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Hans Bool is the founder of Astor White a traditional management consulting company that offers online management tools. Have a look at some of our free management tools
December 8, 2007
There are many ways in which business owners combine having fun and running a business, and it can seem to many that bar owners have the best of both worlds, with both a lucrative business and a great place to relax and have fun.
The reality is not easy, and it can be difficult to start a new bar or night club. In order to get that new business off the ground, it is important to first create a winning bar business plan.
Using A Business Plan To Help Your Bar Business Get Off Of The Ground
Without such a bar business plan it can be nearly impossible for the bar owner to attract the investments that are needed to get the new business off the ground.
Starting a new bar or night club can be quite expensive with equipment to buy, space to rent, employees to hire and licenses to acquire.
Creating a bar business plan will help the bar owner gather the capital needed to get the business off to a great start.
Addressing Issues That Are Specific To The Bar Industry
The bar business plan should include all the basic information found in other types of business plans, including the name of the business, the address, the names of the owners, etc.
In addition, however, it is important for the bar business plan to address some issues specific to the bar business.
Some of these issues include such things as licensing requirements and licensing costs.
Bars must be licensed to serve alcohol, and it is important for the bar business plan to provide details on the costs of these licenses, the period for renewal, and the risks to the business if the licenses are not renewed on time.
Hiring Qualified Employees
It is also important for the bar business plan to address the relative ease or difficulty of hiring staff for the bar in the local economy.
In some states there may be additional age requirements imposed on bar and restaurant workers.
It is important for the bar business plan to address any special rules which would impede the hiring of qualified staff.
How Will You Market Your Bar Business Once It Is Opened?
No new bar can survive without a well thought out marketing plan, and it is important for the bar business plan to address how the bar will be marketed once it opens its doors.
In many cases it will be helpful for the bar owner to attach copies of proposed ads to the bar business plan, along with perhaps a sample food and drink menu.
These additional items can make the bar business plan more useful to lenders, investors and potential business partners.
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Shaunta Pleasant is a professional web writer and editor on business plan topics. Visit my site to learn more about writing a business plan at http://www.business-plan-made-easy.com/bar-business-plan.html To download a copy of Business Plan Work Shop at http://www.business-plan-made-easy.com/business-plan-work-shop.html
December 7, 2007
There are many excellent businesses which can provide a very good living for smart business owners and entrepreneurs, but given the right location a hotel business can be one of the best.
Before swinging the doors of the hotel open, however, it is important to sit down and work out a solid and professional hotel business plan.
Using Your Hotel Business To Provide A Guideline For Success
Having such a hotel business plan in place can provide an important guideline for the success of the business, as well as providing much needed information to potential lenders, investors and business partners.
In fact, the hotel business plan is one of the first documents many of these would be investors will want to see.
Savvy investors will want to carefully review the information contained in the hotel business plan and use it to make an informed decision about the prospects of the business.
Elements To Include In Your Business Plan
There are a number of elements any well written hotel business plan must contain, including the name of the business, the location of the new business, how many employees the business plans to hire and the timeline for building, stocking and opening the business.
Detailing What Is Going On In Your Local Market
In addition there are a number of elements that will be unique to the hotel business plan, including information on local attractions that draw visitors to a particular area.
In order for a hotel business to succeed, it is important that the area in which it operates be growing and thriving, and that there be sufficient business and leisure travel to justify the addition of more hotel rooms.
Thus it is important that the hotel business plan contain information on the number of existing hotels in the area, including as much information on vacancy rates as possible.
It is important as well for the hotel business plan to include information on what will make the new property different, and how it will successfully compete in a crowded marketplace.
Listing Your Plan To Attract And Keep Good Employees
It is also important for the hotel business plan to include information on how the owners of the business plan to attract and retain qualified hotel staff.
The turnover rates for maids, housekeepers and front desk personnel at hotels is notoriously high, and potential investors will want to see that the business owner has considered this problem and thoroughly addressed it.
It is important for the hotel business plan to include at least a few paragraphs relating to the attraction and retention of qualified hotel staff members.
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Shaunta Pleasant is a professional web writer and editor on business plan topics. Visit my site to learn more about writing a business plan at http://www.business-plan-made-easy.com/hotel-business-plan.html To download a copy of Business Plan Work Shop at http://www.business-plan-made-easy.com/business-plan-work-shop.html
November 30, 2007
I have often talked about the skewed parenting skills of my father, who, without ever realizing it, was quite the entrepreneurial genius. Though he never dabbled in business and it certainly didn?t occur to me at the time, many of the lessons I learned from him about life can be put to practical use in your business today.
