How it became india's fourth most valuable group and what it is doing to stay on top
As he relaxes at home on the premises of Bajaj Auto’s plant in Akurdi, near Pune, Rahul Bajaj, 80, has every reason to smile. The year 2018 has been good for the Bajaj group. Bajaj Finance, run by younger son Sanjiv Bajaj, has been on a tear over the past few years, and the stock has been included in the BSE Sensex from December 24 as a proxy for the financial services sector.
Meanwhile, elder son Rajiv Bajaj is planning to introduce new super bikes in association with the British motorcycle maker Triumph, launch electric vehicles, and capture the commercial car market with the quadricycle Qute. Mukand Ltd, the group’s steel arm, has started work on the 600-crore steel rolling plant of Mukand Sumi Special Steel in Karnataka – a joint venture between Mukand Ltd (run by cousin Niraj Bajaj) and Sumitomo Corporation of Japan.
Above all, the Bajaj group ended the year 2018 as the fourth biggest in the country by market capitalisation (the market cap of the group was 3.77 lakh crore on December 31, 2018, as against 30,321 crore on March 31, 2007), behind just HDFC, Tata group and Reliance Industries, and pipping such worthies as the AV Birla group, the Wadias, the Godrejs, the Mahindras, the Adanis...They are now the third-largest family group after Tatas and Ambanis.
In a first ever exclusive interaction with the Press, the entire Bajaj family met with Business Today in Mumbai and Pune, to talk about what the next steps would be for the many businesses that the family members head.
This story is from the January 21, 2019 edition of Business Today.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 8,500+ magazines and newspapers.
Already a subscriber ? Sign In
This story is from the January 21, 2019 edition of Business Today.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 8,500+ magazines and newspapers.
Already a subscriber? Sign In
"Understand what drives key talent"
Novartis India is a part of the Basel, Switzerland-headquartered pharma major Novartis AG
MILLENNIALS MISSING HOME
SKY-HIGH PROPERTY PRICES, COUPLED WITH SLOW INCOME GROWTH, HAVE MADE THE DREAM OF OWNING A HOME A DISTANT ONE FOR MANY MILLENNIALS. THIS COULD LEAD TO STAGNATION IN SOCIAL MOBILITY AND POTENTIALLY DEEPEN EXISTING SOCIAL INEQUALITIES
SIGNATURE MOVE
SIGNATURE GLOBAL, A LEADER IN AFFORDABLE HOUSING, IS LOOKING TO GET BACK IN THE BLACK WITH A SHIFT IN FOCUS TO MID-SEGMENT AND PREMIUM HOUSING AFTER LOW-COST PROJECTS BECAME UNVIABLE FOR DEVELOPERS
MAKING A MARK
PHARMA MAJOR GLENMARK IS STRATEGICALLY PLOTTING ITS WAY UP, ALL BY SHIFTING ITS FOCUS TO BRANDED AND SPECIALITY MEDICINE AND ENSURING IT GETS ITS R&D RIGHT
TIME TO UNSHACKLE?
YOUNG INDIA IS OBSESSED WITH APPS. BUT THE GATEWAY TO THEM IS CLOSELY GUARDED BY TWO TECH BEHEMOTHS-GOOGLE AND APPLE-WHO CONTROL 99% OF THE MARKET IN INDIA. IS IT TIME FOR INDIA TO BREAK FREE FROM THIS DUOPOLY AND HAVE ITS OWN APP STORE?
DIGITAL DICHOTOMY
Where does one draw the line between protecting consumer interests and maintaining market freedom? Industry and experts are debating this even as the Digital Competition Bill seeks to rein in Big Tech firms in India, the world's second-largest internet market
"ChatGPT helped people understand the benefits of using AI"
Humane Inc. Co-founders Imran Chaudhri and Bethany Bongiorno on AI, their product, the company's vision, and more
ON THE FAST TRACK
THE DEDICATED FREIGHT CORRIDORS (DFC) NETWORK OF THE INDIAN RAILWAYS HAS STARTED ATTRACTING MORE FREIGHT PLAYERS. FROM CONNECTING MAJOR PORTS TO CRISS-CROSSING MULTIMODAL LOGISTICS PARKS, DFCS ARE SET TO BE A GAME CHANGER FOR FREIGHT SERVICES IN INDIA
WE HAVE A MODEL MADE IN INDIA, FOR INDIA, AND BY INDIA"
Manish Tiwary, Country Manager of Amazon India, on the opportunities in the country, digital, and more
WHAT THE FUTURE HOLDS FOR AMAZON INDIA
THE E-COMMERCE GIANT HAS SEEN STEADY GROWTH SINCE ITS ENTRY INTO INDIA IN 2013, BUT THE OFFLINE PIECE REMAINS A CHALLENGE. AFTER LOSING OUT ON THE FUTURE RETAIL ACQUISITION, HOW DOES IT PLAN TO KEEP THE GROWTH ENGINES REVVING?