1. "Management is doing things right. Leadership is doing the right things."
-Peter Drucker
Entrepreneurship
VAYAN – Networking Group
Shantanu Bhadkamkar

2. Content & Approach
• Content
– Entrepreneur
– Family Business
– Globalisation
– Vision
• Approach
– Background
– Experience Sharing
– Anecdotes

3. Practitioners Perspective
Entrepreneur’s Perspective
Family Of Voluntary
Businesses Leadership NGO Work
Perception Members
Partners
Management Expectations
I May Have Lost A Lot For What I Am But What I Have Is Because Of
What I Am

4. 21 ST CENTURY
"Our youth now love luxury. They have bad
manners, contempt for authority; they show disrespect
for their elders and love chatter in place of exercise; they
no longer rise when elders enter the room; they
contradict their parents, chatter before company; gobble
up their food and tyrannize their teachers."
— Socrates 300 BC

5. ENTREPRENEUR
Entrepreneur is one who organizes a business venture and assumes the
risk for it. -Wordnetweb Princeton
• My son is now an "entrepreneur." That's what you're called when
you don't have a job. -Ted Turner
The entrepreneur is essentially a visualizer and an actualizer... He can
visualize something, and when he visualizes it he sees exactly how to
make it happen. -Robert L. Schwartz
Entrepreneurs are simply those who understand that there is little
difference between obstacle and opportunity and are able to turn both to
their advantage. -Niccolo Machiavelli

6. Business Or Self Employed
• Profession : a paid occupation, esp. one that involves
prolonged training and a formal qualification
• Technocrat : A technical expert, especially one in a
managerial or administrative position
• Self-employed: An individual who operates a business or
profession as a sole proprietor, partner in a
partnership, independent contractor, or consultant.
• Business : the practice of making one's living by engaging in
commerce*
Are WE WORKING to earn?
Or
OUR MONEY IS WORKING to earn?
*the activity of buying and selling

7. Self Employed
• Running Public Sector is like running a Boeing 747
• Running MSME is like running a Fighter Jet
• First has a scheduled route with huge support of
gadgets, data and support crew
• Latter has uncertainty, risk, sole mission, stress of
success of a sortie, little or no time to think and
respond
To be certain about something, one must
know either too little or everything

8. PROFESSIONAL - ENTREPRENUR
Budgeting Implementation
• Planning • Detailed Steps
Creates vision Devises strategy
PROFESSIONAL
ENTREPRENUR
Allocates Fixes variances
resources
Sense of
Sets direction
Accomplishment

9. Customer Welfare Enterprise
We Are Many Things Survivor
Together • A Complex Creature
• A necessary evil • Ever Evolving Adaptable
Small Entrepreneur
Are We Dirtying Hands Customer’s Partner (Capital?)
So That Others’ Hands • Sharing Profit But Not Loss,
• Lends without Interest & Security
Are Clean
Contract Is A Document, Conditions Of Which Apply Only To A Weaker
Party

10. ENTREPRENEUR’s decision
Wisdom Judgment
Knowledge Pattern
Information Information
Data Data
Thinker Entrepreneur

11. Heaven Or Hell
MSME
Politicians Customer
CHITRAGUPTA
Government
Bank
Officer

12. Leadership

13. LEADERSHIP PARADOX
Caring
Objective, matter
of fact
Dreamer
Firmly entrenched
on ground
"They don't care how much you know until
they know how much you care.‖ -Theodore
Roosevelt

14. TOO MANY BOSSES
TOO FEW LEADERS
• A lot Has been Written
• You must have read or even written a lot
Mould(s) To Cast
• Theories will emerge & fade Leaders
Why
• Does reading create leaders?
How
• Do Role Models Create Leaders
What
• Foot Soldiers
• Officer like Qualities
When people told me I'd never make it, I listened to the one person who said I
could: me

15. Particularly Tax
Time Efficient
Optimal
Law
Use Of
Resources Ethical Compliant
Leadership
Robust
Speed
Systems &
Optimised
Processes
Shantanu Bhadkamkar ATC

16. Less Competition
• My grandfather once told me that there were two
kinds of people: those who do the work and
those who take the credit. He told me to try to be
in the first group; there was much less
competition.
~ Indira Gandhi
"There are no secrets to success. It is the
result of preparation, hard work and learning
from failure."

