1. 1 Page

2. Transformational & Revolutionary
Projects - Fuelling Economic Growth
Prabhu K.B – Vice President, BA Continuum India Pvt Ltd
2 Page

3. Contents
1. Abstract ......................................................................................................................................... 5
2. The Journey from 200,000 to Zero – Polio Eradication Programme ................................... 6
2.1 Background & Magnitude of Polio Problem ....................................................................... 6
2.2 Polio Immunization Project ................................................................................................... 6
2.3 India‟s Polio Eradication Programme ................................................................................. 6
2.4 Project Challenges and Risks .............................................................................................. 7
2.5 Innovative Project Planning & Execution ........................................................................... 7
2.6 Success Story ........................................................................................................................ 8
2.7 Economic & Social Benefits ................................................................................................. 9
2.8 Conclusion .............................................................................................................................. 9
2.9 Project Management Principle, Best Practices & Lessons Learned.............................. 9
3. Singur to Sanand – Transformation of Sanand ..................................................................... 10
3.1 Singur- background ............................................................................................................. 10
3.2 Project hits air pocket .......................................................................................................... 10
3.3 Project challenges & its failure .......................................................................................... 10
3.4 Sanand – A Reality .............................................................................................................. 11
3.5 Relocation - Singur to Sanand ........................................................................................... 11
3.6 Economic Transformation of Sanand ............................................................................... 11
3.7 Conclusion ............................................................................................................................ 13
3.8 Project Management Principle, Best Practices & Lessons Learned............................ 13
4.0 The Game Changer - IPL ....................................................................................................... 13
4.1 IPL - background & project details .................................................................................... 13
4.2 Objective ............................................................................................................................... 14
4.3 Stakeholders......................................................................................................................... 14
4.4 Risks & Challenges ............................................................................................................. 14
4.5 Innovations in Project Execution ....................................................................................... 14
4.6 Economic Benefits ............................................................................................................... 15
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4. 4.7 Conclusion ............................................................................................................................ 15
4.8 Project Management Principle, Best Practices & Lessons Learned............................ 15
5.0 Lesson Learnt - Summary ...................................................................................................... 16
6.0 References ............................................................................................................................... 16
7. Author‟s Profile: .......................................................................................................................... 17
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5. 1. Abstract
The paper will detail the Transformation projects, the business benefits derived and the resultant
Economic & Social transformation achieved through these projects. Three such Transformational
projects have been chosen and an extensive analysis have been done on each of them to determine
the Innovative & Thoughtful Leadership applied in these projects along with the Tools, Techniques,
Best Practices and the Project Management principles that were applied. The following three
projects from Social/Government Project, Automobiles and Hospitality industry projects will be
discussed in the paper to articulate the Transformation & Revolutionary nature
1. The Journey from 200,000 to Zero – Polio Eradication
2. Singur to Sanand – Transformation of Sanand
3. The Game changer – IPL.
Objective
Everyday numerous projects are initiated across the globe, which improvises the transactions and
delivers business values in the chosen field, be it financial, industrial or engineering. However, there
are few projects that take human life into a new paradigm by completely transforming the behavior,
attitude and lifestyle of human beings. Such initiatives are termed as Transformational Projects,
since the benefits are far lasting and they are often revolutionary in nature. These transformational
projects fuel all round Economic & Social growth by maximizing wealth, creating Assets, generating
employment & ultimately removing poverty and illiteracy.
This encourages industrialists, entrepreneurs and governments to identify and execute more such
projects. Project Management professionals, academicians & Critics are interested in the best
practices adopted in these projects.
The Objective of this paper is to
 Identify the Best Practices of Project Management principles, Risk Management Approaches
& Innovative execution process adopted in Transformational Projects.
 Determine the Stakeholder identification & Engagement process implemented in such
projects.
Scope - Detailed analysis of Real-time Transformational projects covering Automobile, Hospitality
and Social/Government Projects.
Result
This paper highlights the business benefits and the overall Economic/Social influence of
Transformational projects. It also articulates the Creative & innovative Project Management
principles applied. Special Emphasis is given on Stakeholder Management, Risk Management & the
Distribution channels employed.
