5 Entrepreneur Women

8/3/2019 5 Entrepreneur Women

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A

COMPREHENSIVE PROJECT REPORT

ON

CASE STUDY ON FIVE WOMEN ENTREPRENEURS

Submitted to

C K SHAH VIJAPURWALA INSTITUTE OF MANAGEMENT

IN PARTIAL FULFILMENT OF THE

REQUIREMENT OF THE AWARD FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

Under

Gujarat Technological University

UNDER THE GUIDANCE OF

Faculty Guide

Ms. Savitha K. (Associate Professor)

Submitted by

Pankti Shah (097050592030)

Hansa Karena (097050592038)

M.B.ASEMESTER IV

C K SHAH VIJAPURWALA INSTITUTE OF MANAGEMENT,M.B.A PROGRAMM

Affiliated to Gujarat Technological UniversityAhmedabad

April 2011


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College certificate


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PREFACE

SOUND BECOMES MUSIC, IF A TRAINED PERSON USES IT

The above proverb itself is the significance of the industrial training withthe theoretical knowledge in the fields of management.

In order to understand the importance of practical aspect with the

managerial mind, it is a field of a practical training especially in the field of

management one must know the real situation of running business in order to

strengthen the decision making and training ability in the area of management.

So, all the useful information was made available from firm, which is

presented over here with best managerial efforts.


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ACKNOWLEDGEMENT

The successful and timely completion of this Project would not possible withoutthe kind co-operation and guidance of Ms. Savitha K.

We are grateful to all the faculties and other staff of our college for their support

and guidance towards the project which was our part of training.

We would like to thank Dr. Rajesh Khajuria, Director of C K Shah Vijapurwala

Institute of Management, Vadodara for his motivation.

PLACE : Vadodara

Date :

Yours Faithfully,

Pankti Shah

Hansa Karena


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DECLARATION

We , Pankti Shah and Hansa Karena, hereby declare that the

Comprehensive Project entitled CASE STUDY ON FIVE WOMEN

ENTREPRENEURS is a result of our own work and our indebtedness to other

work publications, references ,if any ,have been duly acknowledged.

Place: Vadodara

Date :

Yours faithfully,

Pankti Shah

Hansa Karena


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Executive Summary

If you are a woman and especially a person of colour, there are two strikes

against you. Immigrant, person of colour, and woman, three strikes against you

So I would work extra hard at it. More hours, yes. More sacrifices and trade-offs,

yes. That has been the journey.

-Ms. Indra Nooyi

A successful woman entrepreneur is extremely ambitious, has an inner urge or

drive to transform an idea into reality. she is ready to seize opportunities, sets

goal, possess clear vision, steps confidently forward and is ambitious to succeed.

Every successful woman entrepreneur is truly determined to achieve goals and

make her business flourish. In-depth knowledge of the field is essential to

success. She comes with new innovative solutions to old problems to tide over

issues.

Here we are discussed about five successful women entrepreneurs in India and

their success. We also discussed how they running their organization

successfully.

1.Ekta Kapoor , Creative Director, Balaji Telefilms

2. Indra Nooyi , Chief Executivedesignate, Pepsi Co.

3.Anu Aga- Chairperson (former) Thermax Group

4.Dr. Kiran Mazumdar Shaw( Chairman & Managing Director

of Biocon Limited.)

5.Shahnaz Husain,(CEO of Shahnaz Herbals)
http://en.wikipedia.org/wiki/Bioconhttp://en.wikipedia.org/wiki/Biocon


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TABLE OF CONTENTS

Preface

Acknowledgement

Declaration

Executive summary

SR. NO. PARTICULARS PAGE NOS.

1 Ekta Kapoor , Creative Director, Balaji

Telefilms

8

Ekta Kapoor Career Graph 9-15

Balaji Telefilms Information 16-36

2 Indra Nooyi , Chief Executivedesignate,

Pepsi Co.

37

Ms. Indra Nooyi Career Graph 39-41

Pepsi Co. Information 42-61

3 Anu Aga- Chairperson (former) Thermax

Group

62

Ms. Anu Aga Career Graph 63-66

Thermax Group Information 67-79

4 Dr. Kiran Mazumdar Shaw( Chairman &

Managing Director of Biocon Limited.)

80

Dr. Kiran Mazumdar Shaw Career Graph 81-86

Biocon Limited. Information 87-101
http://en.wikipedia.org/wiki/Bioconhttp://en.wikipedia.org/wiki/Bioconhttp://en.wikipedia.org/wiki/Bioconhttp://en.wikipedia.org/wiki/Biocon


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5 Shahnaz Husain,(CEO of Shahnaz

Herbals)

102

Shahnaz Husain Career Graph 103-105

Shahnaz Herbals Information 106-111

Bibliography


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1.Ekta Kapoor ,

(Creative Director,

Balaji Telefilms)


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General Information

ABOUT EKTA KAPOOR

Ekta Kapoor , born on June 7, is the Creative Head of Balaji

Telefilms. She is aptly called the Queen of Indian Television Industry. The serials

produced by her company Balaji Telefilms are a smashing hit with the masses

and dominate all the major T.V. channels in India. Ekta`s serials have not only

captured the imagination of the masses but also their soul. She did her schooling

from Bombay Scottish School and after that she joined Mithibai College. After the

college her father Jitendra suggest her to open balaji TV production house which

now a days no.1 telefilms. At that time ekta only turned 19. she enter like child in

indian television and become the queen of indian tv serials.

Her shows have broken all Previous records of TV serial Production and

popularity in India. For her entrepreneurial skills and achievements

Ekta Kapoor was rewarded the Ernst & Young (E&Y) Startup Entrepreneur Of

The Year award in 2001. Although she hasn`t clearly followed the footsteps of

her father - actor Jeetendra and current emerging star Tushar Kapoor, she has

already become a shooting star in the genre of production and programming.

Since producing her first blockbuster television program at the age of 19, Ekta

Kapoor has successfully rewritten the script on TV entertainment for the masses.

She has very successfully created more than 20 soaps on 10 major Indian

networks. The Indian showbiz community keeps a vigil on her every move, and

older, more experienced producers are quic to copy any new concept brought inby the `SOAP QUEEN` of Indian television.

She is a smart woman with a definite agenda and has also been appropriately

termed as Asia`s most powerful communicator and the lady no.1 in Hindi


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serials and movies. As the creative director of Balaji Telefilms in Mumbai,

Ekta continues to produce absorbing dramas - whether about an ambitious

tycoon or a charismatic but scheming wife or a 70-year-old grandmother

looking for a job - that consistently strikes a chord with viewers across the

subcontinent.

"It's been seven years of hard work. But I enjoyed myself."

- Ekta Kapoor, Associate Director, Balaji Telefil

Why did we take Ekta Kapoor?

Ekta Kapoor is considered to be one of the most vibrant and innovative

businessperson of India. She is rightly called the "ruling queen of Indian

television industry". The serials made by her production house Balaji

Telefilms are smashing hits in all across India. These daily soaps produced

by Ekta Kapoor dominate all the major television shows in various channels in

India. Her serials have not only caught the imagination of the crowds but also

their heart.

What position is Ekta Kapoor now in Balaji Telefilms?

Ekta Kapoor is the creative director of Balaji Telefilms. Her company has

produced more than 25 serials and each one is being shown, on an average,

four times a week on different television channels. Ekta Kapoor's serials have

captured the imagination of masses. She broken all previous records of TV

serial production and popularity in India.


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What are the process of coming to a director position?

Ekta Kapoor or the K lady is the king-pin of the Indian Television Industry.

Born on 7th June 1975, she has a typical look: soft tussled brown hair with a

large red tika on her forehead. She heads Balaji Telefilms, a Production

House based in Mumbai.

Ektas father is none other than Jeetendra, the superstar, and her brother

Tusshar Kapoor, current Bollywood actor.

In Television as a Producer:

Ektas first soap was KyunkiSaas Bhi Kabhi Bahu Thi. It started in 1999,

and was aired on Star Plus till November 2008, making it not only one of the

longest running serials in the history of Indian Television, but also one of the

most loved. The central character, Tulsi became one of the most recognized

faces on the TV screen.

Then came Kutumb in 2000 on Sony TV, and lasted a year. It was rather

popular initially, but the ratings dwindled towards the closure of the soap.

The same year Kahaani Ghar Ghar Kii hit the screen. Ekta specializes in

family drama, and this was no different. The audience loved it as much as her

other soaps.

In 2001 came another superhit series Kasautii Zindagii Kay. It was aired on

Star Plus as well.

Kkusum (2001), told the story of a simple yet strong girl. Needless to say the

audience fell in love with the central character, comparing their own

daughters and daughter-in-laws to her!


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Her other serials that have done well are: Kavyanjali (2005), Kasamh Se

(2006).

She has also produced few Bollywood films `Kyu Kii... Main Jhuth NahinBolta,` `Kucch To Hai,` `Krishna Cottage,` `Koi Aap Sa` and `Kyaa Kool Hai

Hum,` `Shootout at Lokhandwala,` `Mission Istanbul` and produced `Once

Upon a Time in Mumbai.

