Dr. Vijay Mallya is not your typical everyday CEO. He has made it to the Forbes billionaires' list many number of times but he doesn't care if he is on the list or not because he doesn't want to be categorized as a ruthless moneymaker. He not only lives like The King of Good Times but he is working overtime to persuade others to live the high life too. Once upon a time, his critics called him the playboy of the east for his glamorous lifestyle but slowly and steadily Dr. Mallya has earned the respect of his detractors. After the launch of Kingfisher Airlines in 2005, he was chosen as the Indian Businessman of the year. The Indian government honored him with the Outstanding Business Leader Award and ETNow selected Dr. Mallya as one of the three big movers and shakers of the first decade of 21st century corporate India. After his father's untimely death, Dr. Mallya became the CEO of a hundred million dollar UB Group and grew it into a multi-billion dollar global empire. He is a genius of a businessman who is the ultimate brand ambassador of his company UB Group. He sets himself high goals and works round the clock to achieve them. His out-of-the-box thinking and business strategies have revolutionized the way brand equity could be grown by businesses in the country. He is a supreme human being and so his business rivals and political rivals are usually surprised by Dr. Mallya's magnanimity. As a politician, Dr. Mallya has been trying really hard to change the Indian political landscape. He is a brand marketing genius but for him, superior customer service always comes first. He goes to extreme lengths to make sure customers are satisfied by his products and services. Dr. Mallya is also a sports fanatic. He owns the Force India Formula One team and has been an instrumental figure in bringing the Formula One Grand Prix championship race to India. He also owns the Indian Premier League cricket team called the Royal Challengers and is very much involved in making a successful championship run for the team. He is also the man who has changed horse racing in India from a gambling den to a classy entertainment venue. For all the critics who downplayed Dr. Mallya's success and bashed his playboy image, it is not surprising that he is having the last laugh. Dr. Mallya and his future generations are set to carry on the Mallya legacy successfully. Long live the King of Good Times.

The Vijay Mallya Story is an extraordinarily detailed and lively chronicle of the life of one of India’s most celebrated and reviled businessmen—Vijay Mallya. His extraordinary career spans three decades and is spread across multiple industries. The book covers Mallya’s childhood, his relationship with his father and his inherent deal making abilities. It tracks his meteoric rise with Kingfisher and how the airline led to his downfall. K. Giriprakash has closely followed Vijay Mallya’s career over the last two decades which gives him a unique vantage point to draw an extraordinary portrait of a man whom everyone is fascinated by but not many know.

The author of this book asserts that an absence of ethical leadership and unethical practices were the reasons for major global business scandals such as Enron, Satyam, Lehman Brothers, and WorldCom. This book analyses the causes for these unethical activities and interprets important verses from The Bhagavad Gita to show business executives and leaders how to lead ethically for the greater good of all stakeholders and society. As a remedy to avoid future scandals, the author points to several ethical directions, and the principle of Dharma, mentioned in The Bhagavad Gita by Lord Krishna, a major deity in Hinduism, who is considered Dharmātman (one who imbibes the Dharma). Written in conversation style using an executive education scenario, this book examines real world cases in various sectors like education, medical, non-government organizations (NGOs) and retail using the directions of the Dharmātman.

How Indian companies have faced Volatility, Uncertainty, Complexity & Ambiguity Failure in itself is not a catastrophe, but failure to learn from failure, definitely is. It is not enough to merely train leaders in core competencies, without identifying the key factors that inhibit their use. Rather, it is resilience and adaptability that are vital in order to distinguish potential leaders from mediocre managers. Authors Suhayl Abidi and Dr Manoj Joshi bring to readers The VUCA Company (Volatility, Uncertainty, Complexity and Ambiguity), the first of its kind in India, on original case studies of 12 Indian corporate failures, since the time of economic liberalization. Each study has been the result of meticulous research over the years and provides insights into behavioural and systemic aspects of failures and under-performance. Through these engaging corporate stories, VUCA discusses how individuals and organizations can avoid, minimize and recover from failures. SUHAYL ABIDI is a practitioner of Organizational Learning & Knowledge Management. He has spent the last 25 years with organizations such as Penguin Publishing, The British Council, Reliance Industries, Essar and Piramal Healthcare. DR MANOJ JOSHI, PhD (Strategy), Fellow Institution of Engineers India, is a Professor – Strategy, Entrepreneurship and Innovation, Amity Business School. He is the Asia Editor for the International Journal of Entrepreneurship and Innovation and Regional Editor, India for the Journal of Family Business Management.

When starting new airlines in response to government deregulation, entrepreneurs in the U.S. and Europe reduced some traditional service qualities (to reduce costs), concentrated on non-stop services between city pairs not already so connected, improved on-time performance, and offered low fares to win leisure travelers from the incumbents and to encourage more travel. In recent developments, some of the new airlines have offered optional extras (at higher fares) to attract business travelers and entered major routes alongside the legacy carriers. Within both the U.S. and Europe, deregulation removed most geographical barriers to expansion by short-haul airlines. Later, limited deregulation spread to other world regions, where many short-haul routes connect city pairs in different countries, and where governments have retained traditional two-country mechanisms restricting who may fly. To gain access to domestic routes in other countries, some new airlines are setting up affiliate companies in neighboring countries, with each company legally controlled in the country of domicile. With air travel growing strongly, especially in Asia, a common result is intense, but potentially short-lived, competition on major routes. The recent developments give clear signposts to likely mid-term outcomes, and make this an opportune time to report on the new-airline scene. The Airline Revolution will provide valuable economic analysis of this climate to students, airline professionals advancing to senior positions, public servants and others who provide advice to governments.

Banking is an industry that deals with credit, cash holding, investments, and other types of financial operations. Because it allocates cash to borrowers with productive investments, the banking industry is one of the most important drivers of most economies. Deposits and withdrawals, currency exchange, forex trading, and wealth management are all services provided by banks. They also serve as a conduit between depositors and borrowers, using the monies placed by their customers to provide credit to those who need it. Banks make money by charging interest on loans, which they benefit from by charging a greater interest rate than they pay on customer deposits. They must, however, follow the rules set down by the central bank or the national government. A bank is a financial institution that accepts deposits from customers and provides loans to individuals and businesses. Banks profit by charging greater interest rates on loans than they do on customer deposits. In the United States, banks are mandated to hold 10% of client deposits as reserves, while the remaining 90% is used to make loans. How the Banking Industry Works - Banking Fundamentals The Federal Reserve regulates banks in the United States. Banks must keep at least 10% of each deposit on hand, but they can lend out the remaining 90% as loans. The reserve requirement applies to all types of banks with a US banking licence, and the reserve can be held as a deposit in a local Fed bank or as cash in the vault.