For example he would take me fishing and hang the dead worms on my hook and the lively wigglers on his. In business we call that, ?Getting the competitive edge.?
He would direct me to cast my line in waters that he knew were barren while he cast his line in waters teeming with fish. In business we call that, ?Knowing your market.?
He would turn to me every so often and say, ?Look, son, I?ve hooked another one! That makes eight for me in the last ten minutes. How many have you caught? None? Gee, that?s too bad.?
In business we call that, ?Creating a monopoly.?
There were times I recall sitting in that tiny boat with he and his big string of fish on one end and me and my empty string on the other, that I imagined myself picking up an oar and giving it a swing to see how far I could knock him out of the boat.
In business we call that, ?Customer satisfaction.?
So let?s look at a few of the lessons I learned from those fishing trips that pertain to how you should be doing business. First off, you may recall in the last column that I mentioned that the old man had surveyed every square inch of that lake and knew exactly where the fish were hiding.
In business we call that, ?Conducting market research,? and if your business is new or contemplating a move into new markets, failing to conduct market research could leave you sitting in the boat with no customers nibbling at your hook.
Why do market research? The most obvious answer is to verify that there really is a market for your product or service and to determine if the market will support your efforts. A market should be large, easy to reach, and have lots of disposable cash. A market should be hungry for and passionate about the product you are trying to sell. Otherwise you will find yourself trying to build a business that caters to a market of disinterested, broke people; like selling house plants to homeless people, not a good idea.
Many entrepreneurs make the mistake of giving consideration to their product first, without worrying about who will buy the product when it?s done. They come up with a great idea that they are sure the world will love without bothering to ask the world its opinion. They pour thousands of hours and tens of thousands of dollars into their great idea only to end up asking, ?Now who will buy my wonderful new widget? Hello? Anybody out there??
The old man taught me that you should find a pond full of hungry fish first, then come up with the bait to catch them. Remember, you succeed by giving customers what THEY want or need, not by trying to sell them what YOU think they want or need.
Identify a market first, develop the product second. Never put a dime into product creation until you are sure there is a market that will give you a dollar or more for every dime you spend. Never go on instinct and never trust your gut. More often than not you?ll find that the great idea you have churning in the pit of your stomach is just gas, and not the kind that will make you money.
Fortunately it has never been easier to conduct market research. Thanks to the Internet you can thoroughly research a market with a few keystrokes. Most industries have associations that publish statistics about their market. The government publishes enough industry data to choke a horse. You can use online directories and business research tools to gather data. You can also use search engines like Google and Overture (Yahoo) to search the web for market data and gather competitive intelligence. Visit forums and newsgroups to see what people in the industry are talking about. What problems are they complaining about? What needs do they have that are not being met? What itch do they have that you can scratch?
You should also research the competition in the market you are considering.
You can learn a great deal from your competitors, such as: what are the top product lines in the market, what is the demand for goods, what are the price points, what is the range in quality, what are they doing that you can do better, etc.
And if you find there are no competitors in the market take that as a red flag. A lack of competition usually means a lack of market. Rarely does a product come along that is so revolutionary that it creates an entirely new marketplace, so keep that in mind as you do your research.
At the end of the day business, like fishing, is all about finding a pond full of hungry fish and coming up with the best bait that you can use to catch them. He who reels the most customers into the boat wins the game.
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Tim Knox
Entrepreneur, Author, Speaker, Radio Host
Check Out Tim’s New Radio Show! =>http://www.timknoxshow.com
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October 31, 2007
Value proposition is what an organization does, that will cause their clients to realize tangible benefits through the use of their product or service. Value proposition is more than just the service you provide; or how you sell, service, or distribute it. It?s how you string all those components together, to best serve your clients and deliver them real value. Value proposition can be both a description of how your organization adds value today, and also a concrete statement of your vision for the future.
Without a clearly articulated, well understood, statement of value proposition, it?s impossible for you to describe a compelling vision and strategy for your company, or create effective segmentation, or distribution strategies. And, if you can?t tell your employees how your company adds value for clients, how can employees be expected to add value in everything they do?
