Kamal Haasan is an actor, producer, director, screenwriter, lyricist, playback singer and choreographer has won a total of 172 awards which is more than any other actor in the world living or dead. He was named as "kalaignani" – an idol of art, by M. Karunanidhi for his classical work towards Tamil cinema. The kalaignani was born on November 7, 1954 is the youngest of four children born in to an Iyengar family to Rajalakshmi and Srinivasan.
Early career: 1960s – 1970s
Kamal Haasan began his career as a child artist at age of six. In the 1960s, he made his screen debut with film Kalathur Kannamma, produced by AVM production and directed by by A. Bhimsingh, and won his first National Award for Best Child Artist. He acted as a child actor in five other Tamil films in the subsequent few years.
In 1972, after completing his education, Kamal Haasan returned to films and played supporting roles to more estblished actors. In 1974, Naan Avanillai final establishing him as a lead actor and in the same year he received a regional Filmfare Award for his role in the Malayalam movie Kanyakumari. The next four years, he won six regional Best Actor Filmfare Awards, including four consecutive Best Tamil Actor Awards.
Kamal Haasan in most of his late 1970s films, was usually the hero, with Rajinikanth as the villain. He reached stardom in 1979 with multiple classics and mass blockbusters. A huge factor behind Kamal's success is his versatility.
Growth career: 1980s – 1990s
In 1981, Kamal Haasan' acted in 100th film Raja Paarvai, which also marked his debut in film production. The portrayal of a blind session violinist earned him a Filmfare Award. In 1981, he incidentally ventured into direction. This was his first attempt at direction, which came through an unfortunate turn of events with the demise of director T.N. Baalu during the filming of Sankarlal. Kamal Haasan's next acting role, in Ek Duuje Ke Liye, became his first Hindi-language film. In 1985, his performance in Saagar, won him both the Filmfare Best Actor Award as well as the Best Supporting Actor Award, making him the first actor to win both awards for a single film in the award's history.
In 1987, Mani Rathnam' directed him for Nayagan, commonly referred to The Godfather of Tamil cinema. The film helped Kamal Haasan bag a Indian National Award. The film was nominated by India as its entry for the Best Foreign Language Film for the Academy Awards in 1987. in 1990, Kamal Hassan received India's fourth highest civilian honour, the Padma Shri for his services to Indian cinema.
Unlike the eighties, Kamal Haasan films in the nineties lost sheen and were unsuccessful, barring Thevar Magan, Michael Madhana Kamarajan, and Avvai Shanmugi. The 1990s saw Kamal Haasan breaking out of the romantic hero mould to explore some more gritty, unconventional roles. In 1996, he acted in the police cop story, Kuruthipunal, which met with a strong critical reception. The success in Kuruthipunal, was followed by Indian which helped him bag him third National Film Award for Best Actor. Kamal Haasan's second attempt at direction came through another unfortunate turn of events when the original director Shantanu Sheroey failed to do a good job while filming Chachi 420 in 1997.
New century – A new beginning
In 2000, Kamal Haasan filmed his second directorial venture, Hey Ram. He also donned roles of the writer, the lyricist, the choreogrpaher and the producer for the movie Hey Ram. The decade also saw his third directorial venture, Virumaandi. In 2006, Kamal Haasan's long delayed project, Vettaiyaadu Vilaiyaadu became a blockbuster at the box office. Kamal Haasan latest release, Dasavatharam has got positive response of audiences. He is set to direct his fourth directorial venture under the production of Walt Disney Pictures. The film tentatively titled Marmayogi, is believed to be set in the 7th century and feature several leading stars in the lead roles alongside Haasan. The film was announced with a higher budget than Dasavatharam.
Hollywood Inspiration
Kamal Haasan's remakes are usually inspired by Hollywood originals, but the story and screenplay are customized for Indian Audiences viz. Nayagan was inspired by Godfather, Avvai Shanmugi and Chachi 420 were inspired by Mrs. Doubtfire, Anbe Sivam was inspired by Planes, Trains & Automobiles, Sathi Leelavathi was inspired by She-Devil, and Magalir Mattum was inspired by Nine to Five.
Awards
Kamal Haasan is a three-time winner of the National Film Award for Best Actor for the films Nayagan, Moondram Pirai and Indian. He also won the national award for Best Child Actor for his performance in Kalathur Kannamma. Six of his movies have been sent as India's official entry to the Oscars. He has won the Filmfare awards 18 times. He was awarded the Padmashri in 1990. He has won a total of 172 awards which is more than any other actor in the world living or dead. He was named as "kalaignani" – an idol of art, by M. Karunanidhi for his classical work towards Tamil cinema. In 2007, he was conferred with "Living Legend" in the film business by FICCI, India.
Source: http://www.chakpak.com, and http://www.imdb.com, http://www.screenindia.com, http://www.apunkachoice.com,
Kamal Haasan filmography
1960 Kalathur Kannamma Tamil Winner: National Film Award for Best Child Artist
1975 Apoorva Raagangal Tamil Winner: Filmfare Best Tamil Actor Award
1977 16 Vayathinile Tamil Winner: Filmfare Best Tamil Actor Award
1982 Moondram Pirai Tamil Winner: National Film Award for Best Actor
1983 Sagara Sangamam Telugu Winner: Filmfare Best Telugu Actor Award,Nandi Award for Best Actor
1987 Nayagan Tamil Winner: National Film Award for Best Actor
1988 Pushpak Silent Winner: Filmfare Best Kannada Actor Award
1989 Apoorva Sagodharargal Tamil Portrayed triple roles
1991 Michael Madhana Kamarajan Rajan Tamil Portrayed four roles, Scripted and Produced by Kamal Haasan, Scripted and Produced by Kamal Haasan
1992 Thevar Magan Tamil Winner: Filmfare Best Tamil Actor Award
1996 Indian Tamil Portrayed a dual role, Winner: National Film Award for Best Actor, Filmfare Best Tamil Actor Award
1998 Chachi 420 Tamil Produced, Scripted, and Directed Kamal Haasan
2000 Hey Ram Tamil Winner: Filmfare Best Tamil Actor Award, Simultaneously made into Hindi as Hey Ram, Produced, Scripted, and Directed Kamal Haasan
2001 Aalavandhan Tamil Portrayed a dual role
2003 Anbe Sivam Tamil Scripted by Kamal Haasan
2004 Virumaandi Tamil Produced, Scripted, and Directed Kamal Haasan
2006 Vettaiyadu Vilayadu Tamil Scripted by Kamal Haasan
2008 Dasavatharam Tamil Portrayed 10 different roles, Directed By K.S. Ravikumar, Story, Screenplay and Scripted by Kamal Haasan, Produced by Aascar Ravichandran
1975 Apoorva Raagangal Tamil Winner: Filmfare Best Tamil Actor Award
1977 16 Vayathinile Tamil Winner: Filmfare Best Tamil Actor Award
1982 Moondram Pirai Tamil Winner: National Film Award for Best Actor
1983 Sagara Sangamam Telugu Winner: Filmfare Best Telugu Actor Award,Nandi Award for Best Actor
1987 Nayagan Tamil Winner: National Film Award for Best Actor
1988 Pushpak Silent Winner: Filmfare Best Kannada Actor Award
1989 Apoorva Sagodharargal Tamil Portrayed triple roles
1991 Michael Madhana Kamarajan Rajan Tamil Portrayed four roles, Scripted and Produced by Kamal Haasan, Scripted and Produced by Kamal Haasan
1992 Thevar Magan Tamil Winner: Filmfare Best Tamil Actor Award
1996 Indian Tamil Portrayed a dual role, Winner: National Film Award for Best Actor, Filmfare Best Tamil Actor Award
1998 Chachi 420 Tamil Produced, Scripted, and Directed Kamal Haasan
2000 Hey Ram Tamil Winner: Filmfare Best Tamil Actor Award, Simultaneously made into Hindi as Hey Ram, Produced, Scripted, and Directed Kamal Haasan
2001 Aalavandhan Tamil Portrayed a dual role
2003 Anbe Sivam Tamil Scripted by Kamal Haasan
2004 Virumaandi Tamil Produced, Scripted, and Directed Kamal Haasan
2006 Vettaiyadu Vilayadu Tamil Scripted by Kamal Haasan
2008 Dasavatharam Tamil Portrayed 10 different roles, Directed By K.S. Ravikumar, Story, Screenplay and Scripted by Kamal Haasan, Produced by Aascar Ravichandran
Archies Apparel Branding
Archies Limited was set up in 1979 by Anil Moolchandani is an Indian company into the business of manufacturing and selling greeting cards and other social expression products like gifts and posters. Archies has a market share of about 50% of India’s greeting cards market. Archies has about 2000 outlets and franchisees, called Archies Galleries, spread across 120 cities and 6 countries. Archies has licensing arrangements for popular merchandising characters like Dennis the Menace and Disney characters. It has got arrangements with Paramount Cards. Inc, Carlton Cards, Expressions Gifts Co, Anne Geddes, American Greetings, for greeting card design, and Russberrie – a designer company and pioneers in soft toys, to source gifts. Last month, Archies had entered into a licensing agreement with UK’s leading brand Paper Island to market and distribute its flagship brand Fizzy Moon in India. They also entered the apparel business and is offering tee shirts under the brand name ‘Ginger Lemon’ and plan to enter the luxury product segment for infants this year.
