduja.
He is at the helm of the $23-billion group is in no mood to talk business .
Family :
The close-knit fab four , as the brothers are known , make it a point to spend as much time together during this time of the year . This is significant as each of them is spread across the globe taking care of the group’s diverse portfolio of businesses , spanning across sectors as varied as automobile , power , oil and banking besides others .
“For me the family comes first and then everything else, including business,” he says.
DOCTORATE for all 4 Brothers  ! Not me alone :
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He tell us about this one time when a University in the UK wanted to grant him a doctorate but he refused.The reason?
“I told them I will consider it only if all the four brothers get it. Everybody has contributed to the business , according to their age . I do not want any conflict in the family,” he says.
Startled by this, the University made changes and included the name of all the four brothers on the doctorate degree.
HISTORY:
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Founded in 1914 , by SP’s father Parmanand Deepchand Hinduja who came as a young entrepreneur from Shikarpur in the Sindh region to Mumbai , the Hinduja Group really cut their teeth in IRAN  in the late 1920 s.
SP credits his father’s perseverance and will power for the early gains in business .
The Hindujas , said to be very close to then Shah of Persia , remained there till 1979 . Though they still have some businesses there , the Islamic Revolution in Iran forced the group to move to  LONDON.
LONDON  is where SP , along with his brother Gopichand , established their father’s export business .
INDIA contributes just about 20- 25% of the group’s global revenues. But this is set to change. It’s looking to grow the India business with a focus on sectors like power, infrastructure , renewable energy and banking and insurance . In fact , the biggest push by far will be in the power space where the group expects to develop projects of a cumulative size of 10,000 mw over the next six years , with an expected investment of $ 12 billion .
The group plans to make an overall investment of $30 billion in India by 2014.Hinduja National Power Corporation (HNPCL):

_______________________________________________

Has restarted work on setting up the 1,040-MW Vizag power plant , which was originally conceived as a joint venture with National Power of UK in the 90 s and then shelved .
“We are also looking at acquisitions but would also grow through the greenfield route .” The group has 5 listed companies in India.One of the richest families of the UK.

RULES:
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A person not part of the immediate family is not allowed to spend a night in his house. They will be put up at the best of places outside though. His rationale is that vibrations are different as is the genetic make up of a family.
That’s not all, he is very high on hygiene and always travels with his own cook even if he has to stay in a hotel and would also carry his bed linen as far as possible .
SP says that these practices inside the home and outside have never really hurt the group’s business interests.
NEXT GEN:
_____________________________________________

Ambika Hinduja : who takes care of film production .

Dheeraj Hinduja: who is at the helm of Ashok Leyland along with the others , have been given the choice to pursue what they like, he emphasizes.
 

Raheja (Construction- India)

Chandru Raheja

Ashish Raheja

Ravi Raheja

Neel Raheja

GL Raheja

Bihari Raheja (Father of Rajan Raheja)

Rajan Raheja Born 1954

H&R Johnson Tiles

Prism Cement

Sonata Software

Supreme Industries

Hathway

Globus Stores

____________

Vijay Raheja

Ashish Raheja – Raheja Universal

Suresh Raheja- Raheja Univeral (Father of Ashish and Rahul)

Rahul Raheja – Raheja Universal

_____________________________

Chandru Raheja (Chairman- K Raheja)

Mr. Chandru L. Raheja, 65, LLB from National Law College (Mumbai University affiliate), oversees K Raheja Corp and has been engaged in real estate development for more than four decades.

Under his leadership, K Raheja Corp has built residences, commercial buildings and hotels throughout India.

His outlook led K Raheja Corp to develop Mindspace, and integrated self-contained township, at Malad, Mumbai. Mr. Raheja has extensive experience with the real estate, hospitality and retail industries across India.

Sons: Ravi and Neel Raheja

Mr. Ravi C. Raheja, 35, Masters of Business Administration from London Business School, Bachelor in Commerce from Sydenham College, Mumbai, has over 14 years of experience in real estate, hospitality and retail. Mr. Raheja plays a leadership role in the K Raheja Corp real estate development business. His key directorships include Shoppers’ Stop, Hypercity, Inorbit and Chalet Hotels. Mr. Raheja is a Member of the Board of Trade, Ministry of Commerce, Government of India and Young President’s Organization (YPO).
Neel Raheja Mr. Neel Raheja, 32, alumnus of Harvard Business School (34th session of the Owner/President Management Program), Masters in Commerce and LLB from Mumbai University, has over 11 years of experience in real estate development, hospitality and retail. Mr. Raheja plays a leadership role in the K Raheja Corp real estate development business. His key directorships include Shoppers’ Stop, Hypercity, Inorbit and Chalet Hotels. Mr. Raheja is a Member of the International Council of Shopping Centers/Asia-Pacific Advisory Board of Directors.

GL RAHEJA

K Raheja Started in 1956

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Shoppers stop

InOrbit

Crossword

Hypercity

The Resort

Reniassance

Lakeside Chalet

J W Mariott

Sheraton (Navi Mumbai)

SL Raheja Hospital

Bombay Scotish School

 

Jagtiani Mukesh- (Dubai – Sindhi)

Billionaire ‘Micky’ Jagtiani is head of the conglomerate Landmark Group, and one of the most powerful figures in the Middle East retail industry.