Who are the persons behind Ekta Kapoor?

Ekta kapoor gives credit to her family for her success,

Ekta kapoor with jiterdra(ekta's great dad)

Starting off from a scratch with her star father Jitendras status helping little in

pulling off her dream ambition - Ekta Kapoor gambled her way into television

production.

Though her dreams appeared to shatter as her creative products flopped on the

small screen, her confidence in her self and her belief in the Almighty saw her

pulling off success with a hilarious comedy show Hum Paanch. After that there

has been no looking back for this young wizard-ress of Indian television.

Ekta kapoor with shobha kapoor(ekta's great mother)

Mrs. Shobha Kapoor, the Managing Director of Balaji, is in charge of the overall

administrative and production activities of the company.

Ms. Ekta Kapoor, the creative director in the company, oversees the creative

side of the company's business. She has been the instrumental factor behind

BTL's foray into regional channels. Academically she has a graduation degree in

Commerce from the University of Mumbai.


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Ekta kapoor with tushar kapoor

"Full of flavours" is how Tushar Kapoor defines his relationship with sister Ekta. One is

cool, calm and cooperative while the other is temperamental, terse and touchy.

She is still very determined to prove what she thinks is right. She never gives up and he

really admire her for the patience she has to wait for her efforts to bear fruit. When he

decided to enter in the film industry, he was surprised to know the amount of labour

required there. Part of it had to do with his good academic background.

QUOTES BY EKTA KAPOOR

"Being in a city like Mumbai, its hard for us to accept the reality of small

towns and villages; the shows reflect this. Our viewers are not Mumbai, but in

the smaller townships across the country. Its not a geopolitical divide, but

psychological

- Ekta Kapoor

"I am looking forward to some exciting and hitherto unknown facts to emerge

from her association"

- Ekta Kapoor

"In a biopic, the central character should have one distinctive trademark feature

that stands out so we thought, 'why not let Ajay wear white?' We had made 40

different sets of clothes for him in various colours but couldn't use them. We had

to scrap them all"

- Ekta Kapoor

"I will essay the younger son of Bhoopat Rai Sood. His elder brother is no more

and the property has been passed to the son of the elder brother Siddharth


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instead of me. This is annoying to me. Initially, I am not being depicted as a gray

character but eventually I might change."

- Ekta Kapoor

ANSWERS BY EKTA KAPOOR

What does it take to succeed in the creative economy?

She told,

You need to evolve and re-evolve to align yourself with changing

tastes.

Great content is all about great basic thoughts! Things you and I can

see all around, but no one has been able to pick up and use as a

concept.

Do you see yourself as an entrepreneur? Give us your sense of the creative

economy.

She said,

Yes, I am an entrepreneur but not in the conventional sense. I have learnt

business as time passed, but I do not have a B-school education.

Speaking of the creative economy, it is a completely new field. Films have been

there for the last 100 years but television, media, content for mobiles have just

made everything so much larger. We now suddenly realize that this is an

environment friendly industry which requires very little capital; though it requires

absolute skills. And when the medium gets aligned to the content, it creates a

whole new breed of professionals.

I think the time has come for media schools to be considered mainstream and

present a choice of professions. We are going to have various niche channels


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and we are going to have regional movies coming up. Be it music, films or new

media, there is going to be need for fresh content. In it, the creative and the

business side will get enough prominence.

I think we are seeing the creative economy as just the tip of an iceberg. It isgoing to fully reveal itself after 10 years. The mediums are actually developing

and evolving. Once 3G or 4G comes in, people will want instant gratification as

far as entertainment goes. So, there will be professionals catering to that need.

What are the critical qualities one needs to succeed in the creative

economy?

She said,

One is basic instinct! You have to know and smell your viewer. Whoever I am

catering to--[even] the housewife sitting at home--I need to know her taste! So,

instinct is probably the driving force that would stand out for any creative

entrepreneur. The second and most important thing would be "evolving". I have

realized that the taste of the viewer can constantly change. So you need to sniff

out the need for change. Constantly restructuring your own business to cater to

changing taste is imperative. You can become successful by doing a certain kind

of content [as per] your instinct. [But] you need to reach out to people constantly.

The very next year you might have to revolve that same instinct to align yourself

to the new state and probably pre-empt it.


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AWARDS OF EKTA KAPOOR

In the short span of her career this young entrepreneur of India has achieved

many awards and civic honors. She was chosen to lead the Confederation of

Indian Industries' (CII) entertainment committee. In the last two years she has

also bagged the Indian Telly Awards. The other awards she received are:

The Society Achiever Award

The Best Entrepreneur of the Year 2001

The 6th Indian Telly Awards 2006

Ekta Kapoor receives Most Outstanding Woman Entrepreneur award

Asia's Most Powerful Communicator is the very nice award for ekta kapoor

Education of Ekta Kapoor

Ekta Kapoor completed her schooling from Bombay Scottish School. After

completion of schooling, she attended Mithibai College. Since she was not so

interested in academics, her great actor-father Jeetendra advised her to open the

Balaji Television production house. At that time, Ekta was only 19 years of age.

EKTA KAPOOR WAS AT IIM BANGALORE

A few years ago, she received an unusual invitation from the British Council and

the Indian Institute of Management, Bangalore, to speak to a group of young

people undergoing a weeklong management program to become entrepreneurs

for a "creative economy". Chosen on the basis of a national-level competition,

they were to be taken to the U.K. with the idea that if they were to start their

businesses, they should register their companies in the U.K., or raise investment

there.


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That is when she started tracking the creative economy which is expected to

remain recession-proof and low on carbon footprint. Think of it this way: What

natural resources do you need to set up a girl-band? If four girls got together and

cut an album, it could be a billion dollar industry before anyone knew it, and

countries like the U.K. are seriously pushing such entrepreneurs. In India, it is

time we looked at this new sector consisting of television and video

programming, software games, arts and crafts.

ABOUT HER SERIALS

Ekta Kapoor's serials always says:

" The rich do not need values, the poor do not have time for them. It is middle

class values that my serials are about."

And that is working very fine.


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BACKGROUND OF HER COMPANY

Balaji Telefilms was incorporated in 1994 and has redefined the Indian

television space in this period. Making a strong start with hit shows like Hum

Paanch, the company rose to unprecedented heights in the late 1990s and

2000s.

The satellite boom in India can in a sense be said to have been

created and led by Balaji. The performance of the Hindi television channels

and the dominance of the Hindi General Entertainment Channel was

pioneered by Balaji content and run successfully for over a decade, with

blockbuster shows like Kyunki Saas Bhi Kabhi Bahu Thi and Kahaani Ghar

Ghar Ki garnering unheard of TRPs. The company has produced over

15,000 hours of television content since its inception, including content in

Hindi, Tamil, Telegu, Kannada and Malayalam

Balaji also entered the motion picture business in the late

1990s, producing and distributing a number of films.

Today, the company occupies a dominant space in the

television content creation space, with the No.1 show on Indian television toits credit and all of its shows among the Top 50 on television. Balaji has also

diversified itself into all the 4 screens by bringing in new teams for the motion

pictures, internet and mobile space. The company has also evolved with the

times and significantly corporatized itself, bringing in a Group CEO and

experienced professional team for driving the future strategic direction of the

company. From a television content provider, we have evolved into a media

conglomerate with organizational divisions responsible for television, motion

pictures, internet and mobile.


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VISION AND VALUE

Vision

To consistently provide delightful and innovative entertainment experiences by

engaging audiences and nurturing talent

Values

Storytelling

We always delight audiences with our content and the way we deliver it to them

Passion

We go that extra mile because we love what we do

Integrity

We are honest and ethical in all our dealings

Compassion

We care about our people, we listen, we take the initiative to understand what

each one of us wants and work together as a team

Excellence

We push the bar and never settle for second-best


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MILESTONES SINCE INCEPTION

From an relaxed 16-year-old to a young entrepreneur running an kingdom

today, Ekta Kapoor has come a lengthy way. The journey wasnt effortless,but her talent to go all out and attain her dreams has made this promising.

At 16, Ekta Kapoor was like any other teenager looking to go in front a freezing

out life. But soon things altered. Ekta Kapoor got serious about her job and

slowly and steadily set out to achieve her dreams. Ekta Kapoor dreamt big, but

she dreamt the achievable. And she is at present ruling an empire. Ekta has had

her share of ups and downs, but at the end of it all what mattered was her grit to

fulfill her ambitions. Heres her story in her own words...

Those early days were no cakewalk:

She wasnt much of dreamer initially. She started dreaming only when my work

started happening. When She was 16, all she thought about was eating good

food, basically just relaxing. She was like this youngster who was looking to

make around 20,000 a month, so that She could have a happy fun disco-pubbinglifestyle. When She was 18 they planned their venture. Her dad said this is a big

opportunity and put a lot of money in this company. That was in 1994 that we set

up Balaji Telefilms. The company was losing money because She had made

some pilots and they didnt go on air. Herpilots were ok, not really amazing. Her

first six pilots were were not approved. Money got clogged. Her dads career at

the time was not peaking, they were his last few acting years. Money was

important to us and here She was losing more money. She kept telling herself

What have I done? Im not good for this. Im not good for anything in life.