17. Personal Experience
What does not kill you, will only make you stronger.
- Neitze
1987 - Way Ahead
Took Charge Top Heavy Problems &
Legacy
at 26 Organisation Challenges
"Men often become what they believe themselves to
be." - Mahatma Gandhi

18. Battalions Of Difficulties
Bad Patch
1984 1985 1986 1987
Weakening
Lost Key Personnel To Competitors Dead Wood Stayed Lost Almost All Main Customers
Bad Press
Competitors Stronger Antagonist Stronger Trust Repute
Financial
Income Tax Demand Customer Suit Bill Discounting Dishonored VRS Cost
Lost Father - Founder

19. MILESTONES
Full Service Pan India
• 1989 Trucking Division • 1995 - Opened Offices All Over India
• 1990 IATA • Sales Offices
• 1991 Air Consolidation • Full Service Offices
• 1992 Ocean Import Forwarding • Competition
• 1994 MTO - NVOCC • 2000- Trade Bodies
• 1995 GROUPAGE
• 1997 Door To Door
Turn Around
Global Network Assets
• 1990 : Development of Agency Network • Owned
• 1995 : Network Memberships Offices, Residence, Warehouse, Land
• 2000 : Overseas Offices • Investments
• 2002 – Trade Bodies • Subsidiaries
• Stocks
Shantanu Bhadkamkar ATC 19

20. HBS (Un)Learning
P
Political
O Understanding
LI
TI Leader & Tactful
C
A Handling Of
L
Manager
Situations Is
S
K
Inevitable Even
IL
Task
For Most
L Specialist
Worker Honest
Leaders
PROFESSIONAL SKILLS

21. We Are Different MYTHS
• Highest Competition
HBS Case •
•
India Specific
Industry Specific
Study •
•
Company Specific
Unique Customers
• Export Quality
Finance Is • Colour Of Money
• Import
Same • Export
• Domestic
Oil Field Sindhudurg
ATC CHA
Motors Trader

22. MYTH & REALITY
Professional
Big Is Beautiful Set Business
Management
Family Generation
MSME Sector
Managed Vs. Success
80% Of Global
Backbone Jobs 2nd - 30%
Economy
World
Higher Return Wealth 3rd - 15%
Economy
India, Japan,
Longevity Export, Taxes 4th - 4%
Germany
SSB 22 HBS Study

23. Family-first Business
or Business-first Family?

24. Strengths of Family Business
They outperform non-family owned companies in
sales, profit, and other growth measures
Strengths:
 High commitment/dedication from family as business
owners.
 Family members willingness to work harder and reinvest
profits into the business for long term growth.
 Willingness to pass on knowledge and experience
 Family name and pride associated with the business.
24

25. Weaknesses of Family Business
Weaknesses:
• Poor Management, insufficient cash to fund growth.
• Non-alignment of incentives among family members.
• Lack of articulated practices and procedures.
• Lack of discipline.
25

26. Stages of Family Business
and Common Issues
Ownership Stage Dominant Shareholder issues
Stage 1: The - Leadership transition
Founder(s) - Succession
- Estate planning
Stage 2: The Sibling -Maintaining teamwork and harmony
Partnership -Sustaining family ownership
-Succession
Stage 3: The Cousin - Allocation of corporate capital:
Confederation dividends, debt, and profit levels
- Shareholder liquidity
- Family conflict resolution
- Family participation and role
- Family vision and mission
- Family linkage with the business

27. Overlapping Roles and Responsibilities
Of Family Members
Family
Manager
member
Owner Director

28. Putting ‘Business First’
Sample Family First Cos. Business First Cos.
Issues
Family Open-Door Policy for all family Qualification-Based
Employment members, regardless of Employment, as for any other
qualifications new hire
Compensation Equal pay for all, regardless of their Merit-Based pay, based on
experience or performance experience, performance
Leadership Leadership based on Seniority in Leadership granted to the right
Family, regardless of merit or person (family or non-family),
qualifications based on merit and qualifications
Resource Business Resources used for Business resources only used
Allocation personal needs (e.g., loans, grants) for business purposes –
separate family reserve fund
utilized for family needs.
Decision- Unilateral & Concentrated with Mulit-lateral, based on Defined
Making Senior Family Member (e.g., Governance Structure (e.g.,
Chairman/CEO) Executive Committee)