Understanding value proposition is not just an exercise for profit oriented companies. Many health care organizations for example have the burden of regulation, and complex value chains that are more difficult to describe. It?s here that many organizations struggle, because managers often perceive that anything they are doing now, falls squarely within their value proposition.
Value proposition is much more than an elevator pitch or a slogan, but it is important that you can boil your value proposition down to a concise and compelling statement. It?s often when companies try to articulate their statement of value proposition in a way that others can understand it, that the tough questions begin to surface. www.planningbootcamp.com
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During years of developing business plans with North America?s largest companies, Peter
Wright has created many tools, models, and practices that are highly applicable to strategic planning and business planning that professionals can offer clients, and employers. Peter used his experience to develop The Business Planning Boot Camp series.
October 30, 2007
STOCK LOTS OF T-SHIRTS:
It was about 11 0? clock in the morning. I was attending to my routine work of garment designing in my workshop. There comes a telephone call from Vijay. He is a young garment retailer selling mostly ?T? shirts, night pants and Bermudas. He used to buy stock lots of these items from exporters.
The international traders when they produce in bulk go for excess production to meet any eventualities. Thus after the selection and inspection of goods for export, the surplus stocks and the rejects will be sold in the local market to retail merchants like Vijay.
RETAILER T- SHIRT SHOP KEEPER:
Vijay has once attended my seminar on ?Business Strategy for Success? and now wants my help. He said that he has got a stock of about 4000 numbers of T-shirts. He has taken a temporary shop in the down line of the 10th street on the busy cross cut road of Coimbatore city. The shop is going to be only for 5 days just before the festival of lights.
SELL THEM IN SHORT TIME:
He wants to sell the stocks to a maximum extent in these festive days. He requested me to design a simple strategy to boost the sales in a short time.
I was going there by about 4 o? clock and studied the situation. The shop was on the main sub street, having good people?s traffic. The display of T-shirts was also nice. Only thing I wanted is that the passerby should be made to turn and see the shop.
CATCH WORD-WATCH WORD:
I asked for a piece of white paper. I suggested a suitable phrase that will make the people to watch and tempt them to move towards the shop. When the potential customers come in, the duty of the salesman has to sell the goods through some scientific proven method. I know that it will happen once the people are drawn inside the shop.
BANNER DISPLY:
I asked Vijay to make a banner with these words and in straight bold letters with red background. The banner was eye catching and displayed in front of the shop prominently.
I was observing the shop for all the consecutive days. Day by day and hour to hour, the shop gathered momentum and the sale was picking up steadily. I made a quick survey also with the customers who entered the shop. I could under stand that the color, words and size of letters in the banner had their role in pulling the people!
PEOPLE WERE DRAWN:
Needless to say the strategy worked very well and the sale was very good and the event was happy till all the stocks are sold.
What was the catch Phrase that attracted the passerby?
In this festival of lights
?ALL AT YOUR PRICE!?
GREAT SUCCESS:
The people entered into the shop just to know what ?our price? is!
The salesman has to convince the price quoted is so low that it is everybody?s easy to buy price. Everything happened as desired. It was a good strategy that led to success to the young entrepreneur!
NEXT CALLER IS READY:
After a couple of days, I received a call from ?Rasi Furnishings?, a shop owned by a friend of Vijay. He said it was a great success for his friend, Vijay. Now, he wants to make use of a special strategy for the total growth of his home furnishing business.
Let us understand the people and make the people understand our offer!
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Resource: Article drawn from the own experiences of the Author.
business success
October 25, 2007
The strategic plan in today’s competitive marketplace includes a new tool ? the business dashboard. Much like the dashboard of a car, this tool provides daily monitoring of the key performance indicators for the business. These key performance indicators keep the business not only going in the right direction, but also staying on the map or the plan for achieving the various business goals for the current trip (mission).
During a recent semi-private executive coaching sessions with 4 small business owners in non-competing industries, one of the business owners, Phylis, who had been in business the longest made the following statement: Now, I understand why your dashboard does not include cruise control. This particular business owner had been so involved in working in her interior design business that she had definitely been on cruise control. Now, having completed an executable strategic plan, she realized that implementation of this plan to take her business to the next level does not include cruise control.