Coping with insecurities:

She believes that anything that goes up has to come down. But She always

remember what her dad said: This too shall pass. Good, bad, ugly...everything


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will pass. Although these are strong logics when things happen to you they do

affect you. But life is afterall a lot of experiences put into one. Any kind of

shakeup is an experience that you will cherish all your life. As far as insecurity

goes, She is quite insecure as a person. Her insecurity fuels a sense of

determination, a sense of passion and that passion is what takes you forward.

She try to work on her insecurities and make it work for her. The base is

insecurity.

Means of communication

The Company believes that all stakeholders should have access to adequate

information, regarding the Companys position to enable them to accurately

assess its future potential. In accordance with the applicable guidelines / listing

agreements with the stock exchanges, all information which could have a

material bearing on the Companys share price is released at the earliest. The

Companys financial results were published in Business Standard, Free Press

Journal and Navshakti/Sakal (regional daily). The financial results and official

news releases were displayed on the Companys web sitewww.balajitelefilms.com. Presentations made to the institutional investors and

analysts are displayed on the Companys website. No such presentations were

made in the current financial year. The Company sends a copy of its half-yearly

results to each shareholder.


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Our Brands

Balaji today is a different firm from what it was even one year back. Pioneering

widely different genres of content across several distribution media, the firm has

completely redefined its brand architecture to reflect these far-reaching changes.

The new Balaji logo reflects its fresh new outlook, while still reflecting the core

values it stands for. The Balaji logo will be used for all of its traditional television

content, as well as family-oriented, large scale feature films.

Envisaged as a cutting-edge, youth oriented brand, the Alt Entertainment brandwill be used on all content catering to a younger, more urban demographic,

across the television, movie, mobile and internet space.

Hoonur is our recently-launched online portal for media professionals and

entertainment consumers. The brand will be used in the online and mobile space

both for the entertainment portal and for user generated content.

ICE is the latest initiative of Balaji Telefilms aimed at providing world class quality

education to aspirants wanting to make careers in the Media & Entertainment

industry. ICE covers all major specializations like Acting, Cinematography,

Direction, Editing, Production, Scriptwriting, Sound and Vfx.


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ORGANIZATION STRUCTURE


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Core-strengths are:

Leading figure in the fastest growing entertainment market: We have refined

the entertainment taste of the nation and become India's leading entertainmentcontent provider. We have also redefined the business space for the entire

nation.

Targeted Content: We have raised the industry benchmark of content

making with our highly focused and creatively driven projects. Balaji has

emerged, not just as a content provider , but a powerful communicator which

influences how people lead theirs.

Constant Improvisation: Adapting to the ever changing preferences of target

markets, requires improvisation to be a constant and dynamic process.

Continuous innovation and technology upgradation has kept us, always a step

ahead of the times.

Exploring New Vistas: We have maintained our leadership stance only

because of our deep understanding of the industry trends. Thus, we've entered

into newer fields such as non-fiction, reality shows and events as well. We have

entered into the world of motion pictures and succeeded in capturing the

attention of this target segment. The animation industry is another possibility, we

are currently considering.

Strong Management: The overall performance and operation at Balaji is

carried out following stringent management guidelines. The entire business

model has been 'corporatised' with a view of allowing smooth movement of

systems and processes.


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2.PRODUCTION DEPARTMENT

Organization structure and all activities

STUDIOS

Set No : 4B Killick Nixion (Dimensions- Area 60 ft X 100 ft

This set has a Huge Furnished haveli with a hall, a Kitchen & three Bedroom with

all property

Set No : 5A Killick Nixion - ( Dimensions: Area 40 ft X 72 ft )

This set has Huge Furnished hall & One Bedroom with all property.

Set No : 7B Killick Nixion ( Dimensions: Area 150 ft X 50

This set has Huge Furnished haveli with a hall, Aangan & Four Bedroom with all

property. The haveli exhibits extravagance of wealth belonging to rural rich,

lavishly furnished with vibrant colors, gilded furniture, classy tapestries, towering

wooden pillars and sprawling staircases all add mood and dimension to the show

and characters.

The similar look and extravagance flows into the rest of the rooms of the house.The aagan or the courtyard, a prominent feature in every vernacular structure

has been traditionally decorated, with a temple for the pantheon of gods and the

centrum stationing the sacred tulsi plant.

Set No : 4K Killick Nixion( Dimensions: Area 60 ft X 67 ft)


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This set has a Huge Furnished haveli with a hall, & a Bedroom with all property.

Today this set is positioned as an ancient haveli of a feudal lord based in a

village in Gujarat.

The set captures the feel of rich traditional Indian house, the ancestral portraits

adorned on the walls boast about the grandeur and augustness, from the ornate

columns towering high to the checkered floors, from beveled windows to stained

glass doors, from wooden staircases sprawling into the hall to the overlooking

intricate balustrades, all remind you of the colonial architecture and feudalopulence.

Set No : 2A Killick Nixion (Dimensions: Area)

This set has been especially designed Chawls better known as ghettoes of India,

the look of the set and the props have been designed keeping in mind the

meager means and basic necessities the characters survive on. This set have AHall & A kitchen, two bedroom with all property & exterior of chawl building

replicating the old chawls of Girgaum. This set divided into two parts. Other part

called as set no. 2B. It contains A Hall & A kitchen & One Bedroom.

Set No : 2D Killick Nixion(Dimensions: Area 40 ft X 80 ft)

This set have Huge Furnished Wada (Kolhapur style), a hall with Aangan & TwoBedroom with all property.

The show have Maharashtrian feel. So it get changed to Rich traditional

maharashtrian house.


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Set No : 6 Killick Nixion ( Dimensions:Area 84 * 52 FT)

A traditional looking house the set is revamped to give it a more urbane look for

the chic society, a contemporary circular staircase, bold reds, daring blacks and

soothing white dominate in furniture and geometric motif designs. This set have

Huge Furnished hall with a Kitchen & Four Bedroom with all property.

Disco - (Dimensions: Area 66 * 52 FT)

Welcome to the disco set, with its metallic silvers, psychedelic purple, electronic

blue splash of colors on the dance floor it sets the characters in a perfect mood

to break into a groovy gyrating Bollywood.

Current Productions

TV Series Original Run Network Time Slot

Pavitra Rishta June 1, 2009

Present

Zee TV Mon - Fri at

9:00 PM IST

Pyaar Kii Ye Ek

Kahaani

October 18, 2010

Present

STAR

One

Mon - Sat at

8:30 PM IST

Kitani Mohabbat

Hai Season 2

November 1, 2010

Present

Imagine

TV

Mon - Fri at

8:00 PM IST

(So many past productions also)
http://en.wikipedia.org/wiki/Pavitra_Rishtahttp://en.wikipedia.org/wiki/Pavitra_Rishtahttp://en.wikipedia.org/wiki/Zee_TVhttp://en.wikipedia.org/wiki/Zee_TVhttp://en.wikipedia.org/wiki/Indian_Standard_Timehttp://en.wikipedia.org/wiki/Pyaar_Kii_Ye_Ek_Kahaanihttp://en.wikipedia.org/wiki/Pyaar_Kii_Ye_Ek_Kahaanihttp://en.wikipedia.org/wiki/STAR_Onehttp://en.wikipedia.org/wiki/STAR_Onehttp://en.wikipedia.org/wiki/Indian_Standard_Timehttp://en.wikipedia.org/wiki/Kitani_Mohabbat_Hai_Season_2http://en.wikipedia.org/wiki/Kitani_Mohabbat_Hai_Season_2http://en.wikipedia.org/wiki/Imagine_TVhttp://en.wikipedia.org/wiki/Imagine_TVhttp://en.wikipedia.org/wiki/Indian_Standard_Timehttp://en.wikipedia.org/wiki/Indian_Standard_Timehttp://en.wikipedia.org/wiki/Imagine_TVhttp://en.wikipedia.org/wiki/Imagine_TVhttp://en.wikipedia.org/wiki/Kitani_Mohabbat_Hai_Season_2http://en.wikipedia.org/wiki/Kitani_Mohabbat_Hai_Season_2http://en.wikipedia.org/wiki/Indian_Standard_Timehttp://en.wikipedia.org/wiki/STAR_Onehttp://en.wikipedia.org/wiki/STAR_Onehttp://en.wikipedia.org/wiki/Pyaar_Kii_Ye_Ek_Kahaanihttp://en.wikipedia.org/wiki/Pyaar_Kii_Ye_Ek_Kahaanihttp://en.wikipedia.org/wiki/Indian_Standard_Timehttp://en.wikipedia.org/wiki/Zee_TVhttp://en.wikipedia.org/wiki/Pavitra_Rishta


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3.HUMAN RESOURCE MANAGEMENT

PRESENT MANPOWER STATUS

Jeetendra Kapoor, Chairman

A popular movie star throughout the 1970s and 1980s, Mr. Kapoor starred in

more than 200 films in a 45 year film career. In his long film career, he won a

number of awards including a Filmfare Lifetime Achievement Award, the Legends

of Cinema Award and the Dadasaheb Phalke Academy Award. Mr. Kapoor has

been the company's Chairman since 2000.