29. Sucession Planning
• Most companies of all types
and sizes fail within 20 years
of their birth
• According to statistics, the
average survival time for
family businesses is 24 years.
• less than 30% survive into the
second generation
• barely 10% make it to the third
• only about 4% to the fourth.
29

30. Perseverance
20% 18%
Die Hard 2nd
Entrepreneur
1st Time
Timer
When people told me I'd never make it, I
listened to the one person who said I
SSB could: me 30

31. Arab Traders’ Story
List of fools Visits to India
in Arabia • Finds MSME

32. India Story

33. Top Manufacturing
2006 2025
1 US 1 China
2 Japan 2 US
3 China 3 Japan
4 Germany 4 Germany
5 France 5 South Korea
6 UK 6 France
7 South Korea 7 India
8 Italy 8 UK
9 Brazil 9 Italy
10 Canada 10 Brazil
11 Russia 11 Russia
12 India 12 Indonesia
13 Spain 13 Mexico
14 Mexico 14 Taiwan
15 Indonedia 15 Canada

34. Youngest
China GDP Will Nation
Exceed USA In 2027 Average
age:
India 28
India Will Be China 39
Europe 45
Close 3rd
Africa Next • Natural Resources
Growth • Land
Engine • Manpower
Shantanu Bhadkamkar 34

35. STRATEGIC LOCATION
s
Movement of Containerised Cargo Movement Of Goods by Road
West North
Rail (21%)
Rail (50%)
North
Road
(79%)
Road (50%)
South
East
Rail Kolkata
Mundra 8% West 0.1
(23%) Rail (14%)
Kandla 6 Haldia
Pipavav %
East
Road (77%) Road (86%)
Mumbai 0.6
South
JNPT
Note : % indicates share of the route in total port
movements from that region. Only Top 3 routes
considered
Note : Nos in coloured bars indicate Mn TEU Chennai
Source: Avalon Consulting analysis
Cochin
Tuticorin
NH3 & NH4 Connects North – West – South. It is estimated that 50% of Cargo by
Road either originates or transits or terminates in Maharashtra.
23/09/08 – PR/pr 35

36. New Regional Formations will Emerge
(Like EU)
Global
Good Relations Indian
Perception Of
With Entrepreneur’s
India’s
Neighbours Canvas
Boundaries
Shantanu Bhadkamkar ATC

37. Global Leadership
GLOCAL
"To lead the people, walk behind them." -Lao Tzu

38. Indian economy
Sheth Jagdusha (1210-1275) Donated Rs 4 Cr in 3 Famines
1760 : House of Jagat Seth - Capital = Rs 7 Cr
ERA %AGE OF WORLD GDP RANKING
1 AD 32.9 1
1000 28.9 1
1500 24.5 2 (Close)
1700 24.4 1
1870 12.2
1913 7.6
1952 3.8 7
1973 3.1
2010 6 4
38

39. COUNTRY Advantage
India’s Geographical Location for
Position Outsourcing a Range
• Major Asian of Activities
Transport Hub • Manufacturing
• Distribution Hub • IT and IT Enabled
• Communication
Services
Highly Evolved Domestic Market
Banking System • Growth
• India’s Security • Young Population
Focused Banking • Democracy
Regulations
Shantanu Bhadkamkar - MACCIA
Shipping & Aviation Committee
39 Eyefortransport India Market Report 2007

40. 1975
49%
17
% 13%
40
Shantanu Bhadkamkar

41. 2005
40%
16
% 26%
41
Shantanu Bhadkamkar

42. 2025
30%
13
% 50%
42
Shantanu Bhadkamkar

43. The Next Practice In Value Creation
C. K. Prahalad
Improvement "If you don't
What does not kill • Next stand for
you, will only Practice • Innovation something,
make you you'll fall for
stronger. anything..."
- Neitze Best Practice
Academic | Policy
Fidelity Emphasis
Generated
• Future • Adaptive • Trials
Focused • Practitioner • Context
| User Sensitive
Generated
Current Focus Adoptive Pilots
Shantanu Bhadkamkar ATC

44. Diffusion of Innovation
And Leadership

45. Michael Faraday Generated Electric
Current Using A Dynamo
“Mr. Faraday, but what is the use of electricity?”
• “Your Majesty, what is the use of a
new-born child?“
– To Queen Victoria
• “Why, sir, there is every possibility
that you will soon be able to tax it!”
– To PM William Gladstone

