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enterprise. Government of India has defined women entrepreneurs as an enterprise owned and controlled by a woman having a minimum financial interest of 51% of the capital and giving atleast 51% of employment generated in the enterprise to women. The Indian women are no longer treated as show pieces to be kept at home.They are also enjoying the impact of globalisation and making an influence not only on domestic but also on international sphere.Women are doing a wonderful job striking a balance between their house and career. Here are a few: (The lists consists of no political figure and concentrates only on business leaders and organizational heads).
1.Dr. Kiran Mazumdar-Shaw, Chairman & Managing Director of Biocon Ltd., who became Indias richest woman in 2004, was educated at the Bishop Cotton Girls School and Mount Carmel College in Bangalore. She founded Biocon India with a capital of Rs.10,000 in her garage in 1978 the initial operation was to extract an enzyme from papaya. Her application for loans were turned down by banks then on three counts biotechnology was then a new word, thecompany lacked assets, women entrepreneurs were still a rarity. Today, her company is the bigget biopharmaceutical firm in the country.
2.Ekta Kapoor, creative head of Balaji Telefilms, is the daughter of Jeetendra and sister of Tushar Kapoor. She has been synonymous with the rage of soap operas in Indian TV, after her most famous venture Kyunki Saas Bhi Kabhi Bahu Thi which was aired in 2000 on Star plus. Ekta dominates Indian Television.At the 6th Indian Telly Awards 2006,she bagged the Hall Of Fame award for her contributions.
3. Neelam Dhawan, Managing Director, Microsoft India, leads Microsoft India. She is a graduate from St. Stephens College in 1980,and also passed out from Delhi Faculty Of Management studies in 1982. Then she was keen on joining FMCG majors like Hindustan Lever and Asian Paints, both companies rejected Dhawan, as they did not wish to appoint women for marketing and sales.
4. Naina Lal Kidwai, was the first Indian woman to graduate from Harvard Business School. Fortune magazine listed Kidwai among the worlds top 50 Corporate Women from 2000 to 2003. According to the Economic times, she is the first woman to head the operations of a foreign bank in India. ( HSBC)
5. Indu Jain, the multi-faceted lady used to be the Chairman of the Times Group-The most powerful and largest Media house India has known. Indu Jain is known by many different identities such as that of spiritualist,humanist,entrepreneur,an educationalist but most prominently she played the role of the Chairman of Times Group. Indu Jain is the perfect picture of the successful Indian Woman entrepreneur. 6.Priya Paul, she has a bachelors degree specialising in Economics from Wellesley College, USA. She entered her family business and is currently the Chairperson of Park Hotels.
7. Simone Tata, has been instrumental in changing a small subsidary of Tata Oil Mills into the largest cosmetic brand in India LAKME, synonymous today with Indian Fashion. She became a part of Lakme during 1961 and has been responsible for turning the company into one of the biggest brands of fashion in India. At present she is the Chairperson of Trent Limited, a subsidary of Tata Group.
8.Mallika Srinivasan, currently the Director of TAFE- Tractors and Farm Equipment, India , was honoured with the title of Businesswoman of the Year during 2006 by the Economic Times. She joined the company in 1986 and has since been responsible for accelerating turnover from 85 crores to 2900 crores within a span of 2 decades.
9. Preetha Reddy, Managing Director of Apollo Hospitals, Chennai, one of the largest healthcare conglomerates of India, is one of the pioneer businesswoman of India in the segment of Health Care Industry.
10. Ranjana Kumar, currently Vigilance Commissioner in Central Vigilance Commission, after her retirement as the Chairperson of NABARD- National Bank For Agricultural and Rural Development, is a prominent Indian Banker. When the Government of India appointed her as the Chairperson and Managing Director of The Indian Bank, she became the first woman to become head of a public sector bank in India. At that time of her appointment, The Indian Bank was saddled with huge losses and during her tenure she ensured the turn around of The Indian Bank. Women like these are an inspiration for all other women who strive to achieve great heights in their lives. Taking them as our role models each one of us can be there where they are right now. All we need have is faith in ourselves, confidence and above all a fixed aim that we need work towards.
Ekta Kapoor has long held the title of the Queen of the Indian Television Industry. While her soaps have been known to be over-the-top and indigestible at many points over the past two decades, few can challenge the truth in her title, with over 15,000 hours of television content on the airwaves since the inception of Balaji Telefilms. Over 80 distinct television programmes have been churned out of her production house across six different languages; she also has 11 films under her belt as of 2011, with three more scheduled for release in the same year. How did she so successful as a woman entrepreneur and reach where she is today? Read on to find out.