Shobha Kapoor, Managing Director

Mrs. Kapoor has been instrumental in building the company from its small

beginnings in 1994 to India's largest television content company today. From its

inception, Mrs. Kapoor has been hands-on in the operational management of the

company, controlling on set activity, operational efficiency. Given her wealth of

experience, today, she works closely with the Group CEO in helping him

discharge his responsibilities. Her stellar work in creating the Balaji organization

and brand has resulted in a slew of awards, including CEO of the Year (Indian

Telly Awards), Businesswoman of the Year (The Economic Times), and

numerous Best Producer awards for television shows produced by Balaji.


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Ekta Kapoor, Joint Managing Director

Ekta Kapoor has almost single-handedly revamped the television landscape in

India. She pioneered an entire genre of television content, creating among the

most successful shows and heralding the satellite television boom in the country.

Balaji's shows have been channel drivers for broadcasters in India, and even

today, have a place in the top 2 - 3 shows on each channel.

As the creative force behind Balaji's success, Ekta believes in a hands-on

approach to the day-to-day creative direction of each of Balaji's TV shows and

films, routinely putting in 16 - 18 hour work days move with the rapidly .

HUMAN RESOURCE PLANNING

Assistant Manager - HR

Balaji Telefilms Ltd.

Balaji Telefilms Ltd - Mumbai

Media Production industry

June 2008 March 2010 (1 year 10 months)

Responsible for making the organization structures for all departments.

Employee counseling and grievance handling.

Providing inputs for salary and HRIS.

Personal File Maintenance.

Co-ordination with the accounts department for salary and reimbursements.
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REMUNERATION POLICY

The remuneration of the Directors is decided by the Board of Directors as per the

remuneration policy of the Company within the ceiling approved by

shareholders.No performance linked incentives were paid or is payable to theManaging Director and the Joint Managing Director for the year under review.

Though both Executive and Non-Executive Directors are entitled to commission

@ of 2.5% each, due to insufficient profits none of them were paid any

commission. no remuneration was paid to non-executive directors apart from

sitting fees. Although there is eligibility of commission at fixed rate of 0.80% to

the Chairman and 0.20% of the net profits of the Company computed in

accordance with Sections 349 and 350 of the Companies Act, 1956, to all other

Non-Executive Directors as on date with a ceiling of Rs. 3 lakhs each, no

commission was paid to any director due to insufficient profits. Besides the sitting

fees, rent amounting to Rs. 23.38 lakhs paid to Mr. Jeetendra Kapoor (refer Note

No. B-8 in Schedule 15 Notes on Accounts, annexed to the Financial

Statements of the year), there is no other pecuniary transaction by the Company

with Non-Executive Director


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4 FINANCE DEPARTMENT

Balance sheet

PARTICULARS

Mar '

10

Mar '

09

Mar '

08

Mar '

07

Mar

06

Sources of funds

Owner's fund

Equity share capital 13.04 13.04 13.04 13.04 13.04

Share application money - - - - -

Preference share capital - - - - -

Reserves & surplus 388.74 375.84 351.80 291.12 237.43

Loan funds

Secured loans - - - - -

Unsecured loans - - - - -

Total 401.78 388.88 364.85 304.16 250.47


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PARTICULARS

Mar '

10

Mar '

09

Mar '

08

Mar '

07

Mar

06

Uses of funds

Fixed assets

Gross block 148.81 98.14 94.77 77.68 66.95

Less : revaluation reserve - - - - -

Less : accumulated depreciation 67.50 57.68 50.49 38.10 30.70

Net block 81.31 40.45 44.28 39.58 36.26

Capital work-in-progress 2.90 51.39 17.62 3.83 5.07

Investments 209.79 245.67 249.89 178.76 162.39

Net current assets

Current assets, loans & advances 135.31 92.37 126.26 123.09 108.60

Less : current liabilities & provisions 27.52 41.01 73.21 41.09 61.84

Total net current assets 107.78 51.36 53.05 82.00 46.75

Miscellaneous expenses not written - - - - -

Total 401.78 388.88 364.85 304.16 250.47


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PARTICULARS

Mar '

10

Mar '

09

Mar '

08

Mar '

07

Mar

06

Notes:

Book value of unquoted investments 209.79 245.67 244.76 178.76 157.25

Market value of quoted investments - - 5.03 4.98 5.08

Contingent liabilities 5.45 5.70 30.20 2.87 -

Number of equity sharesoutstanding

(Lacs) 652.10 652.10 652.10 652.10 652.10


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5 MARKETING DEPARTMENT

Punyashlok Bhakta has been appointed as Chief Executive Officer New Media

at the Ekta Kapoor-backed content production house Balaji Telefilms.

Bhakta was previously the Business Head (Consumer Business) and Head of

Marketing at Hungama Digital Media Entertainment Pvt. Ltd where his focus was

on building Hungama.com.

Bhakta has over ten years of experience in marketing, and has worked at

companies such as Asian Paints and LOreal, where he worked on brands like

Garnier and LOreal Paris. His expertise is in brand management with a focus on

communication development and consumer insights.

News of his appointment comes even as the company publicly announced its

intent to sell the new media and training divisions in January 2011. The new

media division of Balaji runs artist hiring portal Hoonur.com and mobile content

production.

During his three year stint at Hungama Digital Media, Bhakta helped build the

consumer business and marketing team from grounds up. As marketing head, he

oversaw brand building and communication for the consumer and B2B brands,

mobile marketing for VAS products, online and social media marketing, insights

and research, as well as corporate communications. Bhakta was also

instrumental in developing and implementing Hungamas pan-India retail

strategy. He also managed international business development and strategic tie-

ups for Hungama with entertainment and sport entities, in collaboration with the

company agent Creative Artists Agency.

Shlok holds an MMS in marketing from Narsee Monjee Institute of Management

Studies and a B. Sc. in Statistics from University of Mumbai.
http://www.linkedin.com/in/punyashlokhttp://www.bseindia.com/stockinfo/anndet.aspx?newsid=aab42d53-defd-438d-b11e-350283eb30a2&param1=1http://www.balajitelefilms.com/http://www.hungama.org/http://www.vccircle.com/500/news/balaji-telefilms-to-sell-new-media-education-businesshttp://www.vccircle.com/500/news/balaji-telefilms-to-sell-new-media-education-businesshttp://www.hungama.org/http://www.balajitelefilms.com/http://www.bseindia.com/stockinfo/anndet.aspx?newsid=aab42d53-defd-438d-b11e-350283eb30a2&param1=1http://www.linkedin.com/in/punyashlok


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Corporate Announcements

The company is battling a notice from sales tax authorities for an aggregate

amount of Rs. 223.63 crores (including interest and penalty) pertaining to sales

tax for the financial Years 2000-2001 to 2004-2005. It had previously received a

show cause cum demand notice from the Commissioner of Sales Tax in Mumbai

for Rs. 2897.74 lakhs for sales tax in 2008-09 and 2009-10 on exports made to a

customer. It had also received another notice for Rs 403.12 lakhs for service tax

for the years 2006-07 and 2009-10.

Net profit for the quarter ended December 2010 declined to Rs. 121.46 lakhs

from Rs. 181.54 lakhs in the same quarter in 2009 but has increased quarter on

quarter from a net loss recorded of Rs. 640 lakhs.

Meanwhile, subsidiary Balaji Motion Pictures paranormal/ romantic movie Ragini

MMS is slated for release. The company also plans to release its maiden

Marathi film this year, marking its first foray into regional cinema.
http://www.bseindia.com/stockinfo/anndet.aspx?newsid=80d2569a-6d9c-4bfa-ba05-5c1b9744ae7c%C2%B6m1=1http://www.bseindia.com/xml-data/corpfiling/AttachHis/Balaji_Telefilms_Ltd_250111_Rst.pdfhttp://www.bseindia.com/xml-data/corpfiling/AttachHis/Balaji_Telefilms_Ltd_250111.pdfhttp://www.bseindia.com/xml-data/corpfiling/AttachHis/Balaji_Telefilms_Ltd_250111.pdfhttp://www.bseindia.com/xml-data/corpfiling/AttachHis/Balaji_Telefilms_Ltd_250111_Rst.pdfhttp://www.bseindia.com/stockinfo/anndet.aspx?newsid=80d2569a-6d9c-4bfa-ba05-5c1b9744ae7c%C2%B6m1=1


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SWOT ANALYSIS

Strengths

Strong creative team:The companys serials accounted for 79% of the

aggregate TRP of the weekday prime time shows featuring in the top 100

Hindi cable and satellite shows. Being the leader in the Hindi mass

entertainment space, accounting for more than 40 of the top 100

programmes, some of its popular serials have been on air for years now

but still dominate the TRP ratings. Balaji has also been very successful in

regional programming. Low overheads:Balajis budgeting discipline is responsible for a strict

control of costs. The budgeting discipline has the following priorities. Each

programme is appraised as a profit center and costs are compared with

the budgeted target across every episode, artiste, location, and people

expenses. Secondly, project life cycle management comprises of a holistic

perspective of shooting schedules, scene wise artiste requirements,

ongoing shooting progress and final product delivery before shooting

commences.Balaji has two state of the art post production suites, which

accelerates the conversion of recorded material into episodes and

enhances the flexibility to review the produced content with the objective

of revision and improvement.