46. … Yet you can take pride of your little empire INDIAN VISIONARIES
• JAMSHEDJI TATA : Steel, Power, Technical
Not everyone can be Tata, Birla, Ambani
Education
• S.L. KIRLOSKAR : Export of finished
products, Core Competancy, Liberalisation
• SHETH WALCHAND : Shipping,
Construction, Agro Products … Sea, Land, Air
• Dhirubhai Ambani : Project Execution, Global
Scale
―Think big, think fast, think ahead. Ideas are no one's monopoly‖
Shantanu Bhadkamkar ATC 46 - Dhirubhai Ambani,

47. Success Traps
No Challenger
• Know-it-all
Successor Syndrome
• Isolation – Lonely At Top
Keeping Existing Team
• Captured By Wrong People
Taking On Too Much
• Past Glories

48. Determining Strategic Actions
Long Term • Core Ideology
Vision Has • An Envisioned
Two Parts Future
Developing
A Long • Strategic Intent
Term • Means & Resources
Vision
13-48

49. WHY VISION
Future as You Strategic
Know Today? Thinking
We didn't
know what to
Getting expect
Ready to Get
Ready We didn’t
know future
arrived

50. Youth
Emancipation
Inclusive
Minority & Egalitarian Women
Weaker Section BUSINESSES Empowerment
CII Weaker Section USA Minority
Initiative Rural & Semi Preferential
Urban
Shantanu Bhadkamkar ATC

51. Newer Business Models
• Assets & Services will be different Businesses
• Most will be multi location
• From Quality to Innovation
• Trend Continuous Innovation
• IPR driven
• Innovation Entrepreneurial
• Mobile, Home Office
• Sales Oriented - Intense Competition to Blue Sea
Strategy
• Set Standards - Set Trends – not laggard, not
follower
• Safety – Security – Green
• Inclusive Growth Models
Shantanu Bhadkamkar ATC

52. New Industry Drivers
• TODAY : Retail & Automobile Industry are the drivers of the
organised logistics Industry. With IT giving the cutting edge.
• 2025 : Like Automobile Industry today & for the same
reasons, Retails & even IT, will be laggards in 2025. New
industries will drive logistics & set new rules of he Game.
• Alternate Fuels dependent Industries like Fuel Cell, Nuclear Plants,
Bio Fuel
• Nano Technology
• Space Travel
• Biotechnology
 Artificial Intelligence & Alternate Fuel will give the cutting age
Shantanu Bhadkamkar ATC

53. Finance – Market Valuation
Robust Supply Chain
Return on Service rendered more than
assets employed
o Low Interest Rates
o Single Currency or Unified Currency or close to it
Cost Of Unreasonable Contracts
Outsource vs. Purchase
Finance: Wealth will be measured in Intellectual Capital & Innovation
Shantanu Bhadkamkar ATC

54. Top mistakes
• Back Up Plan
• Surround Yourselves By People Who Want To Make You
Win
• Cash Is King
• Heart Or Head
• Know The Numbers: Precise + Accurate
• More Opportunities Are Created In Crisis
• Strategic Withdrawal
GREED - FEAR

55. SMART GOALS
• Specific – Clearly defined by those who have
the knowledge about their impact
• Measurable – Quantifiably defined in such a way as
to gauge progress
• Achievable – Challenging and rewarding, but
still within reach
• Relevant – Tied to current critical tasks and abilities
of the team
• Time-based – Linked to an agreed-upon timeline
Shantanu Bhadkamkar ATC 55

56. MOTIVATION
The greatest problem to overcome… FEAR!
The most crippling disease… EXCUSES!
The two most power-filled words… I CAN!
The greatest natural resource… ENERGY!
The greatest ―shot in the arm‖… ENCOURAGEMENT!

57. SELF BELIEF
57

58. Time Management
70% Crisis is Self Created: 30% Crisis is Circumstances / Environment Created
URGENT & IMPORTANT
•Urgent & Important are not
Gets Top Priority
on time scale
IMPORTANT BUT NOT •Urgent means attention
URGENT
Gets Sidelined
URGENT BUT NOT •Whole lot of routine is Urgent
IMPORTANT but not Important
Time Robbers
•It is due to urgent factor
NEITHER URGENT NOR
rather than important you get
IMPORTANT
Time Waste PRESSURE
58

59. The biggest
impediment of
understanding the The biggest impediment
past is that we know of understanding the
the present Future is that we are
attached to the present
Shantanu Bhadkamkar ATC