RESEARCH ASSIGNMENT

Subject: Entreprenurship and Small Bus. Dev. Subject Code : MS 207

Semester: MBA III (2nd Shift Sec. B) Batch : 2015 2017
Instructor: Ms. Madhu Arora Maximum Marks : 10
Last Date of Submission: To be decided

Q. 1 Consolidate A Case Study on Successful Entrepreneurs of Indian Origin. Find out the attributes
which make them successful Entrepreneurs.
GAUTAM ADANI - ADANI GROUP Gautam Adani born in 1962 is the Chairman of the
Adani Group, a leading trading and export company of India. In September, 2010 Forbes
magazine announced that Adani is the 6th richest person in India with a personal wealth of US
$10 billion as of March, 2011. He is the first billionaire from the city of Ahmedabad.
Gautam Adani was born in Ahmedabad, India, to Shantilal and Shantaben Adani in a Gujarati
Jain family. He set out for Mumbai to make a living with only a few hundred rupees at the age
of 18. He studied at the Seth C. N. Vidyalya School in Ahmedabad and later on at Gujarat
University. Adani is a University dropout; he studied till his second year for a Bachelor's
Degree in Commerce.
He worked in Mumbai as a diamond sorter at Mahindra Bros. After working there for two
years, Adani, 20 at that time, set up his own diamond brokerage outfit at Zaveri Bazaar and
made his first lakh.
In 1981, one year later, his elder brother Mansukhbhai, bought a plastics unit in Ahmedabad
and asked Gautam to run it. This marked the beginning of Adani's foray into global trading by
beginning to import polyvinyl chloride (PVC), a key raw material for manufacturing plastics.
After the economic liberalization, the import duty on various goods was slashed, and profits of
Adani Exports, then his flagship company, grew immensely.
In the first half of the 1990s, the American multinational Cargill and the small Indian company
Adani Group joined hands for a project to produce and export salt from Gujarat. The Americans
exited the proposed partnership citing management and control differences, leaving the Indian
partner with 5,000 acres of land for which it had no use. Gautam Adani could have been in
trouble. But he saw there an opportunity. Call it prescience, providence or a good gamble. In
place of the captive jetty to export the salt, now stands Mundra Port, Indias largest private port.
The surrounding land is home to the largest multiproduct special economic zone in the country.
These crown jewels on the Gujarat coastline stand testimony to Adanis business acumen. He
started with an investment of Rs.5 lakh in 1988, and his groups current turnover is Rs. 7,000
crore.
Adani soon saw an opportunity to import plastic and break the monopoly of the local
manufacturers. Adani Exports Ltd was formed in 1988 as a partnership firm. The company
went public in the mid 1990s, by which time it had expanded to coal and scrap metal
businesses. Says Pranav Adani, his nephew and Managing Director of Adani Wilmar: What
separates him from the rest is that he can see 5-7 years ahead.
Mundra was the fountainhead of the groups activitythe locus of all expansion that followed.
After building the port, Adani added backward and forward links to complete the chain. As the
port became active, he realized that there would be need for power and began importing coal.
This was the seed for his foray into power and energy sector.
The transition of his flagship company, Adani Enterprises, would be more spectacular. From a
trading house with around Rs.22, 000 crore revenue, it is set to become an infrastructure
conglomerate with more than Rs.42, 000 crore revenue by 2012. Adani Group can make India
and Indian infrastructure happen, says Uday Kotak, Vice-Chairman and MD, Kotak Mahindra
Bank.
Adani Enterprises is among the top five players in every business it is into, says a research
report by the financial services firm IDFC-SSKI. Currently, it is the largest trading house in
India and the largest private sector player in coal trading with 20 million tonnes contracts in
2008-09. It is also the largest private company in power trading. Adani plans to emulate the
success in his newer ventures. He has earmarked investments of over Rs.25, 000 crore over the
next three years. What people accomplish in 10 years, my father wants to do in two, says
Karan.
Adani Groups entry into power generation thus becomes an automatic extension. It is also the
most ambitious. It will determine the groups fate and its rise to the top echelons of Indian
industry. But Adani has a clear-cut plan. With the development of power plants, we will be
vertically integrated and drawing synergistic benefits among the Adani Group companies for
capturing value across the entire chain, he says.
Does Adani function purely as an instinctive entrepreneur or is there a process to his ambition?
Three years ago we were not in the power business. But when the State Electricity Act gave
way to deregulation, we entered the business, say Pranav and Karan.