Weaknesses

Over dependence on key personnel: Ekta Kapoor is the creative

director of Balaji and is chiefly responsible for the companys success.

Although Balaji has a proper structured creative team in place, it still

heavily depends on Ekta Kapoor. Balaji Telefilms evinces a lot of interest

from aspiring actors who are eager to work with it. Initially the company

doesnt have to pay high fees to these aspiring stars. However if any of


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their actors becomes very popular then high fees have to be paid to them.

Besides this the popularity of the serial hinges on the performance of

these key actors to some extent and their exit can hurt the TRPs of the

show.

Difficult to sustain success:Balajis programmes accounted for 79% of

the aggregate TRP of the weekday prime time shows featuring in the top

100 Hindi cable and satellite shows. The tastes of the viewers are fickle

and it will be very difficult for Balaji to sustain these high TRPs leave

alone improving them. Thus Balajis impressive track record may prove to

be its bane in the future.

Lack of scalability: Production of entertainment software is not a very

scalable business. The channels that Balaji services are limited in number.

Besides, talented directors, technicians, artistes required for expanding

operations are not easily available. Most of the other production houses

produce only one or two serials at a time finding it very difficult to scale up

their level of operations.

Opportunities

Growth opportunities: The penetration of television sets and cable TV is

very low in India. It is expected to increase due to the rise in incomes and

a decline in the prices of television. Digitalization (CAS and DTH services)

will increase cable penetration from 70 m homes in 2006 to around 113 m

homes by 2011. The Indian television industry had a market size of US$

3.24 bn in 2005 and is expected to reach US$ 9.34 bn by 2010, a CAGR

of 24%. Advertisement spending in India is directly linked to the growth in

GDP. In view of the countrys projected GDP growth, the countrys TV

advertising market is expected to grow from Rs 66 bn in 2006 to Rs 123

bn by 2011.

Entry of new players in the Hindi General entertainment space: The

Hindi general entertainment space will get more competitive with the entry

of NDTV, UTV, INX Media. The broadcasters would try to maintain or


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increase their market share by improving their quality of content. Thus the

broadcasters expenditure on content would increase. INX media has

requisitioned Balaji to produce a couple of shows for it. Balajis

programming hours would increase as well as its realisations per hour

should also continue to increase in the future.

Threats

Plummeting share of mass entertainment: Balaji has produced many

successful serials in the mass entertainment genre. However, it has not

been very successful in other programme genres such as comedy shows,

reality shows, music contests that are getting increasingly popular and are

telecast on prime time. In fact, the share of mass entertainment channels

in terms of viewership and revenues is reducing (as seen from the table

below). If this trend amplifies in the future, then it can adversely affect the

profits of Balaji.

FUTURE OUTLOOK

Future strategies

Corporate Level

Grow beyond being a television content provider

Further strengthen the professional identity

De-risk and Diversify Revenue Model (channels,

regional programming, other business divisions)

Establish ALT and Hoonur as recognized brands

Expand management bandwidth


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SUMMARY

EKTA KAPOOR is a smart woman with a definite agenda and has also

been appropriately termed as Asia`s most powerful communicator and the

lady no.1 in Hindi serials and movies. As the creative director of Balaji

Telefilms in Mumbai, Ekta continues to produce absorbing dramas - whether

about an ambitious tycoon or a charismatic but scheming wife or a 70-year-

old grandmother looking for a job - that consistently strikes a chord with

viewers across the subcontinent.


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2. Indra Nooyi( Chief Executive

designate, Pepsi Co.)


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GENERAL INFORMATION

ABOUT INDRA NOOYI

IndraKrishnamurthy Nooyi is her full name and she belongs to the SouthernIndian city of Chennai. She was born in 28 October 1955 in Madras, now

Chennai. She has done her graduation from Madras Christian College (MCC) in

Chemistry, Physics and Math. On completion of her graduation she went to

Indian Institute of Management in Calcutta for doing Masters in Finance and

Marketing. Soon after completion of her MBA she joined ABB and then Johnson

and Johnson (J&J) in Mumbai. One of her achievement with J&J is her close

association with launch of the sanitary napkin Stayfree. From there she has been

no stopping her life.

However, her career profile was not satiating her wishes to do more in life and

she persuaded her parent to let her study at Yale Management School in US.

She completed her Masters in Public and Private Management from Yale. Here

in US before landing in the Pepsi in 1994, she had worked with Boston

Consulting Group and Motorola. Indra coaxed the CEO Roger Enrico of the

Pepsi to follow-up the companys restaurant division, including brands such KFC,Pizza Hut and Taco Bell, as the chief strategy officer.

Her quick decision making ability and sticking to the work until its got

accomplished has drawn this comment. If she gets an idea, she goes after it.

Theres no stopping her.? No doubt her firmness and go getting attitude has won

her laurels in the company and this helped her to build a strong foundation in the

career graph to reach the top echelons in the organization where many people

just day dream to reach.


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Why did we take Ms. Indra Krishnamurthy Nooyi?

She is the only Indian woman to become the Chief Executive Officer of the more

$ 25 Billion Multinational, and perhaps the first Indian to reach to this level. As of

now she has been deliberately being used so as to see more and more Indian

transcendent to that level in future. For Ms. Indra this has been a both tough and

exciting experience. As she has said in her own word that being a woman,

immigrant and colour made it thrice difficult for her to reach to this destination,

but only mantra which she followed during the course of time was working hard

twice as the male counterpart.

What position is Ms. Indra nooyi now in pepsico?

Ms.INDRA K. NOOYI, 55, has been PepsiCos Chief Executive Officer since

2006 and assumed the role of Chairman of PepsiCos Board of Directors in 2007.

She was elected to PepsiCos Board of Directors and became President and

Chief Financial Officer in 2001, after serving as Senior Vice President and Chief

Financial Officer since 2000. Ms. Nooyi also served as PepsiCos Senior Vice

President, Corporate Strategy and Development from 1996 until 2000, and as

PepsiCos Senior Vice President, Strategic Planning from 1994 until 1996.

What are the process of coming that CEO position?

Prior to becoming CEO, Mrs. Nooyi served as president and chief financial officer

beginning in 2001, when she was also named to PepsiCo's Board of Directors. In

this position, she was responsible for PepsiCo's corporate functions, including

finance, strategy, business process optimization, corporate platforms and

innovation, procurement, investor relations, and information technology. Between

February 2000 and April 2001, Mrs. Nooyi was senior vice president and chief


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financial officer of PepsiCo. Between 1996 and 1999, Mrs. Nooyi was senior vice

president of corporate strategy and development.

Before joining PepsiCo in 1994, Mrs. Nooyi spent four years as senior vice

president of strategy and strategic marketing for Asea Brown Boveri, a Zurich-

based industrials company. She was part of the top management team

responsible for the company's U.S. business as well as its worldwide industrial

businesses, representing about $10 billion of ABB's $30 billion in global sales.

Between 1986 and 1990, Mrs. Nooyi worked for Motorola, where she was vice

president and director of corporate strategy and planning, having joined the

company as the business development executive for its automotive and industrial

electronic group. Prior to Motorola, she spent six years directing international

corporate strategy projects at the Boston Consulting Group. Her clients ranged

from textiles and consumer goods companies to retailers and specialty chemicals

producers. Mrs. Nooyi began her career in India, where she held product

manager positions at Johnson & Johnson and at Mettur Beardsell, Ltd., a textile

firm.

Who are the persons behind Ms. Indra Nooyi

In fact, standing up for what she believed in is a quality that Nooyi inherited from

her mother. Along with sister Chandrika, who went on to work at the Citibank, the

World Bank, the New York Universitys Stern School of Business and then set up

Tandon Associates, the Krishnamurthy girls were honed in on the art of

leadership at a very young age.

In her childhood Every night after dinner, her mother used to ask them to make

speak on what they wanted to do when they grew up also make them to compete

to solve it as if they were a President or Prime Minister and the winner was

awarded a piece of chocolate.


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About her husband she says "He helps me. He supports me. He's a man with a

big heart,"

Why she get success?