With many business owners, including these 4 small business owners, spending most if not all of their time working in the business instead of ON the business, the dashboard provides a quick way to ascertain whether the business is ON track to achieving its current goals. When business owners or entrepreneurs and even senior management become focused on working in the day to day operations of the business, the key goals within the strategic plan sometimes get lost and performance suffers.
The business dashboard is different for each company, but what is the same is that all five to seven performance indicators reflect the critical success factors and will immediately alert the driver whether a business owner or department executive when performance begins to suffer or is in critical area that requires immediate attention.. Just like the warning light for the fuel gauge, battery or engine, the end result is that instantaneous action needs to be taken or the business may experience significant performance issues.
If your business has a strategic plan and includes the dashboard, then you may wish to heed the words of this very wise businesswoman: Your dashboard does not include cruise control!
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Leanne Hoagland-Smith quickly doubles results for her clients from individuals (small businesses owners, entrepreneurs and young people) to large organizations by creating executable strategic action plans along with the necessary business skills to pull it off. By closing the gap between today’s unsatisfactory performance to tomorrow’s goals, limited resources are maximized with waste including time being reduced. Please feel free to contact Leanne at 219.759.5601 or visit http://www.processspecialist.com/ and explore how she can help you.
One quick question,if you could secure one new client or breakthrough that one roadbloack holding you back from success, what would that mean to you? Then, take a risk and give a call at 219.759.5601 to experience incredible results.
Mention that you read this article and receive a complimentary 60 minute coaching session.
P.S. If you are seeking an affordable speaker for that special event, Leanne may help fit your current speaking need.
October 22, 2007
Strategic planning, the what and the why of planning, is often overlooked by organisations who concentrate on tactical planning, the how of planning. The resultant business plan is overwhelmed by tactical initiatives and pet projects. Alignment with a strategy to attain the organisation’s goals is achieved by accident.
Strategic planning is often seen as unnecessary or at times, not even contemplated in an environment benign to the organisation, e.g. high levels of market growth or monopoly situations. In my experience, a strategic plan based on basic critical thinking is a precursor to developing a competitive advantage where often none has previously been seen.
The dotcom boom and bust during the last decade is the clearest example of the adage, ?failing to plan is planning to fail?. A Boston consulting study in 2000 revealed that the key problems resulting in failure of companies were 59% poor revenue cost and profit model, 55% no competitive advantage and 34% lack of consumer benefit. It is clear from the study that many fewer dotcoms would have started and many fewer would have failed with some strategic planning.
In the arena of public organisations the discussion of the last few years in Brazil, California, Queensland and Fiji over the adequacy of planning for electricity requirements leads one to consider what level of strategic planning occurred in those organisations over the previous five to ten years. The problem of capacity is not of current management’s making, but of management five or more years ago.
Strategic planning is a fairly simple process. Unfortunately it has been made to appear difficult by many of my current profession. Consultants desire to use tools to explain strategic concepts in a graphical sense, combined with their use of acronyms or two and three word descriptions of their pet methodology has shrouded strategic planning in an unnecessary mystery.
Who can or wants to remember what Porter’s five forces analysis, PESTLE analysis, directional policy matrix, Anshoff matrix and game theory are? They are consultant tools to help explain the current or future environment of the organisation. For some consultants however they become the end rather than the means.
Strategic planning must start with the end in mind. Take care not to fall into the consultant-speak trap taking two days of management time to carefully craft a vision statement which nobody understands. It is better to actually think about what you want the organisation to be doing in three to five years time. So that you know whether you have successfully got there, the ?end? or goal had better be quantifiable. The ?statement? will take care of itself.
After sorting out what success looks like, the next step is to understand both your current external and internal environments. That is, what things are happening external to your organisation, e.g. public tastes, government policy, global trade and within your organisation, e.g. employee competence, productivity, systems integration, that will have an impact on reaching your goal? There are tools that can help, but all that is really needed is your team armed with data about your organisation and the external environment.
Data comes in four levels of increasing dependability, internal opinion, external opinion, internal fact and external fact. The dependability ranges from when three salesmen have a talk over a beer about what customers want (internal opinion) to quantitative research using appropriate quota samples (external fact).
The required outcome of the analysis is to understand what strategic changes (what and why) your organisation needs to make to reach your goals in your current and future competitive environment, taking into account your current level of capability.
In private enterprise, the outcome will include quantitative time based goals (usually financial or market related), brand, products and services, external customers (consumers or businesses), internal customers (other functions or company owned supply chain members) and channels (where do customers buy from).