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6. Business Value
Enhancing the Probability of successful completion of Projects.
2. The Journey from 200,000 to Zero – Polio Eradication
Programme
This project discusses the successful implementation of Polio Eradication Programme in India.
“It is Rare to be born as a Human being. The rarest of the rare thing is to be born as a Normal
Human being without being born as differently-abled”, translated from the sayings of Tamil Lady
Poet, Avvayar. This saying brings out the benefit of being born as a Normal Human being.
2.1 Background & Magnitude of Polio Problem
Polio is a highly infectious disease caused by a virus that is transmitted via the faecal-oral route;
poliovirus invades the central nervous system and as it multiplies, destroys the nerve cells that
activate muscles, causing irreversible paralysis in hours. Polio cannot be cured but can be prevented
by immunizing with Polio vaccine multiple times.
 In 1988, the disease was endemic in 125 countries, paralyzing more than 1000 children every
day
 Prior to 1988, polio crippled an estimated 200,000 children in India each year
2.2 Polio Immunization Project
In the year 1988, an initiative called Global Polio Eradication Initiative (GPEI), spearheaded by
WHO, Rotary International, the US Centers for Disease Control and Prevention (CDC) and the
UNICEF was launched to adopt a resolution for the worldwide eradication of polio. The goal was to
immunize more than 2.5 billion children against polio by more than 20 million volunteers, over the
next 25 years backed by an international investment of more than US$8 billion.
2.3 India’s Polio Eradication Programme
The objective of the first nationwide polio immunization campaign launched in the year 1995 was
“To eradicate Polio from India and make a Polio Free World”. This was the beginning of the journey
from 200,000 to Zero.
Some major financial contributions are
 Rotary‟s contribution- US$158 million
 The Aditya Birla Group- US$6 million
 Mrs. Usha Mittal- US$1.5 million
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7. 2.4 Project Challenges and Risks
This was one of the most challenging projects considering the demography & geography of India.
Distribution Challenges
 India‟s vast majority of population lives in the rural areas & many villages are cut off from the
mainstream India
 Nomadic & Migrant Population- Massive numbers of families migrate constantly to find work
Stakeholder Challenges
 Misconceptions about Oral Polio Vaccine (OPV) and Resistance from the community- Illiteracy
and religious faiths against Vaccines
 Lack of Awareness about the vaccination dates & the need for follow up vaccination, fear of
Vaccination side effects like Fever & Loose Motion
Communication Challenges
 Communication between volunteers and villagers
 Tracking dates and ensuring completion of vaccines course as per schedule
Cost & Procurement Challenges
 Managing Cost Overruns due to transportation and attrition of volunteers
 Estimating the vaccination doses required
 Establishing carrier models for sourcing and distribution of vaccines across regions at all
seasons
2.5 Innovative Project Planning & Execution
To successfully implement this project, Planning & Execution have to be dynamic, innovative and
adoptable. Best Practices/Lessons Learnt from previous projects were not available, since no project
of this magnitude, nature and complexity was executed before. In order to reach the last Child at the
remotest corner of the Country, Project Managers had to visualize and establish robust distribution &
delivery channels at many transit points. Precise execution, closer co-ordination and extensive
cooperation amongst stakeholders are essential.
Reaching Length & Breadth- Health workers target mobile families at bus stations, construction
sites and on trains as well as use motorbikes and trek by foot to immunize children in India‟s most
remote regions.
Engaging Right Stakeholders - Involving community Leaders to persuade parents to immunize
their children, thereby reducing the number of people refusing vaccination.
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8. Brand Ambassadors– Engaging celebrities from film, Cricket & sports created massive awareness
and allayed fears from the minds of public. Personalities like Amitabh Bachchan & Rajinikanth
helped in reaching out to the masses with ease.
107 High-Risk Block Plan (Uttar Pradesh & Bihar) - A multipronged approach that aims to ensure
high quality polio vaccination campaigns, prevention and control of diarrhea through sanitation,
availability of clean water and hygiene practices.
Ownership & Accountability- Health workers are personally accountable during vaccination
campaigns. Strict action is taken for any laxity in vaccine delivery.