She began her discourse with the exhortation that there are no limits to what you

can do, but cautioned the audience not to let others define the concept of

success for them, adding, not even me. In Indra Nooyis regard, success isnt

money, prestige, or power because net worth can never define self worth. True

success is being happy with yourself, is being fulfilled. And that comes from

devoting your time, your life, to doing what you love the most.

The core of the concept of success lies in knowing what you want to do in life

and those who have triumphed at figuring out that issue should consider

themselves tremendously blessed, she explained. Such advice does not seem

simplistic, coming from a business leader with verve, like Indra Nooyi, who

reportedly balances and blends her corporate role with her other talents that

include playing the guitar and singing, skills that she presumably developed as

part of an all-girl rock band while attending college in India.

Finally she explained that the three critical pillars of success are, family, friends

and faith, she said, when things look bleak and uncertain, its your family,

friends and faith that pull you through.And when Im wrestling with change in

my life, good or bad, the first place I turn to, is my religion. I tell you, it really

helps.


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Ms.Indra nooyis education

School : Holy Angels School, Chennai

College :* Bachelor's degree (Chemistry, Physics, Maths) from Madras Christian College,

Chennai (1974).

* Master's Degree in Finance and Marketing from the Indian Institute of

Management in Calcutta (1976).

* Master's Degree in Public and Private Management from Yale University's

School of Organization and Management (1978).

Leadership qualities of Ms. Nooyi

Vision

Dedication

Assertiveness

Creativity


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BACKGROUND OF THE COMPANY

PepsiCo, Incorporated (NYSE: PEP) is a Fortune 500, American global

corporation headquartered in Purchase, Harrison, New York, with interests in the

manufacturing, marketing and distribution of grain-based snack foods,

beverages, and other products. PepsiCo was formed in 1965 with the merger of

the Pepsi-Cola Company and Frito-Lay, Inc. PepsiCo has since expanded from

its namesake product Pepsi to a broader range of food and beverage brands, the

largest of which include an acquisition of Tropicana in 1998 and a merger with

Quaker Oats in 2001 - which added the Gatorade brand to its portfolio as well.

As of 2009, 19 of PepsiCo's product lines generated retail sales of more than $1

billion each,and the companys products were distributed across more than 200

countries, resulting in annual net revenues of $43.3 billion. Based on net

revenue, PepsiCo is the second largest food & beverage business in the world.

Within North America, PepsiCo is ranked (by net revenue) as the largest food

and beverage business.

Indra Krishnamurthy Nooyi has been the chief executive of PepsiCo since 2006,

and the company employed approximately 285,000 people worldwide as of2010.The companys beverage distribution and bottling is conducted by PepsiCo

as well as by licensed bottlers in certain regions.PepsiCo is a SIC 2080

(beverage) company.
http://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www.nyse.com/about/listed/quickquote.html?ticker=pephttp://en.wikipedia.org/wiki/Fortune_500http://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Purchase,_New_Yorkhttp://en.wikipedia.org/wiki/Harrison,_New_Yorkhttp://en.wikipedia.org/wiki/New_Yorkhttp://en.wikipedia.org/wiki/Grainhttp://en.wikipedia.org/wiki/Pepsi-Colahttp://en.wikipedia.org/wiki/Frito-Layhttp://en.wikipedia.org/wiki/Pepsihttp://en.wikipedia.org/wiki/Tropicana_Productshttp://en.wikipedia.org/wiki/Quaker_Oats_Companyhttp://en.wikipedia.org/wiki/Gatoradehttp://en.wikipedia.org/wiki/Net_revenuehttp://en.wikipedia.org/wiki/Indra_Nooyihttp://en.wikipedia.org/wiki/SIC_2080http://en.wikipedia.org/wiki/SIC_2080http://en.wikipedia.org/wiki/Indra_Nooyihttp://en.wikipedia.org/wiki/Net_revenuehttp://en.wikipedia.org/wiki/Gatoradehttp://en.wikipedia.org/wiki/Quaker_Oats_Companyhttp://en.wikipedia.org/wiki/Tropicana_Productshttp://en.wikipedia.org/wiki/Pepsihttp://en.wikipedia.org/wiki/Frito-Layhttp://en.wikipedia.org/wiki/Pepsi-Colahttp://en.wikipedia.org/wiki/Grainhttp://en.wikipedia.org/wiki/New_Yorkhttp://en.wikipedia.org/wiki/Harrison,_New_Yorkhttp://en.wikipedia.org/wiki/Purchase,_New_Yorkhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Multinational_corporationhttp://en.wikipedia.org/wiki/Fortune_500http://www.nyse.com/about/listed/quickquote.html?ticker=pephttp://en.wikipedia.org/wiki/New_York_Stock_Exchange


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Pepsicos Mission and Vision

At PepsiCo, they believe being a responsible corporate citizen is not only theright thing to do, but the right thing to do for our business.

Mission

Our mission is to be the world's premier consumer products company focused on

convenient foods and beverages. We seek to produce financial rewards to

investors as we provide opportunities for growth and enrichment to our

employees, our business partners and the communities in which we operate. And

in everything we do, we strive for honesty, fairness and integrity.

Vision

"PepsiCo's responsibility is to continually improve all aspects of the world in

which we operate - environment, social, economic - creating a better tomorrow

than today."

Our vision is put into action through programs and a focus on environmental

stewardship, activities to benefit society, and a commitment to build shareholder

value by making PepsiCo a truly sustainable company.

Performance with Purpose

At PepsiCo, we're committed to achieving business and financial success while

leaving a positive imprint on society - delivering what we call Performance with

Purpose.

Our approach to superior financial performance is straightforward - drive

shareholder value. By addressing social and environmental issues, we also

deliver on our purpose agenda, which consists of human, environmental, and

talent sustainability.
http://www.pepsico.com/Company/Our-Mission-and-Vision.htmlhttp://www.pepsico.com/Company/Our-Mission-and-Vision.htmlhttp://www.pepsico.com/Company/Our-Mission-and-Vision.html


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PepsiCo Values & Philosophy

Our Values & Philosophy are a reflection of the socially and environmentally

responsible company we aspire to be. They are the foundation for every

business decision we make.

Competition

The Coca-Cola Company has historically been considered PepsiCos primary

competitor in the beverage market,and in December 2005, PepsiCo surpassed

The Coca-Cola Company in market value for the first time in 112 years sinceboth companies began to compete. In 2009, the Coca-Cola Company held a

higher market share in carbonated soft drink sales within the U.S.In the same

year, PepsiCo maintained a higher share of the U.S. refreshment beverage

market, however, reflecting the differences in product lines between the two

companies.As a result of mergers, acquisitions and partnerships pursued by

PepsiCo in the 1990s and 2000s, its business has shifted to include a broader

product base, including foods, snacks and beverages. The majority of PepsiCo's

revenues no longer come from the production and sale of carbonated soft drinks

Beverages accounted for less than 50 percent of its total revenue in 2009. In the

same year, slightly more than 60 percent of PepsiCo's beverage sales came from

its primary non-carbonated brands, namely Gatorade and Tropicana

PepsiCo's Frito-Lay and Quaker Oats brands hold a significant share of the U.S.

snack food market, accounting for approximately 39 percent of U.S. snack food

sales in 2009

]

One of PepsiCo's primary competitors in the snack food marketoverall is Kraft Foods, which in the same year held 11 percent of the U.S. snack

market share.
http://www.pepsico.com/Company/PepsiCo-Values-and-Philosophy.htmlhttp://en.wikipedia.org/wiki/Coca-Cola_Companyhttp://en.wikipedia.org/wiki/Soft_drinkhttp://en.wikipedia.org/wiki/Gatoradehttp://en.wikipedia.org/wiki/Tropicana_Productshttp://en.wikipedia.org/wiki/Kraft_Foodshttp://en.wikipedia.org/wiki/Kraft_Foodshttp://en.wikipedia.org/wiki/Tropicana_Productshttp://en.wikipedia.org/wiki/Gatoradehttp://en.wikipedia.org/wiki/Soft_drinkhttp://en.wikipedia.org/wiki/Coca-Cola_Companyhttp://www.pepsico.com/Company/PepsiCo-Values-and-Philosophy.html


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Products and brands

PepsiCos product mix as of 2009 (based on worldwide net revenue) consists of

63 percent foods, and 37 percent beverages.On a worldwide basis, the

companys current products lines include several hundred brands that in 2009

were estimated to have generated approximately $108 billion in cumulative

annual retail sales

The primary identifier of companies' main brands within the food and beverage

industry are those which generate annual sales exceeding $1 billion, and 19 of

PepsiCo's brands met this description as of 2009: Pepsi-Cola, Mountain Dew,

Lay's, Gatorade, Tropicana, 7Up, Doritos, Lipton Teas, Quaker Foods,

Cheetos, Mirinda, Ruffles, Aquafina, Pepsi Max, Tostitos, Sierra Mist,

Fritos, and Walker's.