A Modest Start For A Superstars Daughter: Born in 1975 to Bollywood superstar, Jeetendra, and his wife Shobha, Ekta Kapoor started off in the industry early. At the age of 17, she tried to enter the ranks of Kailash Surendranath, the ad/feature-filmmaker, but was reportedly unsuccessful. Following her bachelors degree in Commerce, and under the advice and financial backing of her father, Ekta started up her production house, Balaji Telefilms, in 1994. Her first six pilots and three filmed ventures were sadly failures, but in 1995, Hum Paanch, a comedy about five sisters, a vaguely nagging mother, and their hapless father, was a relative success. The company plodded along through the 90s with such moderately well-faring television shows asMano Ya Na Mano (1995), Dhun Dhamaka (1996), Captain House
andItihaas (1997-99),
but
none
that
left
major
impact. Kanyadaan (1999) was moderately popular. It was only around the year 2000, that Ekta managed to catch and ride the wave of satellite television revolution in India, to astounding results. The K-phase: The early noughties of the new century saw the rise of shows that have left deep and lasting impacts on the Indian psyche. Kyunki Saas Bhi Kabhi Bahu Thi and Kahaani Ghar Ghar Kii, both launched in 2000, have arguably been the most popular. Viewers were introduced to the soap opera in its most dramatic, intense form, with picture quality previously unknown in the grainy realm of Doordarshan and other networks of the 90s. Balaji Telefilms success skyrocketed within just months, it seemed with other Kserials: Kalash(2001), Kaahin Kissii Roz (2001), Kkusum (2001), Kabhii Sautan Kabhii Sahelii (2002), and a host of others. By 2005, Balaji Telefilms had something of a monopoly over Indian televisions with shows across all major networks and channels and had diversified to the Tamil, Kannada, Malayalam, and Telugu sectors as well. She had become, by this time, Joint Managing Director, Director and Member of the Shareholders Committee of Balaji Telefilms as well. All was not well though: the monopoly led to viewers at large being over-saturated, in a sense. By 2008, the popularity of a number of her soaps began to decline. TRPs decreased to a massive extent for her landmark show, Kyunki Saas Bhi Kabhi Bahu Thi, which by this time was felt by the public at large overstretched and hard to digest, with such plot devices as multiple deaths, kidnappings, and even reincarnations. While the lead character had, by the time, been played by a different actress than the one the show began with, the lights were dimmed; the show was taken off the air. A slew of cancellations followed that year: Kahaani Ghar Ghar Kii, her other pet project; and Kasautii Zindagii Kay, another popular show, which began in 2001. Things had begun to seem grim well before 2008 though, but ever the entrepreneur, Ekta started to branch out Balaji Telefilms influence in other spheres. Ektas Big Screen Releases:
Although Ekta and Balaji Telefilms had already produced four films from 2001 to 2004, they were largely box office (and critical) bombs. Around Ektas shaky 2005 period in television came the surprise box office hit she produced, Kya Kool Hai Hum, which starred her brother, Tusshar Kapoor. The film, a comedy, was among the highest-grossing films of the year. 2007 saw another popular and highly-grossing film, Shootout at Lokhandwala, inspired by Martin Scorseses Goodfellas, with Amitabh Bachchan and Sanjay Dutt in lead roles. While 2008 brought another box office bomb in EMI, Ekta took a bold chance two years later in 2010, to produce Dibakar Banerjees highly-acclaimed Love Sex aur Dhoka. The film grossed about 7 crore and garnered a lot of critical praise. 2010 also saw her other production, Once Upon a Time in Mumbaai, grossing over 58 crore (albeit with mixed critical reception). Newer productions included Ragini MMS, a horror/romance film slotted for 2011. Ekta Kapoor, The Woman: Ekta is estimated to have a net worth of about 1.32 crore rupees, with an annual salary of Rs. 66,30,000. She has numerous awards under her belt from the television and film industry, along with being named one of Asias Most Powerful Communicators by Asiaweek magazine. Notorious for her silence about her personal life, we see only the professional, business side of heran impressive, inspirational figure with just the amount of flexibility required to adapt to the changing needs of her audience of nearly 20 years.
FORWARD-LOOKING STATEMENT
In this Annual Report, we have disclosed forward-looking information to enable investors to comprehend our prospects and take investment decisions. This report and other statements, written and verbal, that we periodically make contain forward-looking statements that set out anticipated results based on the managements plans and assumptions. We have tried wherever possible, to identify such statements by using words such as anticipate, estimate, expects, projects, intends, plans, believes and words of similar substance in connection with any discussion of future performance. We cannot guarantee that these forward-looking statements will be realised, although we believe we have been prudent in assumptions. The achievements of results are subject to risks, uncertainties, and even inaccurate assumptions. Should known or unknown risks or uncertainties materialise, or should underlying assumptions prove inaccurate, actual results could vary materially from those anticipated, estimated, or projected. Readers should keep this in mind. We undertake no obligation to publicly update any forwardlooking statements, whether as a result of new information, future events or otherwise
Entertainment...
Established in 1994, Balaji Telefilms Limited (Balaji) has today emerged as one of the leading entertainment houses in India. Since the commencement of our journey, our compelling and cutting-edge content has been the result of our differentiated thinking and implementation. We have set a benchmark in television programming and were one of the first organisations to explore the prospects of Hindi General Entertainment Channels (GEC) and Regional GECs across India. We have successfully produced over 15,000 hours of television content in Hindi, Tamil, Telugu, Kannada, Malayalam and Bengali entertainment genre. Realising opportunities in the Indian movies segment, we have forayed further into the domain of motion pictures for the production and distribution of films. Within a short period of time, we have established ourselves as a serious player in Indian movies. Further, despite being one of the youngest in the films segment,
we are recognised amongst the top studios with respect to film production and distribution.