Execution Facts
 IN 2011
 2 National Immunization Days (NIDs) were conducted
 A Single NID involves - 709, 000 vaccination booths; 1.17 million vaccination teams;
2,500,000 Vaccinators;155,000 Supervisors; 225 million polio vaccine doses; 2 million
vaccine carriers; 6.3 million ice packs ; 209 million homes visited; 172 million children
immunized
 7 Sub-National Immunization Days (SNIDs) were conducted immunizing 50-70 million
children each
 500,000 vaccinators cover about 45 million children in each sub national immunization
campaign
 1 Mop-up Emergency Activity was conducted immunizing 2.6 million Children
 Social Mobilization Network (SMNet) tracked 30,000 migrant families and helped vaccinate more
than 1,814,266 children in transit and border areas
2.6 Success Story
 In 2007, India accounted for 66% of polio cases reported in the world
 This reduced to 46% in 2009
 It dropped substantially to 3% in 2010
 It further reduced to less than 1% in 2011
 Finally, in 2012, it touched the Ground Zero
 Now, Afghanistan, Nigeria and Pakistan are the only polio endemic countries in the world
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9. Figure 1 Polio Case Trend
2.7 Economic & Social Benefits
The benefits of this Social sector project driven by the government are far lasting and perpetual. The
benefits cannot be quantified in economic value but can be inferred from the simple fact that “None
of the Indian child will suffer from Polio“. Every child in this country will be able to lead a normal life
and become an “Employable Asset”, which is a huge Transformational benefit. We may find another
Kapil Dev, Prakash Padukone, Sachin Tendulkar, P.T.Usha, Saina Nehwal, Viswanathan Anand or
a Usain Bolt coming from India, which otherwise would not have been possible.
 More than 8 million cases of life-long polio paralysis prevented
 Differently abled Indian Citizens due to polio virus will be a History
 Polio eradication is not only the eradication of a disease but the delivery of a global public good
 Globally, Net benefit of US$ 40-50 billion expected to be achieved through 2035 with low-income
countries accounting for 85% of savings
2.8 Conclusion
February 25, 2012 is a Historical Day in India and can be referred as “India‟s Second Independence
Day” since this was the day when WHO officially struck off India from list of Polio Endemic countries.
To this date, this has been one of the Best Projects executed in the Social/Government sector. Due
credit should be given to the Indian Government, State Governments, Voluntary organizations, NGO
& Social Organizations and Community groups for their commendable performance in achieving this
Goal. With the same momentum, India is certain to become a Polio Free Nation by 2014.
Polio Eradication Programme won the „India Innovation Awards‟.
Success of this program has helped establish surveillance systems for other life-threatening
diseases, including measles.
2.9 Project Management Principle, Best Practices & Lessons Learned
The Success of the project heavily depended on
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10.  Stakeholder Management - Identification & Engagement of Stakeholders throughout the project
with precision
 Communication Management – Designing and developing excellent Communication framework
and Marketing Campaigns
 Developing an extensive Distribution Network
 Innovative Techniques in reaching out to Children
3. Singur to Sanand – Transformation of Sanand
This project is actually a two- in- one project with the first project discussing the failures at Singur,
while the second one details the successful implementation at Sanand. The final outcome is the
transformation of Sanand into a Major Auto Hub, transforming the entire region.
3.1 Singur- background
TATA, the Automotive Conglomerate had the Vision of producing low cost Car for 1 Lakh Rupees.
The flagship Project would be a paradigm shift for the two wheeler owners to have a Pride Dream of
owning a car. Tata planned to rollout the Small Car, Nano by 2008.
Singur, an unknown village 40 Kms away from Calcutta, West Bengal (WB), with a total population
of 20,000 was chosen as the location for setting up the factory. Tata announced this on May 18,
th
2006, immediately after the CPI (M) government took charge for the record 7 time.
Suddenly, Singur gained global prominence since the transformation project with an estimated
investment of around 1,000 crores was expected to create huge number of direct and indirect
employment. This project was expected to bring a Landmark shift in the attitude of Industrialist and
Entrepreneurs towards WB. Further, it was perceived that WB will soon be able to recapture its
glorious past on the industrial growth with huge capital investments.