Areas of business

The structure of PepsiCo's global operations has shifted multiple times in its

history as a result of international expansion, and as of 2010 it is separated into

four main divisions PepsiCo Americas Foods, PepsiCo Americas Beverages,PepsiCo Europe, and PepsiCo Asia, Middle East and Africa. As of 2009, 71

percent of the companysnet revenues came from North and South America, 16

percent from Europe and 13 percent from Asia, the Middle East and Africa.
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Our Goals and Commitments

Products

Provide more food and beverage choices made with wholesome ingredients thatcontribute to healthier eating and drinking.

increase the amount of whole grains, fruits, vegetables, nuts, seeds and

low-fat dairy in our global product portfolio.

reduce the average amount of sodium per serving in key global food

brands by 25 percent.

reduce the average amount of saturated fat per serving in key global

food brands by 15 percent.

reduce the average amount of added sugar per serving in key global

beverage brands by 25 percent.

Marketplace

To encourage people to make informed choices and live healthier.

display calorie count and key nutrients on our food and beverage

packaging by 2012.

advertise to children under 12 only products that meet our global

science-based nutrition standards.

eliminate the direct sale of full-sugar soft drinks in primary and secondary

schools around the globe by 2012.

increase the range of foods and beverages that offer solutions for

managing calories, like portion sizes.


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Milestones

PepsiCo is named to the 'Best Companies for Multi Cultural Women' list by

Working Mother magazine

PepsiCo joins Ceres, a leading coalition of investors, environmental groups and

public interest organizations working to address sustainability efforts

Near East brand launches two new productsPearled Couscous side dish and

Near East Gourmet Meal Kits

SoBe Lifewater introduces two new zero-calorie flavors Acai Fruit Punch and

Mango Melon

Pepsi celebrates its 75th anniversary in Canada

PepsiCo honored with 'Respect Award' for its commitment to diversity by the

Gay, Lesbian and Straight Education Network (GLSEN)

PepsiCo-Almarai joint ventures acquires stake in Jordanian dairy company,

Teeba

Frito-Lay Turkey honored with 'Environment-Friendly Industrial Plant' award from

the Kocaeli Chamber of Industry

PepsiCo creates Baked Snacks North America Business Unit to meet consumers

interest in more nutritious snacks and foods

PepsiCo opens new Russian beverage plant in Domodedovo, the largest bottling

plant in PepsiCo's global system

Naked Juice becomes the first nationally distributed brand to use 100% recycled

plastic bottles with the Naked reNewabottle

PepsiCo Russia celebrates 50th Anniversary

Frito-Lay North America adds more than 1,000 fuel-efficient vehicles to its fleet


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STRATEGIES TO DRIVE OUR GROWTH

1. Expand the Global Leadership Position of Our SnacksBusiness.

2. Ensure Sustainable, Profitable Growth in Global

Beverages.

3. Unleash the Power of Power of One.

4. Rapidly Expand Our Good-for-You Portfolio.

5. Continue to Deliver on Our Environmental Sustainability Goals and

Commitments.

6. Cherish Our Associates and Develop the Leadership to

Sustain Our Growth.


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PRODUCTION DEPARTMENT

Our OperatiOns

We are organized into three business units, as follows:

(1) PepsiCo Americas Foods (PAF), which includes Frito-Lay North America

(FLNA), Quaker Foods North America (QFNA) and all of our Latin

American food and snack businesses (LAF), including our Sabritas and

Gamesa businesses in Mexico;

(2) PepsiCo Americas Beverages (PAB), which includes PepsiCo Beverages

North America and all of our Latin American beverage businesses; and

(3) PepsiCo International (PI), which includes all PepsiCo businesses in

Europe and all PepsiCo businesses in Asia, Middle East and Africa

(AMEA).

Our three business units are comprised of six reportable segments(referred to as divisions), as follows:

FLNA,

QFNA,

LAF,

PAB,

Europe, and

AMEA.


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MARKETING DEPARTMENT

Our Distribution network

We are brought to market through DSD, customer

warehouse and foodservice and vending distribution networks.

The distribution system used depends on customer needs,

product characteristics and local trade practices.

Direct-store-Delivery

We, our bottlers and our distributors operate DSD systems that

deliver snacks and beverages directly to retail stores where the

products are merchandised by our employees or our bottlers.

DSD enables us to merchandise with maximum visibility and

appeal. DSD is especially well-suited to products that are restocked

often and respond to in-store promotion and merchandising.

Customer warehouse

Some of our products are delivered from our manufacturing plants

and warehouses to customer warehouses and retail stores. These

less costly systems generally work best for products that are less

fragile and perishable, have lower turnover, and are less likely to

be impulse purchases.

Foodservice and Vending

Our foodservice and vending sales force distributes snacks, foods

and beverages to third-party foodservice and vending distributors

and operators. Our foodservice and vending sales force also


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distributes certain beverages through our bottlers. This distribution

system supplies our products to restaurants, businesses, schools,

stadiums and similar locations.

Our Competition

Our businesses operate in highly competitive markets. We compete against

global, regional, local and private label manufacturers on the basis of price,

quality, product variety and distribution. In U.S. measured channels, our chief

beverage competitor, The Coca-Cola Company, has a larger share of CSD

consumption, while we have a larger share of liquid refreshment beverages

consumption. In addition, The Coca-Cola Company has a significant CSD share

advantage in many markets outside the United States. Further, our snack brands

hold significant leadership positions in the snack industry worldwide. Our snack

brands face local, regional and private label competitors, as well as national and

global snack competitors, and compete on the basis of price, quality, product

variety and distribution. Success in this competitive environment is dependent on

effective promotion of existing products, the introduction of new products and the

effectiveness of our advertising campaigns, marketing programs and product

packaging. We believe that the strength of our brands, innovation and marketing,

coupled with the quality of our products and flexibility of our distribution network,

allow us to compete effectively.

Market Risks

We are exposed to market risks arising from adverse changes in:

commodity prices, affecting the cost of our raw materials

and energy,

foreign exchange rates, and

interest rates.


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HUMAN RESOURCE MANAGEMENT

PepsiCo is a company full of strong, talented individuals starting with the

company leadership. Get to know the inspiring people helping lead PepsiCo onits 'Performance with Purpose' journey.

1. Indra K. Nooyi

Chairman and CEO, PepsiCo

2. John Compton

CEO, PepsiCo Americas Foods

3. Massimo d'Amore

CEO, PepsiCo Beverages Americas

4. Eric Foss

CEO, Pepsi Beverages Company

5. Zein Abdalla

CEO, PepsiCo Europe
http://www.pepsico.com/Company/Leadership.html#Nooyihttp://www.pepsico.com/Company/Leadership.html#Nooyihttp://www.pepsico.com/Company/Leadership.html#Comptonhttp://www.pepsico.com/Company/Leadership.html#Comptonhttp://www.pepsico.com/Company/Leadership.html#Massimohttp://www.pepsico.com/Company/Leadership.html#Massimohttp://www.pepsico.com/Company/Leadership.html#Fosshttp://www.pepsico.com/Company/Leadership.html#Fosshttp://www.pepsico.com/Company/Leadership.html#Abdallahttp://www.pepsico.com/Company/Leadership.html#Abdallahttp://www.pepsico.com/Company/Leadership.html#Abdallahttp://www.pepsico.com/Company/Leadership.html#Abdallahttp://www.pepsico.com/Company/Leadership.html#Fosshttp://www.pepsico.com/Company/Leadership.html#Fosshttp://www.pepsico.com/Company/Leadership.html#Massimohttp://www.pepsico.com/Company/Leadership.html#Massimohttp://www.pepsico.com/Company/Leadership.html#Comptonhttp://www.pepsico.com/Company/Leadership.html#Comptonhttp://www.pepsico.com/Company/Leadership.html#Nooyihttp://www.pepsico.com/Company/Leadership.html#Nooyi


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FINANCIAL DEPARTMENT

Financial News

PepsiCo has enjoyed a long history of delivering strong financial growth for

shareholders. With some of the world's most powerful brands, our commitment to

sustainability and top global talent, PepsiCo is positioned to win in the long term.

Financial Highlights

PepsiCo, Inc. and subsidiaries (in millions except per share data; all per

share amounts assume dilution)


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Operating Activities

During 2010, net cash provided by operating activities was $8.4 billion, compared

to net cash provided of $6.8 billion in the prior year. The increase over the prior

year primarily reflects the incremental operating results from our acquisitions of

PBG and PAS, as well as favorable working capital comparisons to the prior

year. Also see Management Operating Cash Flow below for certain other items

impacting net cash provided by operating activities.

In 2009, our operations provided $6.8 billion of cash, compared to $7.0 billion in

2008, reflecting a $1.0 billion ($0.6 billion after-tax) discretionary pension

contribution to our U.S. pension plans, $196 million of restructuring payments

related to our Productivity for Growth program and $49 million of merger cost

payments related to our acquisitions of PBG and PAS. Operating cash flow also

reflected net favorable working capital comparisons to 2008.