Archies to replicate the humor of the greeting cards into tee shirts venture into the apparel business. This is an attempt to offer a product to suit individual buying. It can be seen as the migration from the Archies positioning from a gift company to merchandise and gift company. These tee shirts are targeted at the youth and will be priced between Rs 325 and Rs 399. Initially there will be 40 designs and Archies plans to introduce new designs each month replacing older ones. The tee shirts will be available across Archies stores and other multi-brand apparel stores.
The company will also enter a new segment of luxury toys and accessories for infants, this year. Archies has tied up with US based soft toys and infant accessories maker GUND for new-born babies. GUND’s portfolio includes soft toys , apparel, accessories and even room decor products for new borns.
Archies to replicate the humor of the greeting cards into tee shirts venture into the apparel business. This is an attempt to offer a product to suit individual buying. It can be seen as the migration from the Archies positioning from a gift company to merchandise and gift company. These tee shirts are targeted at the youth and will be priced between Rs 325 and Rs 399. Initially there will be 40 designs and Archies plans to introduce new designs each month replacing older ones. The tee shirts will be available across Archies stores and other multi-brand apparel stores.
The company will also enter a new segment of luxury toys and accessories for infants, this year. Archies has tied up with US based soft toys and infant accessories maker GUND for new-born babies. GUND’s portfolio includes soft toys , apparel, accessories and even room decor products for new borns.
Beginning of Battle - Anil Ambani and Mukesh Ambani
July 2002: Dhirubhai Ambani passes away.
..... and beginning of never ending corporate battle between brothers Anil Ambani and Mukesh Ambani.
October 2002: Reliance announces huge gas finds off the Andhra Pradesh Coast.
December 2002: Mukesh’s venture Reliance Infocomm launched. Anil does a no-show at the launch.
October 2003: RIL sells telecom business to Reliance Infocomm, consolidates telecom businesses under one company.
June, 2004: Anil becomes Rajya Sabha member.
June, 2004: Anil announces Rs.100 billion power plant in UP.
July, 2004: Board passes Resolution conferring all powers in the hands of the Chairman of the Reliance Group – Mukesh.
October 2004: Anil objects in an official letter to Mukesh.
November2004: Mukesh publicly accepts “Ownership Issues” with brother Anil.
December2004: Mukesh renounces Rs.500 million sweat equity (notionally valued at Rs.70 billion) in Infocomm.
December2004: RIL announces a share buyback to boost investor confidence. Anil questions the buyback motive publicly before the board meeting and abstains from voting on the issue. Board reaffirms full confidence in Mukesh.
January 2005: Anil resigned from IPCL vice-chairmanship.
January 2005: Anil sends 500-page note on corporate governance to RIL board, says there’s no transparency.
April, 2005: Anil questions the board, stating corporate governance are not being addressed; announces it’s him vs. Reliance XI before board meeting.
18June 2005: Ambanis settle ownership issue under the guidance of their mother Kokilaben Ambani and on the basis of the settlement plan drafted by ICICI Bank CEO K V Kamath.
..... and beginning of never ending corporate battle between brothers Anil Ambani and Mukesh Ambani.
October 2002: Reliance announces huge gas finds off the Andhra Pradesh Coast.
December 2002: Mukesh’s venture Reliance Infocomm launched. Anil does a no-show at the launch.
October 2003: RIL sells telecom business to Reliance Infocomm, consolidates telecom businesses under one company.
June, 2004: Anil becomes Rajya Sabha member.
June, 2004: Anil announces Rs.100 billion power plant in UP.
July, 2004: Board passes Resolution conferring all powers in the hands of the Chairman of the Reliance Group – Mukesh.
October 2004: Anil objects in an official letter to Mukesh.
November2004: Mukesh publicly accepts “Ownership Issues” with brother Anil.
December2004: Mukesh renounces Rs.500 million sweat equity (notionally valued at Rs.70 billion) in Infocomm.
December2004: RIL announces a share buyback to boost investor confidence. Anil questions the buyback motive publicly before the board meeting and abstains from voting on the issue. Board reaffirms full confidence in Mukesh.
January 2005: Anil resigned from IPCL vice-chairmanship.
January 2005: Anil sends 500-page note on corporate governance to RIL board, says there’s no transparency.
April, 2005: Anil questions the board, stating corporate governance are not being addressed; announces it’s him vs. Reliance XI before board meeting.
18June 2005: Ambanis settle ownership issue under the guidance of their mother Kokilaben Ambani and on the basis of the settlement plan drafted by ICICI Bank CEO K V Kamath.
Anil Ambani
Born on June 4, 1959, Anil Ambani holds Bachelors in Science from the University of Bombay and Masters in Business Administration from the Wharton School at the University of Pennsylvania. Anil has an unbelievable grasp of facts and numbers; he is a financial genius; and he understands capital markets well. Anil’s competitors always charge him with being too close to regulators, with his businesses benefiting from regulatory loopholes. He has strong political ties which helped him build his mobile network.
Anil Ambani is one of the foremost entrepreneurs of Independent India. He joined Reliance in 1983 as Co-Chief Executive Officer and was the financial backbone of the Reliance Industries Limited. He pioneered India Inc’s forays into overseas capital markets with international public offerings of global depository receipts, convertibles and bonds. Starting 1991, he led Reliance Industries Limited in its efforts to raise, around US$2 billion from overseas financial markets. In January 1997, Anil managed the launch of the 100-year Yankee bond. He steered the Reliance Group to its current status as India’s leading textiles, petroleum, petrochemicals, power, and Telecom Company. June 2005 Anil resigned from the post of Vice Chairman and Managing Director in Reliance Industries Limited and founded Anil Dhirubhai Ambani Group. He is the Chairman of all listed Group companies, which include:
Reliance Capital
Reliance Mutual Fund
Reliance Life Insurance
Reliance General Insurance
Reliance Money
Reliance Consumer Finance
Reliance Communications
Reliance Energy
Reliance Power
Reliance Health
Reliance Entertainment and Adlabs
Tech Reliance
The combined entity as of October 6th 2007 has a net-worth of US$45 billion, which makes him the 6th richest person in the world. His was the world’s fastest-growing multi-billion-dollar fortune in percentage terms as his wealth tripled in 1 year.
Family and Friends:
Anil is the youngest son of late father Dhirubhai Ambani (1938-2002) and Kokilaben Ambani. He is married to Tina (Munim) Ambani a well known Indian Actress of 80’s. He has two sons, Jai Anmol and Jai Anshul. He is friends with the family of Amitabh Bachchan, the Bollywood superstar and Amar Singh, politician.
Anil with his family lives in south Mumbai in one part of an apartment block he shares with brother Mukesh. Anil arrives at work by helicopter at his business park by 9.30am and in general works for 12 hours.