VISION
To consistently provide delightful and innovative entertainment experiences by engaging audience and nurturing talent.
VALUES
STORY TELLING Our stories and narratives have been shared in every culture across the country to delight our audience, with our content as means of entertainment, education, cultural preservation and instilling moral values.
PASSION
Our eager interest in delivering quality to our audience has driven us to go that extra mile.
INTEGRITY
Our concept of consistency in actions, values, measures and principles has promoted the highly ethical in all its dealings. Company as
COMPASSION We believe that the virtue of empathy is a cornerstone of greater social inter-connection. This has enabled us to understand and respect individuals and work together as a great unified team. EXCELLENCE We have always improved the standard of our performance and continue to raise the benchmark for ourselves.
THE BRANDS
The Balaji brand comprises traditional television content and high profile Hindi feature films.
BALAJI
ALT ENTERTAIMENT
ALT Entertainment represents a cutting-edge youth-oriented brand, engaged in content creation for a more urbane and younger generation of viewers, across the spectrum of Indias television and movies.
UPCOMING MOVIES
Lootera Shootout at Wadala Ek thi Daayan Once Upon A Time in Mumbaai... Again Ragini MMS 2 Milan Talkies
FINANCIAL HIGHLIGHTS
Company overview
Incorporated in 1994 in Mumbai, Balaji Telefilms Limited is a leading media company of India, engaged in the production of content for the television industry, including television serials, commissioned programmes, and sponsored programmes in Hindi, Tamil, Telugu, Kannada, and Malayalam languages. The Company is also involved in the production and distribution of Hindi feature films. Performance overview Income from operations stood at ` 12,936 Lacs in 2011 Profit After Tax grown to ` 1,071 Lacs in 2011, as compared to the loss of ` 340 Lacs in previous fiscal The Subsidiary of the Company, Balaji Motion Pictures Limited witnessed a turnover of ` 5,845 Lacs, owing to the excellent performance of movies, such as Ragini MMS, Shor in the City and The Dirty Picture. The turnover registered 40 percent growth, compared to ` 4,170 Lacs in 2010. Profit After Tax of the subsidiary has increased by 281 percent, reaching ` 883 Lacs in 2011 from ` 232 Lacs in 2010 Key concerns Growing competition amongst channels - which demands speedy and unique performance Shortened show life Piracy Raising labour and talent cost Ambiguous Tax and Regulatory environment Risk management
Risk
Increased competition affecting the bargaining power of the Company with channels. Uncertainties in Government policies Dependence on single channel and specific region may affect the profitability of the Company. Shift in the entertainment preference of the audience may have detrimental effect on the bottom-line. Retention of the talent pool is one of the major concerns of the Company.
Mitigation
Over the years, Balaji has established itself as one of the leaders in Hindi GECs and enjoys strong brand recognition with considerable premium. The creative output of the Company ensures a larger show life and automates premium valuation.
The Company thoroughly keeps track of the changing regulations to comply with all the statutory requirements. Balaji has a diversified business portfolio including movies, mobile and internet market, apart from the television content. Moreover, it has a strong presence across 5 Hindi GECs and it is diversifying its presence in the regional markets. The talent pool of the Company is creating original concept and contents for television and films to match with changing customer preferences. The brand name of Balaji has always managed to attract and retain superior talent from the industry. Future outlook Over the years, Balaji Telefilms has emerged as one of the key players in Indian M&E industry. To capitalise the future growth opportunities in television and film market, the Company is strategically positioning itself in the market. With increasing demand of creative and niche content in television and movies, there is higher focus on creating original and diverse show content to retain the leadership position. The Company already has a strong presence in Hindi GECs. Further, it is also expanding network on the regional GECs to leverage on the increasing opportunities in regional markets. After huge success of the movie segment in the previous fiscal, the Company continues developing and nurturing talent to generate superior script and film content. Moreover, it has also focused on increasing the distribution capabilities and marketing of the films. All inclusive, the Company is poised to retain its growth and it will further leverage the tremendous opportunities of the M & E industry. Internal control system The Company understands the necessity of a well-defined organisational structure ad strong internal growth. The organisational structure ensures maximum utilisation of resources and safeguards the same from misuse; whereas the Audit Committee ensures statutory and regulatory control and transparency of all financial disclosures. It also has an internal audit team and an independent commercial team, which monitor and enhance operational efficiencies of the Company. All the internal reports are reviewed by the audit Committee and the Board on regular intervals and whenever required, the policies are amended to ensure optimum effectiveness of the Company. Cautionary statement Statements in the Management Discussion and Analysis and the annual report describing the Companys objectives, projections, estimates, expectations may be forward-looking statements within the meaning of applicable securities laws and regulations in India and other countries. Actual results could defer materially from those expressed or implied. Important factors that could make a difference to the Companys operations include economic conditions affecting the domestic market, in which the Company operates, changes in the Government regulations, tax laws and other statutes and other incidental factors and unforeseen circumstances.