Investing Activities

During 2010, net cash used for investing activities was $7.7 billion, primarily

reflecting $3.2 billion for net capital spending, $2.8 billion of net cash paid in

connection with our acquisitions of PBG and PAS, and $0.9 billion of cash paid in

connection with our manufacturing and distribution agreement with DPSG. We

also paid $0.5 billion to acquire WBD American Depositary Shares in the open

market.

In 2009, net cash used for investing activities was $2.4 billion, primarily reflecting

$2.1 billion for capital spending and $0.5 billion for acquisitions.

Subsequent to year-end 2010, we paid $0.2 billion to acquire WBD American

Depositary Shares in the open market. We also spent approximately $3.8 billion

to acquire approximately 66% of WBDs outstanding ordinary shares, increasing

our total ownership of WBD to approximately 77%. In addition to these

transactions, we expect to incur an additional $1.4 billion of investing cash


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outflows in connection with our intended purchase of the remaining outstanding

WBD shares, funded primarily through existing international cash.

We anticipate net capital spending in 2011 of about $3.7 billion, which includes

about $150 million of capital spending related to the integration of PBG and PAS,

as well as capital spending related to our acquisition of WBD.

Management Operating Cash Flow

We focus on management operating cash flow as a key element in achieving

maximum shareholder value, and it is the primary measure we use to monitor

cash flow performance. However, it is not a measure provided by accounting

principles generally accepted in the U.S. Therefore, this measure is not, andshould not be viewed as, a substitute for U.S. GAAP cash flow measures. Since

net capital spending is essential to our product innovation initiatives and

maintaining our operational capabilities, we believe that it is a recurring and

necessary use of cash. As such, we believe investors should also consider net

capital spending when evaluating our cash from operating activities. Additionally,

we consider certain items (included in the table below), in evaluating

management operating cash flow. We believe investors should consider these

items in evaluating our management operating cash flow results.


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Consolidated Balance Sheet


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SWOT ANALYSIS

Strengths

The company has strong background established since 1903 as Pepsi Cola. Pepsi has been marketing its products in a strong way.

Well known brand in the world

Good sales and profit figures.

Increase in mineral water and fresh juices market share.

It has broader products width.

Strong distribution channels.

Pepsi sponsornumber of sports event e.g. National Football League, National

Hockey League and Major League Baseball. Pepsi also sponsors Major League

Soccer.

Weaknesses

Differences among the employees on basis of racism.

Facing strong competition in mineral water market from Nestle.

Pepsi is far away from Coca Cola as far as financials and brand image is

concerned.

Opportunity

Growth in mineral water segment.

Food products should be promoted in untapped areas.

Launch health drinks in India to improve the brand image in the eyes of

customers

Joint ventures

Focus on social responsibility and sponsoring events.


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Threats

Food and beverages industry is mature.

Pepsi was blamed in multiple occasions for excess percentage of pesticide in

their products.

People are more health conscious so they prefer healthy drinks and juices.

Ongoing recession in majority of countries.

Random Currency fluctuation

Political instability and tax policies.

Pepsi is competing with major competitors in various segments such as Coca

cola in beverage, nestle in water and Kraft foods.

Company majority of sales are dependent on few products which is major risk.

Entry of new entrants

Coca Cola outsells Pepsi in US Market.


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3.Anu Aga

- Chairperson (former)

Thermax Group


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General Information

ABOUT ANU AGA

Anu Aga was born on 3 August, 1942 in an upper middle-class, Parsi family

in Mumbai. She did her B.A. in Economics from St Xavier's College, Mumbai, and

post graduation in medical and psychiatric social work from the prestigious Tata

Institute of Social Sciences (TISS), Mumbai. She had also been a Fulbright

Scholar and studied in the United States for four months.

Anu started her career in Thermax in 1985 and later headed its human resources

division, 1991 to 1996, when after the death of husband, Rohinton Aga, she took

over as Chairperson of Thermax, finally retiring in 2004, succeeded by her

daughter and company vice-chairperson, Meher Pudumjee. Anu has since

remained on company's Board of Director ]and involved in social work.

She is an Indian businesswoman and social worker, who led Thermax Ltd., theRs 3246-crore energy and environment engineering major, as its chairperson

1996-2004.She had figured among the eight richest Indian women, and in 2007

was part of 40 Richest Indians by net worth according to Forbes magazine.

Why did we take Ms. Anu Aga?

Ms. Anu started her career in Thermax in 1985 and later headed its human

resources division, 1991 to 1996, when after the death of husband, Rohinton

Aga, she took as Chairperson, Thermax, finally retiring in 2004 succeeded by her

daughter and company vice-chairperson, Meher Pudumjee. Anu has since

remained on company's Board of Directors, and involved in social work.
http://en.wikipedia.org/wiki/Parsi_peoplehttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Bachelor_of_Artshttp://en.wikipedia.org/wiki/St_Xavier%27s_Collegehttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Tata_Institute_of_Social_Scienceshttp://en.wikipedia.org/wiki/Tata_Institute_of_Social_Scienceshttp://en.wikipedia.org/wiki/TISShttp://en.wikipedia.org/wiki/Fulbright_Scholarhttp://en.wikipedia.org/wiki/Fulbright_Scholarhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Thermaxhttp://en.wikipedia.org/wiki/List_of_Indians_by_net_worthhttp://en.wikipedia.org/wiki/Forbeshttp://en.wikipedia.org/wiki/Forbeshttp://en.wikipedia.org/wiki/List_of_Indians_by_net_worthhttp://en.wikipedia.org/wiki/Thermaxhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Fulbright_Scholarhttp://en.wikipedia.org/wiki/Fulbright_Scholarhttp://en.wikipedia.org/wiki/TISShttp://en.wikipedia.org/wiki/Tata_Institute_of_Social_Scienceshttp://en.wikipedia.org/wiki/Tata_Institute_of_Social_Scienceshttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/St_Xavier%27s_Collegehttp://en.wikipedia.org/wiki/Bachelor_of_Artshttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Parsi_people


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What position is Ms. Anu aga now in Thermax?

After her husbands deathThermaxs growth curve dipped and share prices

plummeted from Rs 400 to Rs 36. An anonymous letter from a shareholder

accusing her of letting him down forced her to take stock of the situation. I

realised I wasnt capable but was only pretending to run the business, she says.

Losing no time, she detached herself from day-to-day operations and brought in

a foreign consultant to restructure the company the move revived its fortunes.

Ms. Aga was the Chairperson of Thermax, the Rs. 3246 crore leading Indian

player in energy and environment management. She was instrumental in turning

around the company and bringing it to its growth path. Ms. Aga retired in 2004

and is a Director on the Board of Thermax.

Since retiring, Mrs. Aga has chosen to focus on education for the

underprivileged. She is closely involved with Akanksha, an NGO which

supplements the educational needs of the slum children. In partnership with

Pune Municipal Corporation and Akanksha, Thermax Foundation has adopted

two municipal schools in Pune. She is on the Board of Teach for India, an

initiative that attempts to bridge the inequity gap in education.

What was the process to come at Chairpersons position?

The year 1996 marked the beginning of the reinvention of Anu Aga. Her

husband, Rohinton Aga, passed away suddenly, leaving Thermax, the company

he transformed from a small boilermaker into a leader in energy and

environmental solutions, in Anus hands. This was a crucial period for Thermax

as the company was in the midst of going public. A mere 14 months later, Anus

25-year-old son Kurush died in a fatal car crash. If this wasnt enough to bring

Anu Agas life to a shuddering halt, Thermax began to unravel at its seams.

The culture that Rohinton Aga had built within Thermax apparently couldnt deal

with the complexities of an unplanned succession. A host of diversifications into


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other areas such as co-generation of power, finance and software either

went belly up or began to flounder. Also, industries that relied on Thermaxs

products such as capital goods and textiles began to see a downturn,

further affecting the companys revenues even as costs were increasing. The

companys market cap nosedived from Rs 990 crore in 1996 to Rs 186 crore in

2000.

Today, Anu Aga is a poster woman for Indian entrepreneurs and worth a

whopping $1.1 billion, according to Forbes magazine. Thermaxs turnover has

ballooned to more than Rs 3,246 crore. Its offices are sprawled across the globe

in China, the UK and the US as demand for its heating, waste heat

recovery and waste water solutions has been robust. From an abysmal Rs 13

crore loss in 2001, Thermax posted a net profit of more than Rs 250 crore in

2008.

Education of Ms. Anu aga

She did her B.A. in Economics from St Xavier's College, Mumbai, and post

graduation in medical and psychiatric social work from the prestigious Tata

Institute of Social Sciences(TISS), Mumbai. She had also been a Fulbright

Scholar and studied in the United States for four months.

Why she got success?

How could Anu Aga accomplish all of this, especially in the face of such

overwhelming tragedy? Aga turned to Vipasana meditation after her sons death,

which gave her the courage to pick up the pieces and move on. Aga had

originally joined Thermax in 1985 as an HR head, but didnt have much of a role

in the operations of the company. My corporate life lasted only 20 years, says

the 65-year-old Aga. I never intended to work in the company; I was interested
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5 Entrepreneur Women