Achievement:
Anil is the Chairman of Board of Governors of DA-IICT, Gandhinagar and a member of the Board of Governors of the Indian Institute of Technology, Kanpur. He is member of the Board of Governors, Indian Institute of Management, Ahmedabad. He is also a member of the Central Advisory Committee, Central Electricity Regulatory Commission. In June 2004, Anil was elected as an Independent Member of the Rajya Sabha - Upper House, Parliament of India but resigned voluntarily on March 25, 2006. A few awards and key achievements of the to the visionary Anil Ambani:
Founder and Chairman of Anil Dhirubhai Ambani Group;
Chosen as the ‘CEO of the Year 2004′ in the Platts Global Energy Awards;
MTV Youth Icon of the Year’ in September 2003
‘The Entrepreneur of the Decade Award’ by the Bombay Management Association;
Businessman of the Year Award’ by leading Business Magazine, Business India in 1997; and
Elected an independent member Rajya Sabha MP in June 2004
Telecom person of the year 2007
Anil Ambani is one of the foremost entrepreneurs of Independent India. He joined Reliance in 1983 as Co-Chief Executive Officer and was the financial backbone of the Reliance Industries Limited. He pioneered India Inc’s forays into overseas capital markets with international public offerings of global depository receipts, convertibles and bonds. Starting 1991, he led Reliance Industries Limited in its efforts to raise, around US$2 billion from overseas financial markets. In January 1997, Anil managed the launch of the 100-year Yankee bond. He steered the Reliance Group to its current status as India’s leading textiles, petroleum, petrochemicals, power, and Telecom Company. June 2005 Anil resigned from the post of Vice Chairman and Managing Director in Reliance Industries Limited and founded Anil Dhirubhai Ambani Group. He is the Chairman of all listed Group companies, which include:
Reliance Capital
Reliance Mutual Fund
Reliance Life Insurance
Reliance General Insurance
Reliance Money
Reliance Consumer Finance
Reliance Communications
Reliance Energy
Reliance Power
Reliance Health
Reliance Entertainment and Adlabs
Tech Reliance
The combined entity as of October 6th 2007 has a net-worth of US$45 billion, which makes him the 6th richest person in the world. His was the world’s fastest-growing multi-billion-dollar fortune in percentage terms as his wealth tripled in 1 year.
Family and Friends:
Anil is the youngest son of late father Dhirubhai Ambani (1938-2002) and Kokilaben Ambani. He is married to Tina (Munim) Ambani a well known Indian Actress of 80’s. He has two sons, Jai Anmol and Jai Anshul. He is friends with the family of Amitabh Bachchan, the Bollywood superstar and Amar Singh, politician.
Anil with his family lives in south Mumbai in one part of an apartment block he shares with brother Mukesh. Anil arrives at work by helicopter at his business park by 9.30am and in general works for 12 hours.
Achievement:
Anil is the Chairman of Board of Governors of DA-IICT, Gandhinagar and a member of the Board of Governors of the Indian Institute of Technology, Kanpur. He is member of the Board of Governors, Indian Institute of Management, Ahmedabad. He is also a member of the Central Advisory Committee, Central Electricity Regulatory Commission. In June 2004, Anil was elected as an Independent Member of the Rajya Sabha - Upper House, Parliament of India but resigned voluntarily on March 25, 2006. A few awards and key achievements of the to the visionary Anil Ambani:
Founder and Chairman of Anil Dhirubhai Ambani Group;
Chosen as the ‘CEO of the Year 2004′ in the Platts Global Energy Awards;
MTV Youth Icon of the Year’ in September 2003
‘The Entrepreneur of the Decade Award’ by the Bombay Management Association;
Businessman of the Year Award’ by leading Business Magazine, Business India in 1997; and
Elected an independent member Rajya Sabha MP in June 2004
Telecom person of the year 2007
Mukesh Ambani
Born on April 19, 1957 in Yemen, Mukesh Ambani holds Bachelor in Chemical Engineering from UDCT Mumbai (MUICT). He also pursued an MBA at Stanford University but dropped out after his first year.
Mukesh Ambani joined Reliance in 1981 and initiated Reliance’s backward integration from textiles into polyester fibres and further into petrochemicals. This was his first big achievement. In the process of backward and forward integration he created 60 new, world-class manufacturing facilities. He major achievement is creation of the world’s largest grassroots petroleum refinery at Jamnagar, Gujarat, India, with a present capacity of 33 million tones per year integrated with petrochemicals, power generation, port and related infrastructure, at an investment of nearly $26 billion USD. At present, Mukesh Ambani is busy steering Reliance’s initiatives in a world scale, offshore, deep water oil and gas exploration and production program, setting up of a second petroleum refinery at Jamnagar.
Mukesh Ambani set up one of the largest telecommunications companies in India in the form of Reliance Communications Limited. Under his leadership, Reliance has entered retail business through its wholly owned subsidiary Reliance Retail. He also owns the Indian Premier League team Mumbai Indians. His interest lies in:
Exploration & Production
Petroleum Refining & Marketing
Petrochemicals
Textiles
Retail
SEZ
Mukesh Ambani is the chairman, managing director and the largest shareholder of Reliance Industries, India’s largest private sector enterprise and a Fortune 500 company. He is world’s fifth richest man, with a net worth of approximately $43 billion.
Family
Mukesh Ambani is son of late Dhirubhai Ambani, an Indian entrepreneur and founder of Reliance Industries, and Kokilaben Ambani. He is married to Nita Ambani, who looks after the social and charitable arm of Reliance industries. He has three children – Akash, Isha and Anant.
Mukesh Ambani with his family lives in south Mumbai in one part of an apartment block he shares with brother Anil. He is currently building, a 27-story skyscraper in downtown Mumbai, the world’s most expensive home which is valued at nearly $1 billion.
Achievements
Mukesh Ambani is member of the Prime Minister’s Council on Trade and Industry, Government of India and the Board of Governors of the National Council of Applied Economic Research, New Delhi. He is member of the Indo-US CEOs Forum, the International Advisory Board of Citigroup. He is the Chairman, Board of Governors of the Indian Institute of Management, Bangalore and a member of the Advisory Council of the Indian Institute of Technology, Mumbai. He is also a member of the Advisory Council for the Graduate School of Business of the Stanford University. A few awards and key achievements of the to the visionary Mukesh Ambani:
Businessman of the year 2007 by a public poll in India conducted by NDTV
United States-India Business Council (USIBC) leadership award for “Global Vision” 2007 in Washington
The first Trillionaire in India, June 2007
ET Business Leader of the Year’ Award by The Economic Times (India) in the year 2006
The India Business Leadership Award by CNBC-TV18 in 2007
first NDTV-Profit ‘Global Indian Leader Award’ from in the year 2006.
World Communication Award for the ‘Most Influential Person’ in Telecommunications by Total Telecom, in 2004
Mukesh Ambani joined Reliance in 1981 and initiated Reliance’s backward integration from textiles into polyester fibres and further into petrochemicals. This was his first big achievement. In the process of backward and forward integration he created 60 new, world-class manufacturing facilities. He major achievement is creation of the world’s largest grassroots petroleum refinery at Jamnagar, Gujarat, India, with a present capacity of 33 million tones per year integrated with petrochemicals, power generation, port and related infrastructure, at an investment of nearly $26 billion USD. At present, Mukesh Ambani is busy steering Reliance’s initiatives in a world scale, offshore, deep water oil and gas exploration and production program, setting up of a second petroleum refinery at Jamnagar.
Mukesh Ambani set up one of the largest telecommunications companies in India in the form of Reliance Communications Limited. Under his leadership, Reliance has entered retail business through its wholly owned subsidiary Reliance Retail. He also owns the Indian Premier League team Mumbai Indians. His interest lies in:
Exploration & Production
Petroleum Refining & Marketing
Petrochemicals
Textiles
Retail
SEZ
Mukesh Ambani is the chairman, managing director and the largest shareholder of Reliance Industries, India’s largest private sector enterprise and a Fortune 500 company. He is world’s fifth richest man, with a net worth of approximately $43 billion.
Family
Mukesh Ambani is son of late Dhirubhai Ambani, an Indian entrepreneur and founder of Reliance Industries, and Kokilaben Ambani. He is married to Nita Ambani, who looks after the social and charitable arm of Reliance industries. He has three children – Akash, Isha and Anant.
Mukesh Ambani with his family lives in south Mumbai in one part of an apartment block he shares with brother Anil. He is currently building, a 27-story skyscraper in downtown Mumbai, the world’s most expensive home which is valued at nearly $1 billion.
Achievements
Mukesh Ambani is member of the Prime Minister’s Council on Trade and Industry, Government of India and the Board of Governors of the National Council of Applied Economic Research, New Delhi. He is member of the Indo-US CEOs Forum, the International Advisory Board of Citigroup. He is the Chairman, Board of Governors of the Indian Institute of Management, Bangalore and a member of the Advisory Council of the Indian Institute of Technology, Mumbai. He is also a member of the Advisory Council for the Graduate School of Business of the Stanford University. A few awards and key achievements of the to the visionary Mukesh Ambani:
Businessman of the year 2007 by a public poll in India conducted by NDTV
United States-India Business Council (USIBC) leadership award for “Global Vision” 2007 in Washington
The first Trillionaire in India, June 2007
ET Business Leader of the Year’ Award by The Economic Times (India) in the year 2006
The India Business Leadership Award by CNBC-TV18 in 2007
first NDTV-Profit ‘Global Indian Leader Award’ from in the year 2006.