In public enterprise the outcome will include time-based goals (usually service or public outcome based), services, external customers (the public), internal customers (other government departments), and channels (who does what to deliver the service).
Unsurprisingly, strategic planning in the private and public sector have similar outcome deliverables, even though the nature of the products and services and their environments differ significantly.
Business planning, the how, in both cases will have outcomes which include competence, intellectual property, policy, assets, processes, organisational design, measures, rewards, systems and risk management.
Developing a business plan in a static environment without understanding what services and products we are going to deliver to which external and internal customers through which channels for what benefit to our organisation and our customers is a risk. Doing it in our rapidly changing environment is a folly that will manifest itself as a problem for future managers.
The time to begin strategic planning is now.
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Kevin Dwyer is Director of Change Factory. Change Factory helps organisations who do do not like their business outcomes to get better outcomes by changing people’s behaviour. Businesses we help have greater clarity of purpose and ability to achieve their desired business outcomes. To learn more visit http://www.changefactory.com.au or email kevin.dwyer@changefactory.com.au
?2006 Change Factory.
To see more articles visit http://www.changefactory.com.au
Since the 1970’s vision statements have adorned the walls of most organisations, being used to communicate the direction in which an organisation is heading. Most are poor vehicles for that communication and serve mainly to confuse or bemuse the employees they are supposed to guide.
The majority of vision statements are poor. At best these poor vision statements are not challenging enough to develop the creative tension between the present and the future to energise the organisation. Many however are not even understood by the people in the organisation whose task it is to strive to reach the vision.
Vision statements which do not provide a succinct unequivocal view of the direction an organisation is heading in are counterproductive to the aims of most organisations. They are only paid lip service by employees and do not positively influence the behaviour of employees other than providing opportunities to behave in a cynical manner.
Vision statements tend to fall into three categories. First is the short and useful which is a rare occurrence. Second is the long tedious and confusing statement, developed by a group of senior managers sitting in a closed room for two days with an erstwhile consulting cramming every stakeholder and every objective in one extraordinarily long sentence. Third is the statement which short relative to the second and seems to have been created by a word generator.
Many vision statements fall into the third category. They follow a pattern such as: ‘To be the (leading/best) (provider/supplier) of (customer focused/market driven (solutions/products/service)’.
As a vision it serves little purpose. It could have been thought of by a group of high school students as a homework exercise in strategy for their economics subject. It is not what we would expect from experienced senior leaders of an organisation. The statements of the third type are generally indistinguishable from one organisation to another in different industries and in no way indicate how an organisation may build a competitive edge.
If one asks how people in an organisation defines simple words like ‘best’ or ‘customer focused’ or even ‘customer’ the responses vary markedly. Thus a vision statement worded as above will have significantly different meanings to people in the organisation. Clearly this was not the intention of a vision statement, but it is often the reality.
The second type tends be of a form such as: ‘We will be recognised in the (industry/market) as the leader in our (preferred segments/target markets) whilst ensuring the appropriate standards of (safety/environmental protection/corporate governance) are maintained, leveraging our (brand value/consumer reputation) thereby delivering (customer value/shareholder value) and building our future (profits/sales).
There is only one comment required of the second type of vision statement, ‘What the!’ The statements of this type, and they do exist; mean nothing because they attempt to mean everything from a vision to a set of goals to a strategy and some tactics.
The first type of statement takes the minimalist approach of finding some words convey the one thing that employees should not forget that the organisation is trying to achieve. It is short so that is memorable, the goal may be vague so that it can be lasting as specific goals change, it is something greater than what the organisation is today and it is inclusive.
They tend to take the form (1) an inclusive word (2) an action, (3) an objective of the action. For example, ‘We will double or size in three years’ or ‘We will be internationally recognised’ or ‘We will be a profit centre’.
The latter of these three examples has transformed the behaviour of a client in Australia which is a currently a cost centre after being saddled with a vision statement of the third type for its first five years of formation. The vision statement they had was confusing and capable of interpretation so vastly different that no coherent strategy could cover the range of interpretations of just the senior management.