3.2 Project hits air pocket
While the project was announced with much fanfare, it faced turbulence right from the inception, as
farmers opposed to the acquisition of the land. There were protests by farmers in small numbers
who believed that the land is being forcibly taken while the number of people who will be employed
is much less than the number of farmers disposed of land. As more people joined, it gathered
momentum and finally it took the form of widespread protest & agitation when it was supported by
Trinamool Congress and Social activist like Ms Medha Patkar.
3.3 Project challenges & its failure
2
 Process of Project site selection & takeover of 997 acres (4.03 km ) of farmland to build the
factory is unprecedented and perplexing causing anger among the farmers
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11.  Singur Region is more fertile and multiple crops are grown. This raised concerns about the
Food security in WB and also raised questions as to why an alternative site was not
considered
 While the government claimed transparency in government dealings, newspaper reports
suggest that the monetary value of the incentives offered to the Tata for their Rs 1000 Crores
investment may run up to 1500 Crores,(RTI No. 134 CI/O/Incentive/17/03/1 dated 24 March,
2004)
 Employment was supposed to be created only for 2000 people while immediately ousting
15,000 from their livelihood
 Key stakeholders including Opposition parties, Land Rights group and farmers were not
involved in the discussions
Relentless protests by peasants/People of Singur, social activist & opposition parties led to a
general anti- government mood in the state. State Government was unable to provide adequate
Security to the plant.
Around the same time, another violent agitation was happening at Nandigram, WB where farmers
were opposing the move by government to forcibly acquire the land to form a Special Economic
Zone. Nandigram issue turned violent with the issue rocking WB Assembly and Parliament.
All these factors forced Tata to take the inevitable decision to move the project out from Singur on
rd
3 October 2008, ending the Agony of Tata‟s.
3.4 Sanand – A Reality
When Mr. Ratan Tata was finalizing the new location for Nano project, various state governments
offered sops and incentives. Finally, Sanand, a little known place near Ahmadabad, Gujarat got the
nod. Sanand is about 220 miles from Mundra port, situated close to the proposed Dholera port and
international airport. It is said that the investor friendly nature of the state coupled with incentives &
sops, like, 10 year Corporate Tax Holiday on Exports, exemption from dividend distribution tax, Zero
customs and Excise duty and Exemption from central sales & service tax clinched the deal in favor
of Sanand.
3.5 Relocation - Singur to Sanand
Gujarat Industrial Development Corporation (GIDC), in order to convince the farmers to sell their
land, fixed the land price at INR.1,200 per square meter, which was roughly four times higher than
the prevailing market price. The relocation of the plant to Sanand was a challenging assignment &
required extensive planning & execution, since it involved transportation of machinery from East to
West of India, around 2,000 Kms. This was a daunting task and it needed around 3340 trucks and
495 containers. The project was finally commissioned and trial production of Nano commenced in
November 2009.
3.6 Economic Transformation of Sanand
Commissioning of Nano Plant brought in an initial investment of 2,000 crores to Sanand with a
capacity to produce 2.50 Lakh cars in a year
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12. Table: 1
Tata‟s Investment INR
Total Investment 2,000Cr
Investment Per Employee 3Cr
Direct Jobs 650
Output/yr 2,50,000 Cr
Gross Revenue @1 Lakh Car 2500Cr
Wage Element @12 Lakh per Employee 78Cr
Vendor Cost @ 57% 1,425Cr
Deduct Tax – Nil for 5 yrs -
Profit 600Cr
Rate of profit 30%
This created employment for about 3,750 persons in and around Sanand. Indirect Employment
generated for around 1,000 persons with tier-2 vendors and support functions like logistics & others.
Apart from this, numerous auto ancillaries established shops with billions of investments committed
from some of world's largest Automobile companies.