World Communication Award for the ‘Most Influential Person’ in Telecommunications by Total Telecom, in 2004
Dhirubhai Ambani
Dhirubhai Ambani (Dhirajlal Hirachand Ambani) was born on 28 December 1932, at Chorwad, Gujarat, India to Hirachand Gordhanbhai Ambani and Jamnaben in an Anavil Brahmin family of very moderate means. He is an Indian rags-to-riches business tycoon who founded Reliance Industries in Mumbai.
Beginning of journey (will publish in detail soon)
Dhirubhai Ambani moved to Aden, Yemen when he was 16 years old. There he worked with A. Besse & Co. for a salary of Rs.300 for two years latter, A. Besse & Co. became the distributors for Shell products, and he was promoted to manage the company’s filling station at the port of Aden.
In 1962, Dhirubhai returned to India and started the Reliance Commercial Corporation in partnership with Champaklal Damani, his second cousin with a capital of Rs.15,000.00. It was an export house dealing in import of polyester yarn and export of spices. In 1965, Champaklal Damani and Dhirubhai Ambani ended their partnership and Dhirubhai started on his own. Dhirubhai started his first textile mill at Naroda, in Ahmedabad in the year 1966. Ambani took his company (Reliance) public in 1977 and the rest is history. The Ambani brothers by 2007 was one of the richest families in the world
Over time, Dhirubhai diversified his business with the core specialization being in petrochemicals and additional interests in telecommunications, information technology, energy, power, retail, textiles, infrastructure services, capital markets, and logistics.
Family
Dhirubhai Ambani was married to Kokilaben and had two sons, Mukesh Ambani and Anil Ambani and two daughters, Nina Kothari and Deepti Salgaocar.
Death
Dhirubhai Ambani was admitted to the Breach Candy Hospital in Mumbai on June 24, 2002 after he suffered a major stroke. He died on July 6, 2002, at around 11:50 P.M. IST. He is survived by Kokilaben Ambani, his wife, two sons, Mukesh Ambani and Anil Ambani, and two daughters, Nina Kothari and Deepti Salgaonkar.
Achievements:
A few awards and key achievements of the to the visionary Dhirubhai Ambani:
Top Businessman’ in the ‘Best of India’ poll conducted by Zee News, August 2003
Lifetime Achievement Award’ for his outstanding contribution to Downstream Petroleum Industry in India, January 2003 by Petrotech Society conferred posthumously the
India’s Most Admired CEOs’ for the fourth consecutive year in the Business Barons - Taylor Nelson Sofres - Mode Survey, July 2002
Lifetime Achievement Award’ by India HRD Congress, February 2002
The Economic Times Award for Corporate Excellence for Lifetime Achievement’, August 2001
Man of the Century’ award by Chemtech Foundation and Chemical Engineering World in recognition of his outstanding contribution to the growth and development of the chemical industry in India, November 2000.
Indian Entrepreneur of the 20th Century’ award by FICCI (Federation of Indian Chambers of Commerce and Industries), for his meticulous scripting of one of the most remarkable stories of business endeavour of the 20th century, March 2000
The most admired Indian of the millennium in the field of Business & Economics in ‘Legends - A Celebration of Excellence’ poll audited by Ernst & Young for Zee Network, January 2000.
‘Indian Businessman of the Century’ in Business Barons Global Multimedia Poll, December 1999
Most Admired Indian Business Leader’ by The Times of India, Indiatimes.com poll, July 1999
The only Indian industrialist in ‘Business Hall of Fame’ in Asiaweek, October 1998
Businessman of the Year 1993′, Business India, January 1994
Beginning of journey (will publish in detail soon)
Dhirubhai Ambani moved to Aden, Yemen when he was 16 years old. There he worked with A. Besse & Co. for a salary of Rs.300 for two years latter, A. Besse & Co. became the distributors for Shell products, and he was promoted to manage the company’s filling station at the port of Aden.
In 1962, Dhirubhai returned to India and started the Reliance Commercial Corporation in partnership with Champaklal Damani, his second cousin with a capital of Rs.15,000.00. It was an export house dealing in import of polyester yarn and export of spices. In 1965, Champaklal Damani and Dhirubhai Ambani ended their partnership and Dhirubhai started on his own. Dhirubhai started his first textile mill at Naroda, in Ahmedabad in the year 1966. Ambani took his company (Reliance) public in 1977 and the rest is history. The Ambani brothers by 2007 was one of the richest families in the world
Over time, Dhirubhai diversified his business with the core specialization being in petrochemicals and additional interests in telecommunications, information technology, energy, power, retail, textiles, infrastructure services, capital markets, and logistics.
Family
Dhirubhai Ambani was married to Kokilaben and had two sons, Mukesh Ambani and Anil Ambani and two daughters, Nina Kothari and Deepti Salgaocar.
Death
Dhirubhai Ambani was admitted to the Breach Candy Hospital in Mumbai on June 24, 2002 after he suffered a major stroke. He died on July 6, 2002, at around 11:50 P.M. IST. He is survived by Kokilaben Ambani, his wife, two sons, Mukesh Ambani and Anil Ambani, and two daughters, Nina Kothari and Deepti Salgaonkar.
Achievements:
A few awards and key achievements of the to the visionary Dhirubhai Ambani:
Top Businessman’ in the ‘Best of India’ poll conducted by Zee News, August 2003
Lifetime Achievement Award’ for his outstanding contribution to Downstream Petroleum Industry in India, January 2003 by Petrotech Society conferred posthumously the
India’s Most Admired CEOs’ for the fourth consecutive year in the Business Barons - Taylor Nelson Sofres - Mode Survey, July 2002
Lifetime Achievement Award’ by India HRD Congress, February 2002
The Economic Times Award for Corporate Excellence for Lifetime Achievement’, August 2001
Man of the Century’ award by Chemtech Foundation and Chemical Engineering World in recognition of his outstanding contribution to the growth and development of the chemical industry in India, November 2000.
Indian Entrepreneur of the 20th Century’ award by FICCI (Federation of Indian Chambers of Commerce and Industries), for his meticulous scripting of one of the most remarkable stories of business endeavour of the 20th century, March 2000
The most admired Indian of the millennium in the field of Business & Economics in ‘Legends - A Celebration of Excellence’ poll audited by Ernst & Young for Zee Network, January 2000.
‘Indian Businessman of the Century’ in Business Barons Global Multimedia Poll, December 1999
Most Admired Indian Business Leader’ by The Times of India, Indiatimes.com poll, July 1999
The only Indian industrialist in ‘Business Hall of Fame’ in Asiaweek, October 1998
Businessman of the Year 1993′, Business India, January 1994
Dhirubhai Ambani
Dhirubhai Ambani (Dhirajlal Hirachand Ambani) was born on 28 December 1932, at Chorwad, Gujarat, India to Hirachand Gordhanbhai Ambani and Jamnaben in an Anavil Brahmin family of very moderate means. He is an Indian rags-to-riches business tycoon who founded Reliance Industries in Mumbai.
Beginning of journey (will publish in detail soon)
Dhirubhai Ambani moved to Aden, Yemen when he was 16 years old. There he worked with A. Besse & Co. for a salary of Rs.300 for two years latter, A. Besse & Co. became the distributors for Shell products, and he was promoted to manage the company’s filling station at the port of Aden.
In 1962, Dhirubhai returned to India and started the Reliance Commercial Corporation in partnership with Champaklal Damani, his second cousin with a capital of Rs.15,000.00. It was an export house dealing in import of polyester yarn and export of spices. In 1965, Champaklal Damani and Dhirubhai Ambani ended their partnership and Dhirubhai started on his own. Dhirubhai started his first textile mill at Naroda, in Ahmedabad in the year 1966. Ambani took his company (Reliance) public in 1977 and the rest is history. The Ambani brothers by 2007 was one of the richest families in the world
Over time, Dhirubhai diversified his business with the core specialization being in petrochemicals and additional interests in telecommunications, information technology, energy, power, retail, textiles, infrastructure services, capital markets, and logistics.
Family
Dhirubhai Ambani was married to Kokilaben and had two sons, Mukesh Ambani and Anil Ambani and two daughters, Nina Kothari and Deepti Salgaocar.
Death
Dhirubhai Ambani was admitted to the Breach Candy Hospital in Mumbai on June 24, 2002 after he suffered a major stroke. He died on July 6, 2002, at around 11:50 P.M. IST. He is survived by Kokilaben Ambani, his wife, two sons, Mukesh Ambani and Anil Ambani, and two daughters, Nina Kothari and Deepti Salgaonkar.