Whilst there is now debate about how they will be a profit centre and when, there is no debate about what profit means and all levels of the organisation are energised to deliver it. Being a profit centre was always the senior manager’s view of what they needed to do. That is to be so good at what they do that people would be willing to pay money for them to do it, hence ‘We will be a profit centre’
Vision statements can be useful. Too often they are lengthy motherhood statements with no ability to motivate anyone, rather an ability to confuse and to bore as their claim to fame. They tend to be a goal, a strategy or strategies and tactics rolled into one.
To be useful, vision statements must be short, be inclusive and must suggest some degree of action and an outcome.
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Kevin Dwyer is Director of Change Factory. Change Factory helps organisations who do do not like their business outcomes to get better outcomes by changing people’s behaviour. Businesses we help have greater clarity of purpose and ability to achieve their desired business outcomes. To learn more visit http://www.changefactory.com.au or email kevin.dwyer@changefactory.com.au
To see more articles visit http://www.changefactory.com.au
October 8, 2007
Transfer pricing is a complicated issue, but worth understanding on at least a basic level if you work at all with multinational corporations. The price at which one unit of a firm sells goods or services to another unit of the same firm.
The price that is assumed to have been charged by one part of a company for products and services it provides to another part of the same company, in order to calculate each division’s profit and loss separately.
Transfer pricing is the setting of prices in transactions that are not at ?arm?s length??for example, when one company sells goods to another company, but both companies have common ownership. There are several ways to determine the transfer price, including cost methods, market price methods, negotiation or even simply using an arbitrary figure. A goal of transfer pricing may be to maximize after-tax revenue by setting transfer prices that reduce the total tax paid.
For example a multinational company say in India produces shoes for $100. They sell the shoes to another part of the corporation in Japan for $300, which is the transfer price. They are then retailed for $700 in Japan. Gross profit to the corporation is $600 ($700 ? $100): $200 of the profit ($300 ? $100) is earned in India, and $400 ($700 ? $300) is earned in Japan. Assuming tax rates are 20% in India, and 50% in Japan, the taxes paid by the corporation are $40 ($200 * 20%) in India and $200 ($400 * 50%) in Japan for a total tax liability of $240. The profit after-tax is $360 ($600 - $240).
If the multinational corporation changes the transfer price from India to Japan from $300 to $600, the gross profit remains the same at $600. But, profit in India is now $500 ($600 ? $100) and in Japan $100 ($700 -$600). Taxes paid in India are $100 ($500 * 20%), and in Japan are $50 ($100 * 50%) for a total tax liability of $150. The after-tax profit has now increased to $450 ($600 ? $150), although production costs have not changed.
Given this scenario, a country with laws governing transfer pricing may require the company to adjust prices in order to ensure a fair division of their taxable profits and prevent them from reducing taxable profits by artificial price management.
TP is often a contentious political issue in corporations and especially amongst senior level executives. This is because the level at which transfer prices are set may negatively influence their division profits and as a result cause lower bonuses to accrue to the managers.
A second dimension of TP is to attempt to allocate profits and losses for each division in such a way that the corporate strategy of the overall corporation is supported in the optimal way. Thirdly, Transfer Pricing can be manipulated for taxation reasons: by charging low transfer prices from a unit based in a high-tax country that is selling to a unit in a low-tax country, a firm can record a low profit in the first country and a high profit in the second.
In my opinion, what the transfer pricing issue is all about. Revenue agencies want to assure that companies based in their country are not engaged in complicated transactions by which expenses are shifted to high-tax countries, while income is shifted to lower tax countries. Companies that do so have minimized taxable income, while maximizing deductions on an aggregated basis. What this means is that some companies may have failed to charge an arm’s length price for transactions with a related entity in another country.
Companies — at least those in the Europe. — typically have one of the final four international accounting firms do a transfer pricing study every few years. This helps those companies document the amounts charged between these related entities. If companies charge prices that are not at arm’s length, then they will nevertheless be taxed as if the transactions had been at arm’s length.
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About the Author
Mr. Amarendra B. Dhiraj is a frequent speaker at internationally renowned global events, CEO/CTO/CIO Roundtables, Technology Conferences and Symposiums. He hosted and organized the Executive Technology Leadership Forum. He specializes in strategy, innovation, and leadership for change. His strategic and practical insights have guided leaders of large and small organizations worldwide.
Amarendra Bhushan has been named to lists of the European Management Guru and is named as ?Europe’s youngest management Guru? and one of the ?Top most influential business thinkers in the world?.
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