Table: 2
Rank Year of Entry Investment Manufacturing Location
Tata Motors 2008 2000Cr Sanand
Ceat Tyres 2009 700Cr Halol
Ford 2011 4000 Cr Sanand
 Ford Motors commenced work on its 2.40 Lakhs cars per annum plant, expected to be fully
commissioned by 2014, creating around 5,000 jobs
 PSA Peugeot Citroen Plans to produce 1.70 Lakhs cars a year
 Per capita income of Gujarat In 2009-10 was Rs 63,961
 Gujarat's export share (14%) is among the highest
 Gujarat‟s economic growth has consistently outpaced India's growth, hitting 10.5% in 2010-2011
versus 8.4% for the country
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13. 3.7 Conclusion
Setting up of a manufacturing hub will generate employment to all types of workers, Skilled, Semi-
Skilled and Unskilled. It helps create huge amount of indirect employment that will trigger a host of
economic activities, leading to the formation of a Vitreous cycle. Thus, shifting of Nano project is
Transformational & benefits are everlasting since it had generated huge investments at Sanand & its
surrounding areas, resulting in Employment generation, Wealth creation and Asset formation.
Sanand is all set to become the next major auto hub after Chennai.
3.8 Project Management Principle, Best Practices & Lessons Learned
Failures at Singur
 Stakeholders Identification & Engagement
 Farmers, the impacted stakeholders not engaged in the project
 Project failed at the initiation phase with protest at the outset
 Opposition Party, a key stakeholder was not involved
 Communication Management
 When protests were going on, management did not have proper communication channel to
address the concerns of the farmers. Opposition Leaders were not invited for discussions
 Risk Management
 Impact to Triple constraint leading to delay in rollout of “Nano” were not factored
 Alternate production location not identified till its exit
Success at Sanand
 Implementation of Lessons learnt from the Singur project, in terms of offering a higher price than
the market value
 Engaging Right stakeholders and involving them throughout the project life cycle
 Scope, Time and Cost management were well managed.
4.0 The Game Changer - IPL
The final project, Indian Premier League (IPL), deliberates how a sporting event can transform the
economy and generate lasting benefits, touching upon a wide array of industries, including
Advertisement, Media, and Entertainment & Hospitality.
4.1 IPL - background & project details
India won the inaugural T20 world Cup in 2007 that prompted Entrepreneurs within the cricketing
world to launch IPL. IPL is nothing but a club cricket that brings in players from all over the world.
While conceptually IPL is similar to that of Indian Cricket League (ICL), the difference & obviously
the success was in its execution
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14.  Teams/Franchisees formed city wise with ownership given to Industrialists/Entrepreneurs and
Celebrities.
 Total of 8 teams. Each team can play a maximum of 4 Foreign players in a match
 Each team plays the other team twice resulting in 8 Home & 8 Foreign matches
 First match played in 2008 summer
 IPL Brand Value – 2.92 billion USD
4.2 Objective
To identify potential Indian Players, Provide them with International Exposure and package the
game as an Entertainment.
4.3 Stakeholders
Players (Indian & Foreign), Franchisee owners, Coaches, Umpires, Groundsmen, Sponsors, Media,
Commentators, Entertainment Lovers, State & Central Government.
4.4 Risks & Challenges
Adoptability & Brand Acceptability
 Fans loyalty towards country (India). Will that mindset change to a club concept?
 Will 1 billion Indians enjoy when Sachin Tendulkar gets out?
 ICC Schedule – No separate window for IPL. Hence, many overseas players were confronted
with Country or Club cricket
 ROI – Franchisees had to be convinced of the ROI
 Failure of Past Project, ICL.