Achievements:
A few awards and key achievements of the to the visionary Dhirubhai Ambani:
Top Businessman’ in the ‘Best of India’ poll conducted by Zee News, August 2003
Lifetime Achievement Award’ for his outstanding contribution to Downstream Petroleum Industry in India, January 2003 by Petrotech Society conferred posthumously the
India’s Most Admired CEOs’ for the fourth consecutive year in the Business Barons - Taylor Nelson Sofres - Mode Survey, July 2002
Lifetime Achievement Award’ by India HRD Congress, February 2002
The Economic Times Award for Corporate Excellence for Lifetime Achievement’, August 2001
Man of the Century’ award by Chemtech Foundation and Chemical Engineering World in recognition of his outstanding contribution to the growth and development of the chemical industry in India, November 2000.
Indian Entrepreneur of the 20th Century’ award by FICCI (Federation of Indian Chambers of Commerce and Industries), for his meticulous scripting of one of the most remarkable stories of business endeavour of the 20th century, March 2000
The most admired Indian of the millennium in the field of Business & Economics in ‘Legends - A Celebration of Excellence’ poll audited by Ernst & Young for Zee Network, January 2000.
‘Indian Businessman of the Century’ in Business Barons Global Multimedia Poll, December 1999
Most Admired Indian Business Leader’ by The Times of India, Indiatimes.com poll, July 1999
The only Indian industrialist in ‘Business Hall of Fame’ in Asiaweek, October 1998
Businessman of the Year 1993′, Business India, January 1994
Beginning of journey (will publish in detail soon)
Dhirubhai Ambani moved to Aden, Yemen when he was 16 years old. There he worked with A. Besse & Co. for a salary of Rs.300 for two years latter, A. Besse & Co. became the distributors for Shell products, and he was promoted to manage the company’s filling station at the port of Aden.
In 1962, Dhirubhai returned to India and started the Reliance Commercial Corporation in partnership with Champaklal Damani, his second cousin with a capital of Rs.15,000.00. It was an export house dealing in import of polyester yarn and export of spices. In 1965, Champaklal Damani and Dhirubhai Ambani ended their partnership and Dhirubhai started on his own. Dhirubhai started his first textile mill at Naroda, in Ahmedabad in the year 1966. Ambani took his company (Reliance) public in 1977 and the rest is history. The Ambani brothers by 2007 was one of the richest families in the world
Over time, Dhirubhai diversified his business with the core specialization being in petrochemicals and additional interests in telecommunications, information technology, energy, power, retail, textiles, infrastructure services, capital markets, and logistics.
Family
Dhirubhai Ambani was married to Kokilaben and had two sons, Mukesh Ambani and Anil Ambani and two daughters, Nina Kothari and Deepti Salgaocar.
Death
Dhirubhai Ambani was admitted to the Breach Candy Hospital in Mumbai on June 24, 2002 after he suffered a major stroke. He died on July 6, 2002, at around 11:50 P.M. IST. He is survived by Kokilaben Ambani, his wife, two sons, Mukesh Ambani and Anil Ambani, and two daughters, Nina Kothari and Deepti Salgaonkar.
Achievements:
A few awards and key achievements of the to the visionary Dhirubhai Ambani:
Top Businessman’ in the ‘Best of India’ poll conducted by Zee News, August 2003
Lifetime Achievement Award’ for his outstanding contribution to Downstream Petroleum Industry in India, January 2003 by Petrotech Society conferred posthumously the
India’s Most Admired CEOs’ for the fourth consecutive year in the Business Barons - Taylor Nelson Sofres - Mode Survey, July 2002
Lifetime Achievement Award’ by India HRD Congress, February 2002
The Economic Times Award for Corporate Excellence for Lifetime Achievement’, August 2001
Man of the Century’ award by Chemtech Foundation and Chemical Engineering World in recognition of his outstanding contribution to the growth and development of the chemical industry in India, November 2000.
Indian Entrepreneur of the 20th Century’ award by FICCI (Federation of Indian Chambers of Commerce and Industries), for his meticulous scripting of one of the most remarkable stories of business endeavour of the 20th century, March 2000
The most admired Indian of the millennium in the field of Business & Economics in ‘Legends - A Celebration of Excellence’ poll audited by Ernst & Young for Zee Network, January 2000.
‘Indian Businessman of the Century’ in Business Barons Global Multimedia Poll, December 1999
Most Admired Indian Business Leader’ by The Times of India, Indiatimes.com poll, July 1999
The only Indian industrialist in ‘Business Hall of Fame’ in Asiaweek, October 1998
Businessman of the Year 1993′, Business India, January 1994
Composite Models of Brand Valuation
A group of brand value measurement indicators has established itself parallel to the focus on psychographics values. Consultancy firms and academicians have proposed many composite models of brand valuation. The Interbrand’s brand valuation approach, AC Nielsen’s brand balance sheet and brand performancer, Gfk brand power model, Semion brand value approach and Sattler brand value approach are a few of the famous composite brand valuation models.
Interbrand consulting firm’s brand value system considers an earnings-based approach. The Interbrand model seeks to estimate the risk and inflation-adjusted benefits—the current and future earnings or cash flows—flowing from brand ownership. Under this model, the value of a brand is a function of two factors: its earnings and its strength. While the brand’s earnings are a measure of potential profitability, the brand’s strength is the measure of its reliability of its future earnings. The greater the brand’s strength, greater is the reliability of its future earnings and lesser is the risk. Since it is difficult to attribute all the earnings to the brand per se, adjustments need to be made to the earnings estimates.
In this model first of all the unbranded profit i.e., earning that would have accrued on a basic unbranded version of the product is eliminated and the historical profit at present day value is restated and adjusted for taxes. To calculate the actual brand earnings the profit attributable to other intangible associated with the business of the brand is deducted.
The model calculates the brand value by multiplying brand earnings with the brand earning with the brand strength multiple. This brand strength multiple is a function of multiple of factors like leadership, stability, market, internationality, trend, support and protection. These factors have been evaluated on a scale of 1 to 100 to calculate the brand multiplier. Some of the IT companies like Infosys, Rolta and Satyam are following a similar practice of valuation for their brands.
The seven determinants of the brand value are:
• Brand leadership—which stands for the ability of the brand to influence the market;
• Brand stability—the characteristic that has made the brand the inherent “fabric” of the market;
• Market—the structural attractiveness of the market, its projected growth, et al.;
• International presence of the brand—the brand’s attractiveness and appeal in a multiplicity of markets with a view to distinguish between regional, national and international brands;
• Brand trend—the brand’s ability to remain contemporary and relevant to the consumers;
• Marketing support—the quantity and quality of the investments made to support the brand and
• Legal protection enjoyed by the brand are the protection received from the legal system, patents, trademarks, etc.
Based on these parameters, Interbrand consulting determines the value of brand. Interbrand has given weighting to all these seven parameters like brand leadership has 25% weighting, brand stability enjoys 15%, market 10%, international presence of the brand 25%, brand trend 10%, marketing support 10% and legal protection enjoyed by the brand has 5% weighting.
Measurement of the seven variables, based on a detailed audit would determine a brand’s strength. This provides the discount rate that needs to be applied to the adjusted estimates of the brand’s earnings for determining its present value.
BV = Brand profit x Brand multiplier
The Interbrand approach while being valuable, especially in an acquisition and merger context, suffers from an accounting focus. This stems from the desire to ensure that the value arrived at is auditable. Further from a marketer’s perspective, the Interbrand approach does not explicitly measure consumers’ perception of the brand, which is critical for marketing decision-making, especially on brand extension.
Schulz and Brandmeyer, of AC Nielsen have used scoring model to develop a brand valuation model called “The AC Nielsen brand balance sheet”. The brand balance sheet relies on six criteria groups containing a total of 19 individual criteria that are deemed good indicators of brand value. The fundamental idea of the brand balance sheet is to relate a correlation between complex market environments, the significance of long-term brand cultivation and successful brand management. AC Nielsen felt that the brand balance sheet is not the absolute model for brand valuation and in search of better brand valuation model, it has developed an advanced model based on Brand Performancer.
The Brand Performancer attempts to deliver an integrative consumer and company-oriented brand valuation system. It provides tailor made data to the decision-makers for any specific information needed. The modular structure makes it possible to supplement gauges of brand value with analyses for the purpose of brand steering, financial brand valuation and tracking of brand leadership. The four modules are brand steering system, brand value system, brand control system, and the central element – brand monitor.
BV = [Annual sales of respective brands x Net operating margin x Relative brand strength x Perpetual annuity NPV discount factor]
One approach, which relies strongly on behavioral and image data in addition to financial values, is ‘Semion brand value approach’. He defines four brand values – financial value of the company, which is determined by earning before taxes and earning trends, brand strength that is determined by market share, market influence, marketing activities, distribution rate degree of familiarity, identity and potential, brand protection determined by product classification, brand environment and intern protection and brand image determined by consumer association, image position on market among consumer and vis-à-vis product.