Launched in 1973 with a single Bahrain store, Landmark Group has grown into one of the Gulf’s largest retail empires.

Today, its brands span from children’s fashion, footwear and cosmetics, with additional interests in leisure, hotels and electronics.

With 900 stores in 15 countries, Jagtiani’s operations have a turnover of $3.8bn a year and employ 31,000 staff. In October, Landmark unveiled plans to invest AED200m ($54m) opening 100 retail stores by June 2011, and two new hotels by the end of the year.

Jagtiani is aiming to hit $5bn in revenue within the next three years.

 

Jagtiani Micky

Micky Jagtiani, chairman of the $3.8-billion Dubai-based Landmark Group, has not forgotten his roots. Whenever he visits his corporate office in Bangalore, he is generally driven around in a Hyundai Accent — a sedan meant more for the aspiring manager than the multi-millionaire. This low-key businessman is reported to have said that he wants to open a small retail shop in India and retire. Actually, he now has quite a few retail shops in India. From a single retail outlet in Bahrain in 1973, Jagtiani’s retail empire comprising a host of brands such as Home Centre, Lifestyle, Babyshop, Shoe Mart and Max, is today spread across 15 countries including Spain, the Gulf and China. But making it big in India is what Jagtiani has always dreamt of — and that dream is finally coming true. Having played it safe for over a decade (the first Lifestyle store opened in Chennai in 1999 and there are only 28 outlets), Lifestyle International is now ready with massive expansion plans.

Lifestyle International, whose turnover is expected to grow to Rs 1,998 crore in 2011, up 55 per cent from Rs 1,286 crore in 2010, plans to spend Rs 725 crore — through a combination of debt and equity from the parent company — on store roll-outs over the next three years, and is set to take on big retailers such as Shoppers Stop (SSL) and Future Group’s Pantaloon head on. It hopes to have 58 Lifestyle stores by 2014 up from the 28 now. In comparison, Pantaloon has 50 stores now, while SSL has 38, and both plan to add about five stores every year.

Expansion of its Home Centre brand — a home décor and furniture store, similar to SSL’s Home Stop and Pantaloon’s Home Town — is also on the cards. As is the plan to increase the number of Max stores — an apparel and footwear private label that has been hived off into a separate brand catering to the value segment where price points do not exceed Rs 1,000 — from 48 to 75 over the next two years.

Click here to view enlarged image
Click here to view enlarged image

“We have differentiated from our competition and want to bridge the gap in every segment and price point,” says Kabir Lumba, managing director of Lifestyle International in Bangalore. While the competition focuses on the premium or the discount segments, Lifestyle aims at the middle-income executive. For Lifestyle, price points are a differentiator and this is why it has focused on expanding in Tier-II towns such as Coimbatore, Cochin and Durgapur.

Spot The Difference
Lifestyle aims to be different from competition in private labels, by turning them into stand-alone stores. While no other retailer has done this, Lifestyle has successfully created a chain of Max standalone stores. Kishore Biyani’s Future Group has the most private labels, but has no private label brand store yet. It converted some products into brands, though, such as its Lombard brand of menswear.

“Converting private labels into brands is a great strategy. But opening them as individual stores is risky and needs time,” says Govind Shrikhande, SSL’s managing director. Globally, Max is a $750-million business for the Landmark Group and has 150 stores, 45 in India.

Max sources its designs from West Asia and shares the vendors of the global team. It has 120 dedicated vendors in India. “The Max brand addresses the value segment. We launched four stores between 2006 and 2008. That time we did not know how successful it would be,” says Vasanth Kumar, executive director of Max Retail. Max is now a private-label cash cow with Rs 380 crore in sales in 2010-11. “The plan is to hit Rs 1,000 crore in three years,” he says.

Lifestyle International also hopes to build its Home Centre business. At present, Home Centre has 12 standalone stores and 13 within the Lifestyle stores. Although it generates a turnover of Rs 300 crore, the margins are low with only 3 per cent net profit. It involves maintaining a large warehouse of almost 100,000 sq. ft in Chennai, to maintain inventory. About 65 per cent of the stock is imported and to manage inventory better, the company is now planning to operate furniture in flat packs or knocked down units, which can be transported to the customer’s house. Other retailers such as SSL’s Home Stop (four stores) and Pantaloon’s Home Town (10 stores), too, follow this strategy.

 
 

Shroff Vasu (Dubai Sindhi)

In operation for nearly 60 years, the Regal Group of companies now includes a diverse range of sectors including technology, distribution of garments and luggage and real estate.

Founded by Vasu Shroff in 1952, the Regal Traders was set up on the banks of the Dubai creek, to deal in wholesaling and indenting of fine fabrics from Japan and India.

A pioneer in the region, it soon grew to become the flagship company of the Regal Group, setting up its first retail chain outlet in Dubai.

Best known as one of the UAE’s largest fabric retail chains, Regal offers an extensive range of fashionable fabrics from the world over and is the preferred source of quality fabrics to UAE’s leading couture houses.

The group’s fabric empire includes ten outlets across the UAE, including six in Dubai, two in Sharjah, one in Abu Dhabi, one in Al Ain and one in Ras Al Khaimah.