 Prime Time challenges – It had to compete with Soaps and regular TV programmes & New Films
 Evening matches start at 4 PM which is a working hour
4.5 Innovations in Project Execution
 Effective Stakeholder Management
 Management of Sponsor priorities using various revenue opportunities through tie-ups with
various brands
 Enabled revenue streams through auctions for broadcasting rights
 Established various channels of content distribution, online portals, TV & mobile phones for
effective delivery
 Branding each lever of the match ensuring monetization like Karbonn Kamal Catch
 Amortization of the ownership fees ensured better cash flow management for the corporate
 Engagement of Cheer Leaders provided glamour and gained initial attraction
 Aligning Sports, Cricket and Entertainment to offer a product called “Cricketainment”
 Engagement of overseas player, commentators and umpires provided the right level of
International flavor
 Fortunately, nature of T20 game attracts fans cutting across age/Gender
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15. 4.6 Economic Benefits
Success of IPL - Tangible benefits
 Increased occupancy for Airlines, about 70-80 seats per match
 New markets for telecom, media & entertainment, hospitality and travel industries
 Estimated Visitors at Dharamsala, Himachal Pradesh is 454,851 (2010) against 400,583 (2009),
jump of 13% solely due to IPL
 Estimated Hotel Revenue (Dharamsala) – 43 Crores in 2010 (Considering 80 % occupancy rate
with INR 1200 per day)
 SET MAX Ad rate per 10 second (2012) is 5.5 Lakhs INR (20-25 % higher than 2011). While the
Ad rate for the World cup matches per 10 Seconds is 4.5 Lakhs INR
 Total Advertisement expenditure in 2012 – 1020 Crores Versus just 680 crores of World Cup.
This improves the Government‟s indirect taxes collection via service tax and VAT
 Income Tax paid (IPL franchisees & BCCI) - 350 Crores in IPL4, 180 crores in IPL 3, an increase
of 94%
 Telecom Industry income due to IPL - 100 Crores per season
 Maharashtra Police Income (2010): 5.65 Crores for 6 matches for stadium security
 Pune Stadium Built in 2012, creating infrastructure demand
4.7 Conclusion
IPL, truly transformed the Indian Economy by enhancing the earning potential of Entertainment,
Hospitality & Knowledge industries, leading to direct employment creation. Indirect industries like
Textiles and infrastructure have benefitted. Further, there is a direct inflow to the exchequer in the
form of additional Tax collection & indirect taxes like Service tax & VAT. With its huge popularity, the
event has the potential to expand to Non cricket playing nations like US, which will bring valuable
Trade flows to India, since India is the “Land of Cricket “. IPL deserves to be called as “Game
changer”.
4.8 Project Management Principle, Best Practices & Lessons Learned
 Stakeholders Engagement
 Owners of Franchisee & Sponsors were part of the decision making process
 Full support & backing from BCCI & therefore from ICC
 Integration of Cricket with Entertainment, bringing Value for Money
 Since it is held in Summer, it attracts all children & students
 Communication Management
 Communication management was one of the best since Stakeholders were informed of every
decision
 Risk Management
 Demonstrated by the Project Managers in 2009, when Government expressed its inability to
provide security forces owing to Parliament elections, the event was shifted to South Africa. It
proved as an effective “Continuity Management”
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16. 5.0 Lesson Learnt - Summary
The three projects discussed in the paper, Polio Eradication, Singur to Sanand and IPL are from
diverse areas, namely, Government/Social Sector, Automobiles, Entertainment and Hospitality. All
the projects have taken human life into a new paradigm by completely transforming the behavior,
attitude and lifestyle and had far lasting impact on the society. The benefits are tangible, recurring &
perpetual and hence they are truly Transformational & Revolutionary to the common man.
Creative Marketing strategies, packaging of Products & Innovative Distribution & Delivery Channels
are some of the General Management principles applied. On the Project Management front, it has
been more or less consistent across all these projects with the thrust on Stakeholder Engagement &
Management, Communication Management and Pro Active Risk Management. Leveraging Lessons
Learnt is another best practice that has been adopted in these projects.
On a concluding note, it is evident that all the three projects have fuelled Economic and Social
Growth and can be show pieced as some of the best Projects executed from India.
6.0 References
 http://www.unicef.org/india/Polio_Booklet-final_(22-02-2012)V3.pdf- Polio_Booklet-final_(22-02-
2012)V3.pdf
 http://www.polioeradication.org/Portals/0/Document/InfectedCountries/India/PolioIndiaFactSheet.