BV = financial value x [financial value factor + brand protection factor + brand strength factor + brand image factor]
The market-oriented system of brand valuation, which combines a consumer-based perspective with a company-based perspective is proposed by Bekmeier-Feuerhahn model that operates on the assumption that brand value is derived from brand strength and brand earnings, both assessed on the basis of market prices. It is a comprehensive, integrative approach to build brand valuation that takes into account the special requirements of brand appraisal and yields a tangible monetary value.
The other well-known composite brand valuation approaches are Sattler brand value approach, Gfk brand power model and brand rating valuation model.
Interbrand consulting firm’s brand value system considers an earnings-based approach. The Interbrand model seeks to estimate the risk and inflation-adjusted benefits—the current and future earnings or cash flows—flowing from brand ownership. Under this model, the value of a brand is a function of two factors: its earnings and its strength. While the brand’s earnings are a measure of potential profitability, the brand’s strength is the measure of its reliability of its future earnings. The greater the brand’s strength, greater is the reliability of its future earnings and lesser is the risk. Since it is difficult to attribute all the earnings to the brand per se, adjustments need to be made to the earnings estimates.
In this model first of all the unbranded profit i.e., earning that would have accrued on a basic unbranded version of the product is eliminated and the historical profit at present day value is restated and adjusted for taxes. To calculate the actual brand earnings the profit attributable to other intangible associated with the business of the brand is deducted.
The model calculates the brand value by multiplying brand earnings with the brand earning with the brand strength multiple. This brand strength multiple is a function of multiple of factors like leadership, stability, market, internationality, trend, support and protection. These factors have been evaluated on a scale of 1 to 100 to calculate the brand multiplier. Some of the IT companies like Infosys, Rolta and Satyam are following a similar practice of valuation for their brands.
The seven determinants of the brand value are:
• Brand leadership—which stands for the ability of the brand to influence the market;
• Brand stability—the characteristic that has made the brand the inherent “fabric” of the market;
• Market—the structural attractiveness of the market, its projected growth, et al.;
• International presence of the brand—the brand’s attractiveness and appeal in a multiplicity of markets with a view to distinguish between regional, national and international brands;
• Brand trend—the brand’s ability to remain contemporary and relevant to the consumers;
• Marketing support—the quantity and quality of the investments made to support the brand and
• Legal protection enjoyed by the brand are the protection received from the legal system, patents, trademarks, etc.
Based on these parameters, Interbrand consulting determines the value of brand. Interbrand has given weighting to all these seven parameters like brand leadership has 25% weighting, brand stability enjoys 15%, market 10%, international presence of the brand 25%, brand trend 10%, marketing support 10% and legal protection enjoyed by the brand has 5% weighting.
Measurement of the seven variables, based on a detailed audit would determine a brand’s strength. This provides the discount rate that needs to be applied to the adjusted estimates of the brand’s earnings for determining its present value.
BV = Brand profit x Brand multiplier
The Interbrand approach while being valuable, especially in an acquisition and merger context, suffers from an accounting focus. This stems from the desire to ensure that the value arrived at is auditable. Further from a marketer’s perspective, the Interbrand approach does not explicitly measure consumers’ perception of the brand, which is critical for marketing decision-making, especially on brand extension.
Schulz and Brandmeyer, of AC Nielsen have used scoring model to develop a brand valuation model called “The AC Nielsen brand balance sheet”. The brand balance sheet relies on six criteria groups containing a total of 19 individual criteria that are deemed good indicators of brand value. The fundamental idea of the brand balance sheet is to relate a correlation between complex market environments, the significance of long-term brand cultivation and successful brand management. AC Nielsen felt that the brand balance sheet is not the absolute model for brand valuation and in search of better brand valuation model, it has developed an advanced model based on Brand Performancer.
The Brand Performancer attempts to deliver an integrative consumer and company-oriented brand valuation system. It provides tailor made data to the decision-makers for any specific information needed. The modular structure makes it possible to supplement gauges of brand value with analyses for the purpose of brand steering, financial brand valuation and tracking of brand leadership. The four modules are brand steering system, brand value system, brand control system, and the central element – brand monitor.
BV = [Annual sales of respective brands x Net operating margin x Relative brand strength x Perpetual annuity NPV discount factor]
One approach, which relies strongly on behavioral and image data in addition to financial values, is ‘Semion brand value approach’. He defines four brand values – financial value of the company, which is determined by earning before taxes and earning trends, brand strength that is determined by market share, market influence, marketing activities, distribution rate degree of familiarity, identity and potential, brand protection determined by product classification, brand environment and intern protection and brand image determined by consumer association, image position on market among consumer and vis-à-vis product.
BV = financial value x [financial value factor + brand protection factor + brand strength factor + brand image factor]
The market-oriented system of brand valuation, which combines a consumer-based perspective with a company-based perspective is proposed by Bekmeier-Feuerhahn model that operates on the assumption that brand value is derived from brand strength and brand earnings, both assessed on the basis of market prices. It is a comprehensive, integrative approach to build brand valuation that takes into account the special requirements of brand appraisal and yields a tangible monetary value.
The other well-known composite brand valuation approaches are Sattler brand value approach, Gfk brand power model and brand rating valuation model.
Behaviorally-Oriented Brand Valuation Models
Some 10 years ago, among both marketing practitioners and theoreticians, criticism grew louder that financial models were failing to do complete justice to the essential qualities of strong brands, since they concentrated on quantities such as stock market capitalization, earning-capacity value, license revenues, acquisition costs, price premiums or the customer contribution margin, when brand is not the only calculation of value in quantitative terms. Aaker defines brand equity as a set of assets and liabilities linked to a brand, its name and symbol that add to or subtract from the value provided by a product or service to a firm and/or to that firm customers. Aaker identifies five determinants of brand equity: Brand loyalty, brand awareness, perceived quality, brand associations and other brand assets. It is seen not only as determinants but also as outcomes of brand equity. These parameters, with help of few other important factors, give a new concept of incorporating brand strength as a demand-oriented component. They endeavor to explain what goes on in customers’ hearts and minds and what determines the value of brands from their point of view. Almost on the same lines, Keller defines brand value as the differential effect of brand knowledge on consumer response to the marketing of the brand. That is, customer-based brand equity involves consumers’ response to an element of the marketing mix for the brand in comparison with their reactions to the same marketing mix element attributed to a fictitiously named or unnamed version of the product or service.
Calculation of brand value based on Price Premium method, compares the revenues of an unbranded competing product with the brand. Revenues of an unbranded competing product are deducted from the revenues of a comparable branded product to establish the excess or premium revenue of the brand. This excess or premium gives the value of brand. BPL, Nike, United Color of Benaton, Lotto and Bata, for example, are able to command a higher price even when the product is outsourced. The suppliers to these companies cannot charge the same price if they sell their products directly to the consumers.
Based on the principle that consumer commitment is at the foundation of brand equity and loyalty, the Chicago research firm Market Facts has developed a “Conversion Model”. This model is designed to measure the psychological commitment between brand and consumer. The model segments users of a brand into four groups: Entrenched, Average, Shallow, and Convertible. This model also predicts brand’s future fortunes. Walker and Chip in their paper ‘how strong is your brand’ discusses example, “in measuring the carbonated soft-drink category in the summer of 1991, Market Facts detected weaknesses in consumer commitment to Coke and Diet Coke. At the same time, growth potential was found for several non-cola soft dinks. By the first quarter of 1992, Seven-Up’s shipment volume climbed 8%, and other brands showed directional strengths and weaknesses as predicted.”
Prominent among ‘Behaviorally-oriented’ brand valuation model is, the Young & Rubicam model which is based on the principles of behavioral science. The Young & Rubicam brand model, Brand Asset Valuator (BAV) can be used as a diagnostic tool. The BAV model is the result of a large-scale study Y&R conducted in 1993-94, encompassing 30,000 consumers and 6,000 brands in 19 countries. It is an attempt to value brand by breaking consumer connection into its two parts—brand stature and brand strength, the marketer can assess the health of the brand. Brand strength is a measure of brand distinctiveness that measures how distinctive the brand is in the marketplace and brand relevance measures whether a brand has personal relevance for the respondent. Brand stature, on the other hand, is a combination of brand esteem, which measures whether the brand is held in high regard and considered the best in its class and knowledge is a measure of brand understanding, which measures as to what a brand stands for.