pdf
 http://www.rotary.org/RIdocuments/en_pdf/polioplus_fact_sheet_en.pdf
 http://www.polioeradication.org/Portals/0/Document/InfectedCountries/India/Polio_In_India_Fact
sheet.pdf
 http://www.npspindia.org/bulletin.pdf
 http://www.unicef.org/india/media_7684.htm
 http://business-standard.com/india/news/left-front-to-start-7th-inningstata/239326/
 http://www.business-standard.com/india/news/singurstory-so-far/478214/
 http://www.hindu.com/2007/03/16/stories/2007031613750500.htm
 http://www.hindu.com/biz/2008/09/15/stories/2008091550081500.htm
 http://business.outlookindia.com/printarticle.aspx?101552
 http://www.business-standard.com/india/news/seven-months-on-singur-liveshope-for-tata-
jobs/363375/
 http://www.hindustantimes.com/India-news/Gujarat/Sanand-India-s-new-Motor-City-rises-from-
the-dust/Article1-844381.aspx
 http://www.telegraphindia.com/1100602/jsp/nation/story_12513647.jsp
 http://www.businessandeconomy.org/28042011/storyd.asp?sid=6097&pageno=1
 http://businesstoday.intoday.in/story/ford-to-set-up-second-plant-in-gujarat-first-in-
chennai/1/17433.html
 http://www.vibrantgujarat.com/images/pdf/ahmedabad-district-profile.pdf - A Government of
Gujarat Organization
 http://www.hindustantimes.com/India-news/Gujarat/Sanand-India-s-new-Motor-City-rises-from-
the-dust/Article1-844381.aspx
 http://ibnlive.in.com/news/gujarats-sanand-set-to-become-the-next-auto-hub/181090-3.html
 http://www.thehindubusinessline.com/industry-and-economy/government-and-
policy/article2433119.ece
 http://www.dnaindia.com/india/report_euphoria-over-gujarat-s-detroit-dreams-far-
fetched_1689431
 http://in.news.yahoo.com/ford-indias-second-plant-sanand-gujarat-create-5-082545174.html
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17.  http://indiatoday.intoday.in/story/sanand-gujarat-nana-land-displacement-farmers/1/149876.html
 http://www.tata.com/media/reports/inside.aspx?artid=zrnGDbRqqoY=
 http://www.tatamotors.com/sustainability/CSR-11/pdf/economic-performance.pdf
 http://www.in.com/news/current-affairs/ipl-boosts-tourist-inflow-to-dharamsala-50082199-in-
1.html
 http://spaceviewtimes.com/index.php?option=com_content&view=article&id=5701:home-stay-
plans-for-ipl-fans-in-dharamsala&catid=142:tourism&Itemid=15
 http://www.zimbio.com/India+Tours/articles/lCDlug-9xTG/IPL+Boosts+Tourism+Dharamshala
 http://www.indianexpress.com/news/ipl-&-world-cup-in-a-battle-for-ads/746356/0
 http://www.indianexpress.com/news/govt-to-earn-rs-200-cr-as-taxes-from-ipl-3/590612/
 http://affle.co.uk/media-centre/recent-coverage/telcos-vas-earnings-rise-15-percent-ipl
 http://www.merinews.com/article/delhi-daredevils-calls-for-volunteers-to-be-part-of-ipl-4-
crew/15845930.shtml
 http://business-standard.com/india/news/iplturning-track-broadcast-revenue-down-
bythird/475426/
7. Author’s Profile:
Prabhu is currently working as Vice President in BA Continuum
Pvt Ltd, a non Banking Subsidiary of Bank of America.. He has
20 years of rich experience across MNCs and PSUs namely,
Barclays, SCOPE International, Stock Holding Corporation of
India (SHCIL), Karur Vysya Bank and Southern Railways.
Prabhu has executed several transformational projects across
organizations, ranging from Software Development, Project
Management, Support and Service Management. He has
successfully implemented numerous cross-border projects
integrating multi-geographical teams. An entrepreneur by
heart, he has been instrumental in designing and developing
the Marketing strategy for SHCIL to enter the Retail Depository
segment & played a key role in rapid expansion of SHCIL
branches across the country.
A Management graduate from Jamnalal Bajaj; his credentials
include certifications like PMP and ITIL.
His interests are Cricket, Politics, Chess ,Financial markets &
Public speaking. The latest addendum to his interest is his
blogs on IPL 2012
((http://www.blogger.com/profile/00234542337406174490)
Prabhu‟s pillars are his wife, Puspha who is a home maker and
his 16 year old daughter, Niranjana.
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