Walker and Chip in their paper “How strong is your brand” discusses brands in the study with high familiarity include Coca-Cola, Jell-O, McDonald’s and Kellogg’s. Brands with high esteem include Rubbermaid, Philadelphia Cream Cheese, Reynolds Wrap, and Band-Aid.
BV = f {[Brand strength (differentiation, relevance)] and [brand stature (esteem, knowledge)]}
McKinsey defines the three Ps of the brand and gives a function “Quantitative brand strength elements = f (the 3 Ps of a brand)”, when three Ps stand for performance, personality, and presence. McKinsey’s method for determining brand value operates on the assumption that brand strength is definitively quantifiable. However, the system does not determine aggregate brand value, but rather
quantifies as target values for individual benefit components of brands from a brand management perspective and can be viewed as a model based on behavioral science only in terms of the drivers of the three Ps of the brand.
Other consumer-focused models essentially value brands along similar lines with varying degrees of sophistication. Some of the measures used are: Price premium, customer preference, replacement cost of brand, and the price premium that the name supports. The Icon Research and Consulting Brand Trek approach is yet another model for determining brand value based purely on the tenets of behavioral science.
Calculation of brand value based on Price Premium method, compares the revenues of an unbranded competing product with the brand. Revenues of an unbranded competing product are deducted from the revenues of a comparable branded product to establish the excess or premium revenue of the brand. This excess or premium gives the value of brand. BPL, Nike, United Color of Benaton, Lotto and Bata, for example, are able to command a higher price even when the product is outsourced. The suppliers to these companies cannot charge the same price if they sell their products directly to the consumers.
Based on the principle that consumer commitment is at the foundation of brand equity and loyalty, the Chicago research firm Market Facts has developed a “Conversion Model”. This model is designed to measure the psychological commitment between brand and consumer. The model segments users of a brand into four groups: Entrenched, Average, Shallow, and Convertible. This model also predicts brand’s future fortunes. Walker and Chip in their paper ‘how strong is your brand’ discusses example, “in measuring the carbonated soft-drink category in the summer of 1991, Market Facts detected weaknesses in consumer commitment to Coke and Diet Coke. At the same time, growth potential was found for several non-cola soft dinks. By the first quarter of 1992, Seven-Up’s shipment volume climbed 8%, and other brands showed directional strengths and weaknesses as predicted.”
Prominent among ‘Behaviorally-oriented’ brand valuation model is, the Young & Rubicam model which is based on the principles of behavioral science. The Young & Rubicam brand model, Brand Asset Valuator (BAV) can be used as a diagnostic tool. The BAV model is the result of a large-scale study Y&R conducted in 1993-94, encompassing 30,000 consumers and 6,000 brands in 19 countries. It is an attempt to value brand by breaking consumer connection into its two parts—brand stature and brand strength, the marketer can assess the health of the brand. Brand strength is a measure of brand distinctiveness that measures how distinctive the brand is in the marketplace and brand relevance measures whether a brand has personal relevance for the respondent. Brand stature, on the other hand, is a combination of brand esteem, which measures whether the brand is held in high regard and considered the best in its class and knowledge is a measure of brand understanding, which measures as to what a brand stands for.
Walker and Chip in their paper “How strong is your brand” discusses brands in the study with high familiarity include Coca-Cola, Jell-O, McDonald’s and Kellogg’s. Brands with high esteem include Rubbermaid, Philadelphia Cream Cheese, Reynolds Wrap, and Band-Aid.
BV = f {[Brand strength (differentiation, relevance)] and [brand stature (esteem, knowledge)]}
McKinsey defines the three Ps of the brand and gives a function “Quantitative brand strength elements = f (the 3 Ps of a brand)”, when three Ps stand for performance, personality, and presence. McKinsey’s method for determining brand value operates on the assumption that brand strength is definitively quantifiable. However, the system does not determine aggregate brand value, but rather
quantifies as target values for individual benefit components of brands from a brand management perspective and can be viewed as a model based on behavioral science only in terms of the drivers of the three Ps of the brand.
Other consumer-focused models essentially value brands along similar lines with varying degrees of sophistication. Some of the measures used are: Price premium, customer preference, replacement cost of brand, and the price premium that the name supports. The Icon Research and Consulting Brand Trek approach is yet another model for determining brand value based purely on the tenets of behavioral science.
Business Finance-Oriented Brand Valuation Models
There are many finance-oriented-brand valuation approaches such as capital market oriented valuation approach, market-oriented valuation cost-oriented valuation, brand valuation based on the concept of enterprise value, earning capacity-oriented brand valuation, license-based brand valuation and customer-oriented brand valuation to name a few.
“The market value-oriented brand valuation” approach is the method in which, the value of a brand is established by referring to the fair market prices of comparable brands. The other approach “capital market-oriented brand valuation model” was pioneered by Simon and Sullivan. They defined brand equity as the present value of all future earnings attributable solely to branding. Thus, from a financial markets perspective, brand value can be calculated from a company’s stock market capitalization or market value. But, this valuation method can be useful only for stock exchange-listed companies as the model is based on the idea that the stock price of a company will perform to reflect the future potential, its brands provide.
In the case of a single-brand company, brand value will therefore consist the company’s capitalized or realized market value. Brand value of a company can be calculated by using simple formula:
Brand Value = (stock price x number of shares) – (tangible assets + all remaining intangible assets)
If a company has more than one brand, the calculation is done pro rata for each brand’s share of total revenues or profits.
Brand valuation can also be based on the idea of the net asset value approach that is frequently drawn upon in the field of corporate valuation, which is called “cost-oriented brand valuation”. In net asset value approach, depending on the time perspective chosen, the assets may be valued either at their historic cost or at replacement cost. Brand valuation with the replacement cost method is done on the principle—what it would cost today to build up an equivalent brand from scratch. Whereas historic cost assumes that brand is an asset-based on resources that have been invested in it. Not only net asset value but enterprise value is also seen as a base to value brand equity. It also involves the aggregation of marketing and R&D expenditure relating to a brand. This method is used by Cadbury Schweppers for brand valuation. Historic Cost method, involves the aggregation of marketing and R&D expenditure relating to a brand. The problem is the isolation of costs specific to the brand alone, which may require the capitalization of costs incurred decades ago. Sander, Crimmins and Herp have proposed models based on price premium. In price premium-oriented approaches, the brand is seen as generating an additional benefit for the customer, for which they are willing to pay a little more. Sander proposed “Hedonic brand valuation method”, which is based on hedonic price theory. It explains product prices in terms of various product characteristics, or rather the extent to which they are present. On the other hand, Crimmins points out three dimensions of brand value: Actual amount, band breadth, and content of brand value. Herp builds upon the brand valuation model on conjoint measurement. In this model, brand value is defined as the sum of all incremental revenues earned as a result of branding a company.
It is seen that advertising support varies hugely from industry to industry. BBDO’s brand valuation model also considers the advertising in brand valuation, which most of the other models do not considers and present a distorted picture. The Brand Equity Evaluation System is a multi-phase factor model of brand valuation, which takes into account the differences between industries and solves the basic problem of the advertising support. This model also takes forward-looking variables to establish brand’s development potential. The model identifies eight determinants of brand equity.
The constituents of brand environment—sales performance, net operating margin and development prospects are aggregated into a joint factor of brand quality. The new brand quality factor is channeled together with the remaining four weighting factors (international orientation, advertising support, brand’s strength within its industry, image) to form an overall factor value. It is subsequently used as a multiplier of earnings before taxes. The monetary value of brand equity is the product of the average pre-tax earnings in the last three years and this combined the weighting factor. The detailed processes involved in implementing the BEES model are summarized in Figure.
There are few other methods to calculate brand value like “customer-oriented brand valuation model”, which is based on customer contribution margins. “Kern’s x-times-model” which is based on earning capacity, establishes the monetary value of a brand by capitalizing the value of potential earnings. License-based brand valuation proposed by Consor is yet another model which values a brand on the basis of the license rates typical of the industry and earned by comparable brands. It focuses on brand licensing, and the value calculated is the sum of money, another company would be willing to pay either to purchase the brand outright or to obtain a license for it.
“The market value-oriented brand valuation” approach is the method in which, the value of a brand is established by referring to the fair market prices of comparable brands. The other approach “capital market-oriented brand valuation model” was pioneered by Simon and Sullivan. They defined brand equity as the present value of all future earnings attributable solely to branding. Thus, from a financial markets perspective, brand value can be calculated from a company’s stock market capitalization or market value. But, this valuation method can be useful only for stock exchange-listed companies as the model is based on the idea that the stock price of a company will perform to reflect the future potential, its brands provide.
In the case of a single-brand company, brand value will therefore consist the company’s capitalized or realized market value. Brand value of a company can be calculated by using simple formula:
Brand Value = (stock price x number of shares) – (tangible assets + all remaining intangible assets)
If a company has more than one brand, the calculation is done pro rata for each brand’s share of total revenues or profits.
Brand valuation can also be based on the idea of the net asset value approach that is frequently drawn upon in the field of corporate valuation, which is called “cost-oriented brand valuation”. In net asset value approach, depending on the time perspective chosen, the assets may be valued either at their historic cost or at replacement cost. Brand valuation with the replacement cost method is done on the principle—what it would cost today to build up an equivalent brand from scratch. Whereas historic cost assumes that brand is an asset-based on resources that have been invested in it. Not only net asset value but enterprise value is also seen as a base to value brand equity. It also involves the aggregation of marketing and R&D expenditure relating to a brand. This method is used by Cadbury Schweppers for brand valuation. Historic Cost method, involves the aggregation of marketing and R&D expenditure relating to a brand. The problem is the isolation of costs specific to the brand alone, which may require the capitalization of costs incurred decades ago. Sander, Crimmins and Herp have proposed models based on price premium. In price premium-oriented approaches, the brand is seen as generating an additional benefit for the customer, for which they are willing to pay a little more. Sander proposed “Hedonic brand valuation method”, which is based on hedonic price theory. It explains product prices in terms of various product characteristics, or rather the extent to which they are present. On the other hand, Crimmins points out three dimensions of brand value: Actual amount, band breadth, and content of brand value. Herp builds upon the brand valuation model on conjoint measurement. In this model, brand value is defined as the sum of all incremental revenues earned as a result of branding a company.
It is seen that advertising support varies hugely from industry to industry. BBDO’s brand valuation model also considers the advertising in brand valuation, which most of the other models do not considers and present a distorted picture. The Brand Equity Evaluation System is a multi-phase factor model of brand valuation, which takes into account the differences between industries and solves the basic problem of the advertising support. This model also takes forward-looking variables to establish brand’s development potential. The model identifies eight determinants of brand equity.
The constituents of brand environment—sales performance, net operating margin and development prospects are aggregated into a joint factor of brand quality. The new brand quality factor is channeled together with the remaining four weighting factors (international orientation, advertising support, brand’s strength within its industry, image) to form an overall factor value. It is subsequently used as a multiplier of earnings before taxes. The monetary value of brand equity is the product of the average pre-tax earnings in the last three years and this combined the weighting factor. The detailed processes involved in implementing the BEES model are summarized in Figure.
There are few other methods to calculate brand value like “customer-oriented brand valuation model”, which is based on customer contribution margins. “Kern’s x-times-model” which is based on earning capacity, establishes the monetary value of a brand by capitalizing the value of potential earnings. License-based brand valuation proposed by Consor is yet another model which values a brand on the basis of the license rates typical of the industry and earned by comparable brands. It focuses on brand licensing, and the value calculated is the sum of money, another company would be willing to pay either to purchase the brand outright or to obtain a license for it.
Dasavatharam: India's most ambitious film
The release of Kamal Haasan’s magnum opus Dasavatharam was probably the most awaited event after Rajinikanth's Sivaji – The Boss. The release is also important as Kamal Haasan has no release since August 2006. Vettaiyaadu Vilaiyaadu, Haasan’s last released in August 2006 was a huge hit.
Dasavatharam is India’s most ambitious film in terms of budget and scrip. The film was released on June 13 2008. Ravichandran decided on the project in 1996. It took a lot of time to get the film together. Almost after twelve years it was released world-wide on June 13, 2008 in the Tamil language, with a simultaneous dubbed version released in Telugu. The film is set to be dubbed into Hindi and released later in the year.
Role
In the movie Haasan appears in ten different roles, breaking the record for an actor's portrayal of the most different characters. The movie also has Asin in a dual role and Mallika Sherawat, who plays lead role. Kamal Haasan has played ten different roles in Dashavatharam - US President George Bush, Balaraman, a brahmin, a tall Afghan, a Lankan Tamil, an old lady, a doctor, a police officer, a Japanese, and a Daler Mehndi look-alike.
Music
Himesh Reshammiya has composed the film's soundtrack, and Devi Sri Prasad has given the background score. The soundtrack to Dasavathaaram was released on April 25, 2008, which became the largest audio launch for a film in the world. Prominent film personalities across the world including Jackie Chan, Amitabh Bachchan, Mammooty, Vijay and Madhavan attended the function
Distribution
In the recent past, most big-budget films be it Hindi, or any other regional film, producers have adopted a revenue model where the investments are typically recovered before the release of the film. The producer of the movie, Ravichandran, took the different route and decided to distribute the film himself. He has ensured that the film is released in as many screens as possible. The film overall will have 1,300 prints which will include the Hindi version as well. Tamil Nadu alone had 275 prints with Kerala and Karnataka accounting for 85 and 80 prints respectively. The Telugu version of Dasavatharam had as many as 260 prints. Around 1,100 prints will be released domestically while the rest will go abroad in countries like UK, US, Europe and Singapore.
Revenue
In terms of money that came Ravichandran's way before the release of the film, it was Rs 2 crore from Sony-BMG for selling the music rights and another Rs 4.5 crore for Kalaignar TV for the satellite rights. That adds up to just Rs 6.5 crore. The Ravichandran has distributed movie himself and is confident that the movie will do business worth Rs. 300 crores.
Reviews
Dasavatharam has been declared as the Blockbuster of the year due to its huge and mega opening worldwide in Indian film history. The film is anticipated to rake in close to Rs. 100 crore as its theatrical revenue at the end of this week, as Chennai theatre owners state that the bookings for the next 10 days are house-full. If compared to Rajnikant’s Sivaji the film grossed over 25 crore in its first one week. Given the current figures, Kamal Hassan is currently one up.
Source: http://economictimes.indiatimes.com, www.dasavatharam.info, http://timesofindia.indiatimes.com
Dasavatharam is India’s most ambitious film in terms of budget and scrip. The film was released on June 13 2008. Ravichandran decided on the project in 1996. It took a lot of time to get the film together. Almost after twelve years it was released world-wide on June 13, 2008 in the Tamil language, with a simultaneous dubbed version released in Telugu. The film is set to be dubbed into Hindi and released later in the year.
Role
In the movie Haasan appears in ten different roles, breaking the record for an actor's portrayal of the most different characters. The movie also has Asin in a dual role and Mallika Sherawat, who plays lead role. Kamal Haasan has played ten different roles in Dashavatharam - US President George Bush, Balaraman, a brahmin, a tall Afghan, a Lankan Tamil, an old lady, a doctor, a police officer, a Japanese, and a Daler Mehndi look-alike.
Music
Himesh Reshammiya has composed the film's soundtrack, and Devi Sri Prasad has given the background score. The soundtrack to Dasavathaaram was released on April 25, 2008, which became the largest audio launch for a film in the world. Prominent film personalities across the world including Jackie Chan, Amitabh Bachchan, Mammooty, Vijay and Madhavan attended the function
Distribution
In the recent past, most big-budget films be it Hindi, or any other regional film, producers have adopted a revenue model where the investments are typically recovered before the release of the film. The producer of the movie, Ravichandran, took the different route and decided to distribute the film himself. He has ensured that the film is released in as many screens as possible. The film overall will have 1,300 prints which will include the Hindi version as well. Tamil Nadu alone had 275 prints with Kerala and Karnataka accounting for 85 and 80 prints respectively. The Telugu version of Dasavatharam had as many as 260 prints. Around 1,100 prints will be released domestically while the rest will go abroad in countries like UK, US, Europe and Singapore.
Revenue
In terms of money that came Ravichandran's way before the release of the film, it was Rs 2 crore from Sony-BMG for selling the music rights and another Rs 4.5 crore for Kalaignar TV for the satellite rights. That adds up to just Rs 6.5 crore. The Ravichandran has distributed movie himself and is confident that the movie will do business worth Rs. 300 crores.
Reviews
Dasavatharam has been declared as the Blockbuster of the year due to its huge and mega opening worldwide in Indian film history. The film is anticipated to rake in close to Rs. 100 crore as its theatrical revenue at the end of this week, as Chennai theatre owners state that the bookings for the next 10 days are house-full. If compared to Rajnikant’s Sivaji the film grossed over 25 crore in its first one week. Given the current figures, Kamal Hassan is currently one up.
Source: http://economictimes.indiatimes.com, www.dasavatharam.info, http://timesofindia.indiatimes.com
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